Publications
Publications
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(5,103)
- Faculty Publications (1,839)
- April 1998 (Revised February 2001)
- Case
CBS Evening News
The CBS Evening News looks for options for growth of the franchise. This case discusses CBS's main competitors and their positioning in the evening news market, as well as the history and operations of the CBS Evening News. View Details
- March 1998 (Revised April 1998)
- Case
Egon Zehnder International: Implementing Practice Groups
By: Michael Y. Yoshino, Carin-Isabel Knoop and Cate Reavis
Since its creation in 1964, executive search firm Egon Zehnder International (EZI) marketed its consultants as "generalists." As searches became more global and industry-specific in the 1990s, CEO Daniel Meiland decided the firm needed to offer specialized services. By... View Details
- March 1998 (Revised December 1999)
- Case
Bronner Slosberg Humphrey
By: David E. Bell and Donald M Leavitt
Bronner Slosberg Humphrey has succeeded by providing integrated direct marketing solutions for major service companies such as AT&T, American Express, and FedEx. A new CEO takes over from the company's founder and is wondering how to grow the company. Options include... View Details
- March 1998 (Revised October 2001)
- Case
Teradyne: Corporate Management of Disruptive Change
By: Joseph L. Bower
Two cases deal with the introduction of a new product to Teradyne's line of semiconductor test equipment. This case deals with the problems facing the head of a start-up division responsible for developing and bringing to market a new product based on technology deemed... View Details
- March 1998 (Revised March 1999)
- Case
Dell Online
By: V. Kasturi Rangan and Marie Bell
Dell started online commerce for its PCs in 1996, and by 1997 had achieved a sales rate of $3 million a day. The case describes the internal process that led to these dramatic results and poses the question of how the firm should leverage this activity to meet Michael... View Details
- February 1998 (Revised February 1999)
- Case
FreeMarkets OnLine
Describes the marketing strategy of an entrepreneurial start-up engaged in electronic purchasing for large manufacturers. By creating an electronic bidding platform, the company has been able to cut down procurement costs by about 15%. The case question concerns how... View Details
- February 1998
- Teaching Note
Aladdin Knowledge Systems TN
By: Das Narayandas
Teaching Note for (9-598-018). View Details
- January 1998
- Case
Connecticut Spring and Stamping Corp. (C)
By: H. Kent Bowen, Massimo Russo and Steven J. Spear
Andy Youmans, executive vice president of CSSC, joins a group of U.S. executives on a tour of Japanese factories that practice the TPS. Three of the factories produce products similar to CSSC's, and even though they use similar equipment, they are significantly more... View Details
- January 1998 (Revised May 1999)
- Case
General Scanning, Inc. (A)
By: H. Kent Bowen, Sean McClenaghan and Charles Tillen
General Scanning, Inc. was founded by Jean Montagu and Pierre Brosens, two MIT mechanical engineers with an interest in developing innovative products based on the early application of lasers. They invented proprietary technology for laser beam positioning and scanning... View Details
- January 1998 (Revised April 2001)
- Case
Acer America: Development of the Aspire
By: Christopher A. Bartlett and Anthony St. George
Follows the development, national launch, and global rollout of the Aspire, Acer's first new product developed outside of Taiwan. Implementing a very promising new PC concept proves challenging to Mike Culver and his U.S. team, who are plagued by coordination problems... View Details
- January 1998 (Revised April 1998)
- Case
Lincoln Electric: Venturing Abroad
By: Christopher A. Bartlett and Jamie O'Connell
Lincoln Electric, a 100-year-old manufacturer of welding equipment and consumables based in Cleveland, Ohio, motivates its U.S. employees through a culture of cooperation between management and labor and an unusual compensation system based on piecework and a large... View Details
- December 1997 (Revised April 1998)
- Case
www.springs.com
By: F. Warren McFarlan and Melissa Dailey
Business Week's June 1997 "Rising Star" profile of Springs Industries' president and COO, Crandall Bowles, reported that she was poised to become one of the top two or three women executives in the country. In November 1997, the company announced Bowles' appointment to... View Details
- December 1997 (Revised May 1998)
- Case
CUC and HFS: Corporate Identity for a "Merger of Equals"
By: Stephen A. Greyser and Robert J. Crawford
In the wake of a major $20 billion market capitalization "merger of equals," two large consumer service firms must determine a new name for the new entity. Neither CUC nor HFS is well known among consumers. The CUC Services (e.g., shopping, travel, credit card... View Details
- November 1997 (Revised December 2000)
- Case
Corn Products International, Inc.
By: Ray A. Goldberg and Tom Clay
A firm that started in corn processing and moved up the value-added food chain decides to spin-off the original commodity part of the business. How does the new spin-off survive and how does it develop a strategy? Firms in the food system are separating out their... View Details
- November 1997 (Revised July 1999)
- Case
Guidant: Cardiac Rhythm Management Business (A)
By: Steven C. Wheelwright and Mikelle Eastley
Examines the choices Guidant must make in research and development spending and new product development. More specifically, CEO Jay Graf considers the payoffs and tradeoffs of using product development skills that he learned in CPI's core business when applied to a... View Details
- November 1997 (Revised May 2002)
- Case
MicroAge, Inc.: Orchestrating the Information Technology Value Chain
By: Lynda M. Applegate and Kirk A. Goldman
MicroAge, Inc. started as a storefront in Tempe, AZ in 1976 selling personal computer kits to hobbyists. During their first year of operation, founders Jeff McKeever and Alan Hald sold $1.5 million worth of computer kits, priced at under $1,000 each. Twenty years... View Details
- November 1997 (Revised February 1998)
- Case
WESCO Distribution, Inc.
By: Das Narayandas
In 1996, WESCO, a national distributor of electrical equipment and supplies, charted out a growth of 6 to 8 percent in sales, and 12 to 16 percent in profitability over the next five years. The centerpiece of this growth strategy is the National Accounts (NA) program... View Details
- October 1997 (Revised April 2002)
- Case
Planned Parenthood Federation of America (A)
By: V. Kasturi Rangan and Elaine V. Backman
Outlines the dynamic shifts in the external environment surrounding Planned Parenthood's operations in 1994. Health care reform was threatening some of its core customer base. The organization had to come up with a strategy and a process for adapting to the new... View Details
- October 1997 (Revised May 1998)
- Supplement
Asda (B)
By: Michael Beer and James Weber
Describes Archie Norman's efforts over a five-year period to turn around the company by regaining financial control, delivering management, creating experimental projects where individuals felt free to innovate, instituting a back-to-roots strategy that put customers... View Details
- October 1997 (Revised September 2003)
- Case
Eli Lilly and Company: Drug Development Strategy (A)
By: Stefan H. Thomke, Ashok Nimgade and Paul Pospisil
Describes how Eli Lilly and Co. tries to accelerate its new drug development process with the aid of "combinatorial chemistry"--a rapidly emerging and revolutionary approach to preclinical drug discovery. The product manager of a potential blockbuster migraine drug... View Details