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- December 2004 (Revised March 2007)
- Case
Cutlass Capital, L.P.
By: Richard G. Hamermesh and Brian DeLacey
David Hetz and Jon Osgood are forming a new venture capital fund in 2001 to invest in health care start-ups. Describes their fundraising activities at a time when venture capital investing has reached an all-time high. Although their background skills and experiences... View Details
- November 2004
- Article
Time-Driven Activity-Based Costing
By: Robert S. Kaplan and Steven R. Anderson
Keywords: Activity Based Costing and Management
- October 2004 (Revised January 2006)
- Tutorial
Introduction to Responsibility Accounting Systems
By: David F. Hawkins, V.G. Narayanan, Jacob Cohen and Michele Jurgens
Responsibility accounting systems generate financial and related nonfinancial information about the actual and planned activities of a company's responsibility centers--organizational units headed by managers responsible for a unit's performance. The principal... View Details
- September 2004 (Revised February 2007)
- Case
Hedging Currency Risks at AIFS
By: Mihir A. Desai, Vincent Dessain and Anders Sjoman
The American Institute for Foreign Studies (AIFS) organizes study abroad programs and cultural exchanges for American students. The firm's revenues are mainly in U.S. dollars, but most of its costs are in eurodollars and British pounds. The company's controllers review... View Details
- July 2004 (Revised May 2009)
- Case
Getting Participant-centered Learning to Work
By: Thomas R. Piper, James L. Heskett and Gustavo Herrero
The newly appointed dean of a South American business school is eager to transform the learning process from the traditional lecture method to one that actively engages students and contributes to the development of critical managerial skills, attitudes, and world... View Details
- July 2004 (Revised December 2004)
- Case
Timberland: Commerce and Justice
By: James E. Austin, Herman B. Leonard and James Quinn
When Jeffrey Swartz became the third generation in his family to lead the Timberland Co., he pursued a strategy in which commerce and justice were "inextricably linked." Community involvement, environmental management, and global labor standards became not addenda to... View Details
- spring 2004
- Article
Multinationals and Linkages: An Empirical Investigation
By: Laura Alfaro and Andres Rodriguez-Clare
Several recent papers have used plant-level data and panel econometric techniques to carefully explore the existence FDI externalities. One conclusion that emerges from this literature is that it is difficult to find evidence of positive externalities from... View Details
- March 2004
- Case
L.L. Bean: A Search for Growth
By: Rajiv Lal, Walter J. Salmon and James Weber
In mid-2003, CEO Chris McCormick felt L.L. Bean was in a good position to begin to grow again. For nearly 90 years, the company sold clothing and gear for outdoor enthusiasts through its catalogs and a single retail store in Freeport, Maine. In the three decades prior... View Details
- March 2004 (Revised July 2004)
- Case
UCB: Managing Information for Globalization and Innovation (A) (Abridged)
By: F. Warren McFarlan and Brian DeLacey
A medium-size European manufacturer of pharmaceuticals and chemicals faces a number of information strategy issues. The case focuses on the issues of coordinating international IT activities and day-to-day operations as well as balancing the company's IT applications... View Details
- March 2004 (Revised April 2005)
- Case
Midwest Office Products
By: Robert S. Kaplan
Presents an easy introduction to time-driven activity-based costing (ABC) that allows students to build a simple ABC model of order profitability. Midwest's time-driven ABC approach is based on two categories of parameter estimates. The first is the cost per hour of... View Details
- November 2003 (Revised April 2004)
- Case
Internal Governance and Control at Goldman Sachs: Block Trading
By: Malcolm S. Salter and Ratna Sarkar
Although the explicit problem presented in the case concerns pricing a block trade, the real issue involves the decision-making and oversight processes used to arrive at a price that is appropriate for both the client and Goldman Sachs. Asks students in assignment... View Details
- November 2003 (Revised August 2005)
- Case
First Commonwealth Financial Corporation
By: Robert S. Kaplan
First Commonwealth Financial Corp., a financial institution in central and southwestern Pennsylvania, implemented the Balanced Scorecard for describing and implementing its new customer-focused strategy. Its founder and chairman decided that the Balanced Scorecard also... View Details
- November 2003 (Revised March 2004)
- Case
Marv Tseu at Active Reasoning
By: William A. Sahlman and Christina Darwall
Describes a set of decisions confronting the management team of an early-stage software company. The company has made considerable progress in developing its software but will need additional capital to move forward. Unfortunately, conditions in the capital market are... View Details
- September 2003
- Case
Executive Compensation at Reckitt Benckiser plc
By: V.G. Narayanan, Krishna G. Palepu and Lisa Brem
Investors felt betrayed by the increasingly lucrative pay packages awarded to CEOs and other top executives at multinational companies. Yet, board members charged with adequately rewarding executives were forced to compete with rising packages of salaries and stock... View Details
- July 2003 (Revised January 2004)
- Case
Carol Brewer's Investments
By: Richard S. Ruback and Julia Stevens
Following her husband's death in 1994, Carol Brewer took over the management of her family's investments. This case describes the decisions Brewer made during this process, including her choice to seek active account management, her selection of an investment firm, and... View Details
- June 2003 (Revised September 2003)
- Background Note
Acquisitions & Alliances: Introduction to the Course
Helps students understand the multiple forms M&A deals can take, while framing the underlying dimensions that managers must consider when designing or assessing a given deal. Begins by introducing students to the ways in which M&A activity creates value, proceeds by... View Details
- 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
- June 2003 (Revised November 2005)
- Case
Peace Winds Japan
By: John A. Quelch
Kensuke Onishi, the young entrepreneurial founder of an international Japanese nongovernment organization specializing in humanitarian relief in emerging economies, is considering its future strategic direction. This case includes extensive commentary on Peace Winds'... View Details
- June 2003 (Revised March 2006)
- Case
ACCION International
By: John A. Quelch
ACCION International is a major nonprofit player in microfinance. Reviews the organization's history and evolution, details current activities and relationships within its network, and assesses the organization's challenges moving forward. View Details