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- March 2000 (Revised May 2000)
- Case
U.S. Gas Transportation, Inc.
By: John A. Davis, Myra M. Hart and Sharon Peyus
Presents a career dilemma for a husband/wife owner-manager team. Nanci and Len Mackenzie have received an offer for their highly successful entrepreneurial business, U.S. Gas Transportation, Inc. The Mackenzies are concerned about what the sale might do to their... View Details
- February 2000 (Revised March 2000)
- Case
Owens & Minor, Inc. (B)
By: V.G. Narayanan and Lisa Brem
After a manager at Owens & Minor, a national medical and surgical distribution company, proposes and develops a formalized activity-based pricing and activity-based management approach to sales and service provision, this case explore the outcome. View Details
- February 2000 (Revised April 2001)
- Case
CNET 2000
By: Thomas R. Eisenmann and Pauline M Fischer
CNET's managers explain the strategic analysis that led to their decision to increase their annual marketing budget from $1 million to $100 million. CNET is an online information intermediary that helps consumers make purchase decisions about PC hardware and software,... View Details
- January 2000 (Revised November 2000)
- Exercise
WineMaster.com (A-1): Confidential Instructions for WineMaster
A two-person negotiation exercise involving the potential sale of a small e-commerce company to a large company. The parties need to negotiate four issues: the number of shares in the deal, the vesting period for the shares, whether the seller will get a seat on the... View Details
- January 2000 (Revised November 2000)
- Exercise
WineMaster.com (A-2): Confidential Instructions for HomeBase
A two-person negotiation exercise involving the potential sale of a small e-commerce company to a large company. The parties need to negotiate four issues: the number of shares in the deal, the vesting period for the shares, whether the seller will get a seat on the... View Details
- January–February 2000
- Article
Patterns of Disruption in Retailing
By: Clayton M. Christensen and R. S. Tedlow
- December 1999 (Revised April 2001)
- Case
Avon Products China (A)
By: Lynn S. Paine and Jennifer Gui
In April 1998, when the Chinese central government bans all forms of direct selling in China in April 1998, executives at Avon China must decide how to respond. The first direct sales company to enter China after its opening to outsiders, Avon sparked widespread... View Details
- December 1999 (Revised March 2002)
- Case
Hunter Business Group: TeamTBA
By: Das Narayandas and Elizabeth R. Caputo
The Hunter Business Group (HBG), a direct marketing consulting firm specializing in reorganizing the sales and marketing efforts of industrial firms, uses integrated customer contact technologies (including field sales, telephone, and mail) as a means of... View Details
- November 1999 (Revised February 2000)
- Case
Granny's Goodies, Inc.
By: Das Narayandas and Katherine B. Korman
The young entrepreneurs of Granny's Goodies, Inc., a corporate gift package specialist, face the challenge of finding ways to create consistent revenue streams and reduce sales costs. Outside of a few long-term contracts, the two founders have had to work very hard for... 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
- October 1999 (Revised March 2000)
- Case
HP Consumer Products Business Organization: Distributing Printers via the Internet
By: Rajiv Lal, Kirthi Kalyanam, Shelby Mc Intyre and Edie Prescott
In spring 1998, Pradeep Jotwani, vice president and general manager of the Consumer Products Business Organization of the Hewlett-Packard Co. (HP), was contemplating the increasing success of e-commerce and its implications for his division. The consumer products group... View Details
- September 1999 (Revised April 2000)
- Case
Novell: World's Largest Network Software Company
By: Richard L. Nolan
After phenomenal growth and market leadership in networking, founder and CEO Ray Noorda made a frontal assault on Microsoft's core strengths. In 1994, Noorda spend over $1.5 billion acquiring companies such as WordPerfect to combat Microsoft Word, products such as... View Details
- September 1999 (Revised April 2000)
- Case
drugstore.com
By: Richard L. Nolan
On a clear day in August 1999 in the new headquarters of drugstore.com, against a backdrop of the Blue Angels flying in formation over Lake Washington practicing for their hydroplane Seafare Cup performance, Peter Neupert was pleased with his company's IPO performance.... View Details
- September 1999 (Revised October 2006)
- Case
MarketSoft
By: Joseph B. Lassiter III and Diana S. Gardner
Greg Erman and Nancy Benovich-Gilby have assembled a team and selected a market for the launch of a high-potential venture based on using an Internet-based service to manage the flow of sales leads between principals and their distribution channel partners. Their... View Details
- September 1999
- Case
Project Dreamcast: Serious Play at Sega Enterprises Ltd. (A)
By: Stefan H. Thomke and Andrew Robertson
Focuses on the ongoing competitive battles in the global home video game market that is estimated to exceed $15 billion by 1999 in the United States and Japan alone. Describes how Sega Enterprises has redesigned its development processes to create a revolutionary... View Details
- July 1999
- Case
Restructuring General Motors North America (A): Pay-for-Performance
Presents the new pay-for-performance scheme adopted by General Motors (GM) in its 1999 reorganization of its sales and marketing organization. Once in operation, many administrative problems developed requiring a reconsideration of the scheme's basic architecture. View Details
- April 1999 (Revised September 2000)
- Case
Interep National Radio Sales, Inc.
By: Benson P. Shapiro, Stephen X. Doyle and Wade Myers
Interep must mobilize sales information technology, organizational structures, and sales management processes to protect and enhance its strong position as a radio advertising sales firm. Opportunities and risks are high in this complex, rapidly changing sales agency... View Details
- February 1999 (Revised June 1999)
- Case
Investitori Associati: Exiting the Savio LBO (A)
By: Josh Lerner, Dino Cattaneo and Giampiero Mazza
Investitori Associati seeks to exit a leveraged buyout investment. Choosing the appropriate way in which to undertake their exit-an initial public offering or sale of the firm-proves problematic. View Details
- February 1999 (Revised October 1999)
- Case
Cherkizovsky Group (A), The
By: Lynn S. Paine and Hal Hogan
Describes the transformation of a formerly state-owned meat processing plant in Russia into a privately-owned and operated food processing conglomerate under Russia's economic reforms of the 1990s. Among the challenges the CEO, Igor Babaev, and his top management team... View Details
- 1999
- Article
The "Shopping Basket": A Model for Multi-Category Purchase Incidence Decision
By: Puneet Manchanda, Asim Ansari and Sunil Gupta