Publications

March 2013 (Revised July 2014)
Supplement

Bay Partners (B)

By: Josh Lerner and Lauren Barley

In December 2012, Salil Deshpande has rejoined Bay Partners (Bay), which had been restructured following the 2010 departures of three of its general partners. Life was good for Deshpande: his firm had distributed roughly $1 billion to its limited partners (LPs) over... View Details

Keywords: Decision Choices and Conditions; Investment Funds; Growth and Development Strategy; Financial Services Industry

September 1988 (Revised October 1992)
Case

Suzuki Samurai

By: John A. Quelch

Suzuki and advertising agency executives are debating the product positioning and accompanying copy strategy alternatives for the Suzuki Samurai prior to its U.S. introduction. View Details

Keywords: Product Positioning; Marketing Strategy; Market Entry and Exit; Advertising Campaigns; Advertising Industry; Auto Industry; Japan; United States

October 1987 (Revised February 1992)
Case

Motorola and Japan (A)

By: David B. Yoffie and John J. Coleman

In 1981, Motorola was reevaluating its strategy towards Japan. The firm had been successful in penetrating the Japanese market, and it was confronting increased Japanese competition at home. How it should respond and with what kind of organization were the central... View Details

Keywords: Market Entry and Exit; Standards; Competition; Corporate Strategy; Telecommunications Industry; Japan

March 2022
Case

Abu Issa Holding: Navigating the Qatar Blockade

By: Mark Egan and Youssef Abdel Aal

The case follows Ashraf Abu Issa, CEO and chairman of Abu Issa Holding (AIH), as he contemplated the fate of his company’s regional expansion. AIH was a Qatari diversified holding company, whose primary business was luxury retailing and distribution. Abu Issa had set... View Details

Keywords: Luxury Retail; Expansion; Equity; Business Divisions; Growth and Development; Market Entry and Exit; Cross-Cultural and Cross-Border Issues; Consumer Products Industry; Saudi Arabia; United Arab Emirates

April 1989 (Revised March 1993)
Case

ProTech, Inc.

By: Thomas R. Piper

A company is considering the elimination of a product line. As part of that consideration, it must develop possible strategies for closing the division, and identify the economic and non-economic implications of the strategy. The situation is complicated by the... View Details

Keywords: Marketing Strategy; Decision Making; Business Exit or Shutdown; Equity; Problems and Challenges

April 2019
Teaching Note

The a2 Milk Company

By: Benjamin C. Esty and Daniel Fisher

The a2 Milk Company (a2MC) became the most valuable company listed on the New Zealand stock exchange in 2018 by capitalizing on a biochemical discovery related to the protein composition of cow's milk. Because many people find the A1 protein difficult to digest, and... View Details

January 2010 (Revised August 2011)
Case

Ganeden Biotech, Inc.

By: Robert C. Pozen, Dale Alan Winger and Matthew Kenneth Ahlers

The CEO of Ganeden Biotech, a small firm with several viable probiotic products but limited resources, must decide what markets to invest in and what intellectual property strategies will best serve its immediate and longer-term business interests. View Details

Keywords: Entrepreneurship; Investment; Intellectual Property; Market Entry and Exit; Business Strategy; Biotechnology Industry

09 Aug 2004
Research & Ideas

A Diagnostic for Disruptive Innovation

into a low-end disruptive innovation targeted at these customers. This strategy provided a better match among the innovation, the target market, and the organization's abilities. Competitor Diagnostic The third diagnostic assesses... View Details

Keywords: by Scott D. Anthony, Mark W. Johnson & Matt Eyring

November 2002 (Revised June 2003)
Case

NYSE vs. NASDAQ: International Competition

By: Estelle S. Cantillon and Tarun Khanna

Compares and contrasts the international strategies of the New York Stock Exchange and NASDAQ as they looked overseas for new sources of growth in the late 1990s. View Details

Keywords: Market Entry and Exit; Financial Markets; Globalization; United States

Find at Harvard

2010
Working Paper

Venture Capital Investment in the Clean Energy Sector

By: Shikhar Ghosh and Ramana Nanda

We examine the extent to which venture capital is adequately positioned for the rapid commercialization of clean energy technologies in the United States. While there are several startups in clean energy that are well-suited to the traditional venture capital... View Details

Keywords: Business Startups; Energy Generation; Venture Capital; Investment; Governing Rules, Regulations, and Reforms; Technological Innovation; Competition; Energy Industry; Green Technology Industry; United States

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January 2009
Supplement

KPMG (B): Risk and Reform

By: Robert G. Eccles and Eliot Sherman

Under the leadership of Tim Flynn, Chairman and CEO of KPMG, the firm made a number of changes in compensation, governance, and culture in order to address the underlying reasons for actions that occurred prior to him becoming CEO that led to the accounting giant... View Details

Keywords: Communication Strategy; Ethics; Corporate Governance; Governance Compliance; Governing Rules, Regulations, and Reforms; Governing and Advisory Boards; Compensation and Benefits; Employee Relationship Management; Organizational Change and Adaptation

August 1990 (Revised February 1991)
Case

Whirlpool Corp.

