Publications
Publications
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- Faculty Publications (1,655)
- November 2006
- Case
Competitive Headaches (A): The Analgesic Wars
By: Dennis A. Yao
Addresses the problem of competing with a me-too consumer product. Focuses on Bristol-Meyers' 1975 strategy for introducing a competitor to Tylenol in the analgesic market. View Details
- November 2006 (Revised December 2012)
- Background Note
Strategies Beyond the Market
By: Felix Oberholzer-Gee and Dennis Yao
Strategists are not alone in finding failing markets irresistible. Governments and social groups ranging from unions to the World Wildlife Fund also respond to market failures. Governments typically seek to fix failing markets, often with prescriptions of what... View Details
- October 2006 (Revised August 2007)
- Case
Calloway Laboratory: Pee for Profit
By: Richard G. Hamermesh and David Kiron
Describes the formation and rapid growth of a drug-testing company. The company needs to decide whether to enter the painkiller testing market, in addition to growing its drug treatment center business. View Details
- October 2006 (Revised October 2007)
- Case
Grosvenor Group Limited
By: Andre F. Perold, Arthur I Segel, Oliver Corlette and Soyoun Song
A global real estate investment firm is trying to decide whether to enter into a property-derivative transaction to help it effect a change in asset allocation. The market for real estate derivatives is beginning to grow quite rapidly and the firm is trying to... View Details
- October 2006
- Article
Location Choices across the Value Chain: How Activity and Capability Influence Collocation
By: Juan Alcacer
There has been a recent revival of interest in the geographic component of firm strategy. Recent research suggests that two opposing forces—competition costs and agglomeration benefits—determine whether firms collocate in a given geographic market. Unexplored is (1)... View Details
- September 2006 (Revised July 2009)
- Case
BzzAgent, Inc. - 2005
By: William A. Sahlman and Caroline Perkins
Describes a set of financing issues confronting a rapidly growing company that uses "Word-of-Mouth" marketing techniques in promoting research, new products, or services. The company proposes to set the terms for a new round of venture capital it needs and to have... View Details
- September 2006 (Revised September 2007)
- Case
VMware, Inc. (A)
By: David B. Yoffie, Ward Bullard, Nikhil Raj and Suja Vaidyanathan
VMware, Inc., the first company to crack the software virtualization market, faces new challenges from competitors' plans to bundle free virtualization solutions in operating systems. VMware, acquired by data storage giant EMC Corp. in 2003, has delivered top-line... View Details
- August 2006
- Case
Dreyer's Slow Churned(TM) Ice Cream
By: Noel H. Watson, Steven C. Wheelwright and Brian DeLacey
Examines capacity forecasting and planning in a complex new product introduction scenario. The introduction at Dreyer's, a large dairy snack manufacturer, involves not only a new product but a new manufacturing process and product package, thus implying a significant... View Details
- August 2006 (Revised October 2012)
- Case
Natura: Global Beauty Made in Brazil
By: Geoffrey G. Jones and Ricardo Reisen de Pinho
Explores the globalization strategies of Natura, Brazil's largest cosmetics company. Founded in 1969, Natura grew using a direct selling model. Led by its three founders, the firm made distinctive use of Brazil's diversity and became characterized by high ethical and... View Details
- August 2006
- Article
Predicting Returns with Managerial Decision Variables: Is There a Small-Sample Bias?
By: Malcolm Baker, Ryan Taliaferro and Jeffrey Wurgler
Many studies find that aggregate managerial decision variables, such as aggregate equity issuance, predict stock or bond market returns. Recent research argues that these findings may be driven by an aggregate time-series version of Schultz's (2003, Journal of Finance... View Details
- July 2006 (Revised March 2010)
- Case
Symantec vs. McAfee: Competing in the Consumer Anti-virus Industry
By: Ramon Casadesus-Masanell and Jordan Mitchell
Symantec and McAfee hold 53.6% and 18.8% respectively, of the anti-virus software market as of 2006. While the market is concentrated with five firms controlling over 90%, Microsoft is on the eve of releasing a consumer security subscription packed called OneCare Live.... View Details
- July 2006
- Article
Bringing History (Back) into International Business
By: G. Jones and Tarun Khanna
We argue that the field of international business should evolve its rhetoric from the relatively uncontroversial idea that 'history matters' to exploring how it matters. We discuss four conceptual channels through which history matters, illustrating each with a major... View Details
- 2006
- Working Paper
The Effect of Dividends on Consumption
By: Malcolm Baker, Stefan Nagel and Jeffrey Wurgler
Classical models predict that the division of stock returns into dividends and capital appreciation does not affect investor consumption patterns, while mental accounting and other economic frictions predict that investors have a higher propensity to consume from stock... View Details
- May 2006 (Revised June 2006)
- Case
Codon Devices
By: Joseph B. Lassiter III and David Kiron
In December 2005, 40-year-old John Danner was about to make his first presentation to the board of directors of Codon Devices, a one-year-old biotechnology start-up based in Cambridge, Massachusetts. After a month as the company's CEO, Danner was prepared to lay out... View Details
- May 2006 (Revised June 2006)
- Case
Icebreaker: The China Entry Decision
By: Joseph B. Lassiter III and Dan Heath
Jeremy Moon, CEO of Icebreaker, maker of merino-fiber activewear, thinks about the strengths and weaknesses of staying focused on his rapidly expanding U.S. and European markets vs. broadening his attack to include China. If he enters China, should he continue his... View Details
- April 2006
- Module Note
Cross-Border Financial Opportunities
By: Mihir A. Desai and Kathleen Luchs
Describes the fifth module in the International Finance course at Harvard Business School. This module explores how segmented capital markets create financing opportunities for firms and the mechanisms that evolve to take advantage of those opportunities. The issues... View Details
- April 2006 (Revised March 2007)
- Case
PayPal Merchant Services
By: Thomas R. Eisenmann and Lauren Barley
In early 2006, PayPal management is deciding how to respond to Google's entry into online payments. PayPal, owned by eBay, has targeted online merchants outside eBay's auction community for its next wave of expansion. Google represents a potential threat to PayPal's... View Details
- April 2006 (Revised April 2007)
- Case
Endeca Technologies: New Growth Opportunities
By: Paul A. Gompers and Kristin Perry
Steve Papa, CEO of Endeca Technologies, must decide whether to expand into a new market with a new application of his company's technology. Endeca has experienced significant success with its information access software in the online retail industry, and in September... View Details
- April 2006 (Revised October 2006)
- Case
Chrysanthemum and Dragon: JAFCO Asia in China
By: Rawi E. Abdelal and David Lane
In the autumn of 2002, JAFCO Asia, a subsidiary of JAFCO Co., Ltd., became the first foreign private equity firm to open an office in Beijing's Haidian Science Park. JAFCO was the only Japanese private equity firm operating in China. As such, Managing Director Vincent... View Details