Publications
Publications
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- All HBS Web
(4,249)
- Faculty Publications (1,946)
- July 2007 (Revised September 2009)
- Case
CEMEX (A): Building the Global Framework (1985-2004)
By: Rosabeth M. Kanter, Pamela Yatsko and Ryan Raffaelli
CEMEX grew through acquisitions from a Latin American to a global company under the leadership of a CEO who believed in the importance of a "one enterprise" culture and benchmarking against world standards. As the CEO ponders an acquisition that would double the... View Details
- June 2007 (Revised April 2009)
- Case
Opening Pandora's Box
By: Willy C. Shih, Stephen P. Kaufman, Melissa Marie Blakeley and Marissa Wairy Dent
Pandora.com provided a highly customizable online radio service tailored to listeners' musical preferences and had registered explosive growth since its September 2005 launch. But proposed changes in royalty rates threatened to kill off many Internet radio sites,... View Details
- June 2007 (Revised August 2007)
- Case
Royal DSM N.V.: Information Technology Enabling Business Transformation
By: Lynda M. Applegate, Edward Watson and Mara Vatz
Describes how Royal DSM NV, an $8 billion dollar global corporation, leveraged information technology to enable a major corporate portfolio transformation between 2000 and 2006. View Details
- June 2007
- Supplement
Shinsei Bank: Developing an Integrated Firm (B)
By: Thomas J. DeLong and Terence Heymann
- June 2007 (Revised March 2008)
- Case
Zoots - Financing Growth (A)
By: Michael J. Roberts, William A. Sahlman and Todd Krasnow
Traces the genesis and founding of Zoots, the largest chain of dry cleaning establishments in the U.S. Founded by some of the founders of the very successful Staples chain, the company raises a very large amount of capital without fully proving its business model, and... View Details
- June 2007 (Revised June 2008)
- Case
GE's Imagination Breakthroughs: The Evo Project
By: Christopher A. Bartlett, Brian J. Hall and Nicole Bennett
In September 2003, Jeff Immelt challenged the business leaders at GE to come up with "Imagination Breakthroughs," innovative new projects that would serve as the centerpiece of GE's organic growth initiative. Follows the company as these changes are driven through the... View Details
- June 2007
- Case
Wal-Mart Mexico: Managing Multiple Formats
By: Rajiv Lal, Mark Rennella and David Lane
"On February 1, 2007, Wal-Mart Mexico (Walmex) CEO Eduardo Solorzano was preparing for a well deserved, two-week vacation on Mexico's Yucatan Peninsula. Things were going well. Wal-Mart Mexico, which consisted principally of six different retail formats, had been... View Details
- June 2007 (Revised December 2008)
- Case
Marie Trellu-Kane at Unis-Cite
By: Michel Anteby, Julie Battilana and Anne-Claire Pache
Marie Trellu-Kane is trying to decide how Unis-Cite should respond to French President Jacques Chirac's announcement in 2005 of a new national voluntary civil service program. Since 1994, Trellu-Kane and her co-founders had been creating and overseeing a civil service... View Details
- May 2007 (Revised November 2019)
- Case
Dollar General (A)
By: Willy Shih, Stephen P. Kaufman and Rebecca McKillican
Dollar General Corporation (DG) operates one of the leading chains of extreme value retailers in the United States. 2006 revenues reached $9.2 billion, making DG the 6th largest mass retailer in the country. With revenues growing at 9% annually over the five-year... View Details
- May 2007 (Revised April 2009)
- Case
Netflix
By: Willy C. Shih, Stephen P. Kaufman and David Spinola
Reed Hastings founded Netflix with a vision to provide a home movie service that would do a better job satisfying customers than the traditional retail rental model. But as it encouraged challenges it underwent several major strategy shifts, ultimately developing a... View Details
- May 2007 (Revised September 2008)
- Case
Biocon Limited
By: Krishna G. Palepu and Ananth Chepuri
Biocon Limited was facing significant pricing pressure in their cash cow business, that primarily consisted of manufacturing Active Pharmaceutical Ingredients (APIs). To combat this commoditization, Biocon's leadership had chosen an innovation-led strategy. This new... View Details
- May 2007
- Case
Westin Hotels and Resorts: Operations of a Lifestyle Experience
By: Frances X. Frei, Chekitan S. Dev and Laure Mougeot Stroock
Westin Hotels and Resorts adopted a new "lifestyle" brand strategy which provided guests with a new service experience. The dilemma Westin faced was how to operationally build a brand that delivered consistent service on intangible values. View Details
- May 2007
- Article
Corporate Financing Decisions When Investors Take the Path of Least Resistance
By: Malcolm Baker, Joshua Coval and Jeremy Stein
We explore the consequences for corporate financial policy that arise when investors exhibit inertial behavior. One implication of investor inertia is that, all else equal, a firm pursuing a strategy of equity-financed growth will prefer a stock-for-stock merger to... View Details
- April 2007 (Revised March 2018)
- Case
M-TRONICS (A)
By: Joseph L. Bower and Lynda M. Applegate
The new CEO of a small manufacturing firm pursues growth through the launch of Entrepreneurial Subsidiaries. While the firm grows revenues from $600 million to over $2 billion in 10 years, problems surface as the subsidiaries are integrated into the established... View Details
- March 2007 (Revised June 2007)
- Case
Wal-Mart, 2007
By: David B. Yoffie and Michael Slind
In 2007, Wal-Mart faced challenges to its historically high growth rate. Lagging same-store sales and setbacks overseas led the company to consider strategic shifts. Wal-Mart was the world's largest retailer, but competition had become particularly acute as the company... View Details
- February 2007 (Revised February 2009)
- Case
A Differentiation Strategy at ASDA
By: David E. Bell and Nitin Sanghavi
The Wal-Mart CEO has challenged his company to do more to help mankind. The British subsidiary, ASDA, is reviewing its activities in the environment/social arena. View Details
- February 2007 (Revised November 2011)
- Case
Esquel Group: Integrating Business Strategy and Corporate Social Responsibility
By: F. Warren McFarlan, William C. Kirby and Tracy Manty
Focuses on the experience of China's largest shirt manufacturer in managing various aspects of government relations in China. Identifies a wide variety of social initiatives it has undertaken. View Details
- February 2007 (Revised November 2007)
- Case
Latvia: Economic Strategy after EU Accession
By: Michael E. Porter and Christian H.M. Ketels
Describes the economic development of Latvia, a small eastern European country on the shores of the Baltic Sea, from regaining independence in 1991 to European Union (EU) accession in 2004 and is set on May 1st, 2004, the day Latvia became an EU member. Latvia had... View Details
- February 2007 (Revised March 2012)
- Compilation
John D. Rockefeller and the Creation of Standard Oil
By: Nancy F. Koehn and Katherine Miller
Reconstructs the entrepreneurial journey of John D. Rockefeller, founder of Standard Oil and one of the most famous business figures in history. Traces his early career as a retailer in Cleveland through his decision to enter the oil industry in the early 1860s to his... View Details
- January 2007
- Case
AMD: A Customer-Centric Approach to Innovation
By: Elie Ofek and Lauren Barley
AMD's launch of the Opteron microprocessor in 2003 has allowed the company to make inroads into the lucrative server segment. A long-time follower to Intel, AMD management felt it was in a position to lead the microprocessor industry in new directions. However, in 2006... View Details