By: Michael Y. Yoshino and Sarah D. Hall

Examines the company's global strategy and potential acquisition of Philips' major domestic appliance operations in Europe in light of increasing trends toward globilization in the major appliance industry. Allows discussions weighing the advantages and risks of... View Details

Keywords: Acquisition; Joint Ventures; Global Strategy; Market Entry and Exit; Risk and Uncertainty; Opportunities; Competitive Strategy; Consumer Products Industry; Europe

September 2006 (Revised July 2007)
Case

SAP: Industry Transformation

By: Andrei Hagiu, Pai-Ling Yin, Daniela Beyersdorfer and Vincent Marie Dessain

SAP seeks growth in the small- and medium-sized enterprise market. To do so, it has created a platform strategy with SAP Netweaver. What are the advantages and challenges for an incumbent entering a new market? What are the benefits and challenges of implementing a... View Details

Keywords: Growth and Development Strategy; Market Entry and Exit; Strategy; Digital Platforms

10 Sep 2013
First Look

First Look: September 10

sustainability strategies of leading German and American firms until the 1970s. However during that decade the German firms diverged from their American counterparts in using public relations strategies not... View Details

Keywords: Sean Silverthorne

April 1994 (Revised September 1994)
Case

KENETECH Corporation

By: William E. Fruhan Jr.

Involves a strategic decision about how fast to ramp up sales. Improvements in technology have driven down the cost of electric power generated from wind turbines to the point where they are competitive with fossil-fuel plants. KENETECH needs to raise equity capital to... View Details

Keywords: Renewable Energy; Borrowing and Debt; Equity; Initial Public Offering; Growth and Development Strategy; Market Entry and Exit; Going Public; Sales; Competition; Energy Industry

Find at Harvard

August 1986 (Revised June 1987)
Case

Lotus Development Corporation: Entering International Markets

By: David B. Yoffie and John J. Coleman

Lotus 1-2-3 exploded on the American market in the spring of 1983. Nine months later Jim Manzi, vice president of marketing, hired Chuck Digate to develop an international strategy for Lotus. Case explores Lotus' rapid rise to the top of the software market in the... View Details

Keywords: Market Entry and Exit; Applications and Software; Global Strategy; Management Teams; Information Technology Industry; United States

September 1990 (Revised June 1991)
Case

Otis Elevator Co.: China Joint Venture (A)

By: Michael Y. Yoshino

Examines Otis's market entry strategy in China through a joint venture with Tianjin Elevator Works. The teaching objective is a basic evaluation of a joint venture in a developing country. May be used with Otis Elevator Co.: China Joint Venture (B1), (B2), and (D). View Details

Keywords: Joint Ventures; Developing Countries and Economies; Global Strategy; Market Entry and Exit; Construction Industry; Manufacturing Industry; China

March 2005 (Revised August 2019)
Case

Cisco Systems: Managing the Go-to-Market Evolution

By: V. Kasturi Rangan

With the collapse of the dot-com market and related shrinkage in the high-tech industry, Cisco took a dip in its sales and profits in 2001. Coming back from the recession, Cisco had to manage and evolve its go-to-market strategy and design in keeping with its new... View Details

Keywords: Change Management; Design; Business Cycles; Growth and Development Strategy; Marketing Channels; Marketing Strategy; Market Entry and Exit; Business Strategy

February 1993 (Revised September 1994)
Case

Hewlett-Packard Imaging Systems Division: Sonos 100 C/F Introduction

By: Frank V. Cespedes and Marie Bell

The marketing manager for the Imaging Systems business unit (ISY) at Hewlett-Packard Medical Products Group is considering channel strategy and channel management issues raised by the upcoming introduction of a new cardiac imaging product. Product marketing's plans... View Details

Keywords: Marketing Channels; Product Marketing; Product Launch; Market Entry and Exit; Distribution Channels; Sales; Competitive Strategy