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Publications
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(8,627)
- Faculty Publications (1,700)
- March 2000 (Revised February 2005)
- Case
Thomas Weisel Partners (A)
Thomas Weisel, longtime leader of Montgomery Securities, realizes that the sale of Montgomery to NationsBank was the biggest mistake of his life. After his exit from NationsBanc Montgomery Securities, Weisel develops a business plan for a new merchant bank, Thomas... View Details
- March 2000 (Revised February 2005)
- Case
Thomas Weisel Partners (B): Year One
By: Thomas J. DeLong, Ashish Nanda and Scott D Landry
After its launch in February 1999, Thomas Weisel Partners experiences rapid growth in its first year. This case details the inaugural year's development and probes what steps the firm should take to continue the momentum. View Details
- March 2000
- Supplement
Charles Schwab Corporation, The: A Presentation by David Pottruck Co-CEO
By: F. Warren McFarlan and Melissa Dailey
David Pottruck, Co-CEO of Charles Schwab Corp., discusses the company's information technology and competitive strategy with an Executive Education (Program for Management Development) class at Harvard Business School, October 22, 1999. View Details
- February 2000 (Revised January 2008)
- Case
Merrill Lynch: Integrated Choice
By: V. Kasturi Rangan and Marie Bell
Merrill Lynch, a full-service brokerage firm with $1.5 trillion in client assets, is under attack from both discount and electronic brokerage firms. It responds with Integrated Choice, a suite of products designed to capture clients from the do-it-yourself investor who... View Details
- February 2000 (Revised August 2003)
- Teaching Note
Brierley Investments Limited TN
By: Paul M. Healy
Teaching Note for (9-100-014). View Details
- January 2000 (Revised March 2000)
- Case
Cachet Technologies
By: Paul A. Gompers and Howard Reitz
Describes the decision facing Danny Lewin, Jonathan Seelig, and Tom Leighton, the founders of Cachet Technologies, an MIT spin-out. The firm has done poorly in the annual MIT business plan competition and the founders have to decide whether to continue. View Details
- January 2000 (Revised May 2000)
- Case
Patagon.com: Building (and Defending) the First Financial Destination in Latin America
By: William A. Sahlman, Ramiro Montealegre and Luis Pereiro
Describes Patagon.com, a company trying to build a financial portal in Latin America. The company's founders, Wenceslao Casares and Constancio Larguia, must deal with complex financial and strategic challenges as they guide the company in a difficult context. View Details
- January 2000 (Revised November 2000)
- Case
Lucent Technologies New Ventures Group
By: Rosabeth M. Kanter and Michelle Heskett
Lucent Technologies' successful New Ventures Group must present company executives with a strong case for continuing corporate venturing activities despite a troubled financial performance in difficult market conditions. View Details
- December 1999
- Case
Brierley Investments Limited
By: Paul M. Healy
Brierley's is an investment company that has performed poorly in the New Zealand market. Management has prepared a report of the intrinsic value of the company's investments. View Details
- December 1999 (Revised December 2000)
- Case
Charles Schwab: A Category of One
By: Stephen P. Bradley and Thomas H. Esperson
Examines Charles Schwab's on-line discount brokerage firm and questions whether or not Schwab has effectively balanced the old and new world of stock trading, and has remained a leader between giants like Merrill Lynch and Internet pure plays like E-Trade. Also looks... View Details
- December 1999
- Case
E Ink: Financing Growth
By: William A. Sahlman and Matthew C. Lieb
A set of financial and strategic decisions confront the management of a company trying to develop a technology for creating "electronic ink." If successful, the company will be able to create "radio paper," essentially turning a piece of paper into a computer monitor... View Details
- December 1999
- Case
Sendwine.com
By: Thomas R. Eisenmann, Charmaine C Ess and Ann A. O'Hara
Sendwine.com, an online retailer of premium gifts of wine by the bottle, faced decisions about its growth strategy in mid-1999. Mike Lannon, president and founder, had established his company as a prominent player in an increasingly crowded field. But with success came... View Details
- November 1999 (Revised July 2001)
- Case
New Profit Inc.: Governing the Nonprofit Enterprise
By: Robert S. Kaplan
New Profit, Inc. (NPI) is an innovative venture philanthropy fund. Founded by social entrepreneur Venessa Kirsch, NPI intends to raise large donations from individuals who wish to invest in nonprofit enterprises that could have a significant social impact and the... View Details
- November 1999 (Revised February 2000)
- Case
Woodland Partners: Field of Dreams?
By: Thomas J. DeLong, Ashish Nanda and Theodore D. Seides
Elizabeth Lilly, Richard Rinkett, and Richard Jensen are pondering whether to launch a new investment management firm and, if so, what growth strategy to chart for the potential firm. 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
- November 1999
- Background Note
Recognizing Revenues and Expenses: Realized and Earned
By: Robert S. Kaplan
Describes a key concept in financial accounting: choosing an appropriate revenue recognition point. The accrual process requires revenue recognition and expense matching for reporting on the value creation process of companies. Describes the two key criteria for... View Details
- November 1999
- Case
Long-Term Capital Management, L.P. (A)
By: Andre F. Perold
Long-Term Capital Management, L.P. (LTCM) was in the business of engaging in trading strategies to exploit market pricing discrepancies. Because the firm employed strategies designed to make money over long horizons--from six months to two years or more--it adopted a... View Details
- November 1999
- Case
Long-Term Capital Management, L.P. (C)
By: Andre F. Perold
Long-Term Capital Management, L.P. (LTCM) was in the business of engaging in trading strategies to exploit market pricing discrepancies. Because the firm employed strategies designed to make money over long horizons--from six months to two years or more--it adopted a... View Details
- November 1999 (Revised June 2006)
- Case
DLJdirect: "Putting Our Reputation Online"
By: Thomas R. Eisenmann and Gillian Morris
Online broker DLJdirect faced two decisions during the fall of 1999: what customer segments should it target and how much should it spend on marketing? Unlike its competitors, who focused either on day traders or more mainstream investors, DLJdirect differentiated its... View Details
- October 1999 (Revised October 2004)
- Case
Long-Term Capital Management, L.P. (D)
By: Andre F. Perold
Supplements the (C) case. View Details
Keywords: Financial Services Industry