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- March 2006
- Module Note
Exchange Rates and Global Markets
By: Mihir A. Desai and Kathleen Luchs
Describes the first module of the International Finance course at Harvard Business School. This introductory module focuses on the concepts and skills that students need throughout a course on international finance: a familiarity with exchange rates and associated... View Details
- March 2006
- Module Note
Finance in Weak Institutional Environments
By: Mihir A. Desai and Kathleen Luchs
Describes the sixth module in the International Finance course at Harvard Business School. The module explores the issues confronting firms that operate in weak institutional environments. The cases examine situations where investor protections are limited and how... View Details
- March 2006
- Module Note
Financing Decisions within the Firm
By: Mihir A. Desai and Kathleen Luchs
Describes a core module in the International Finance course at Harvard Business School. The module focuses on the financial and managerial issues that confront managers who make financial decisions within multinational firms: how subsidiaries should be financed and... View Details
- March 2006
- Module Note
Valuing Cross-Border Investments
By: Mihir A. Desai and Kathleen Luchs
Describes a core module in the International Finance course at Harvard Business School. The module explores how valuation differs in an international context and introduces students to the major issues in cross-border valuations: how to value investments in currencies... View Details
- March 2006
- Course Overview Note
International Finance: A Course Overview Note
By: Mihir A. Desai
Describes the International Finance course at Harvard Business School, which argues that the forces of globalization have fundamentally changed the scope and activities of firms, thereby altering the practice of finance within these firms. As a consequence of an... View Details
- January 2006 (Revised March 2006)
- Teaching Note
Advanced Competitive Strategy, Notes for Educators 6. Key Concepts in a Module on Strategic Change
By: Jan W. Rivkin
- January 2006 (Revised March 2006)
- Teaching Note
Advanced Competitive Strategy, Notes for Educators 5. Key Concepts in a Module on Strategic Failure
By: Jan W. Rivkin
- January 2006 (Revised March 2006)
- Teaching Note
Advanced Competitive Strategy, Notes for Educators 4. Key Concepts in a Module on the Origins of Strategy
By: Jan W. Rivkin
- January 2006 (Revised March 2006)
- Teaching Note
Advanced Competitive Strategy, Notes for Educators 3. Key Concepts in a Modulle on Analysing the Parts of a Strategy
By: Jan W. Rivkin
- December 2005 (Revised February 2006)
- Background Note
How do firms change their strategies successfully?
By: Jan W. Rivkin
The last of four module notes for students taking an advanced course on competitive strategy. Examines patterns that distinguish successful strategic change efforts from unsuccessful ones. View Details
Keywords: Competitive Strategy
- December 2005 (Revised February 2006)
- Background Note
Where do successful strategies come from?
By: Jan W. Rivkin
The second of four module notes for students taking an advanced course on competitive strategy. Presents concepts and techniques to help students understand the origins of effective strategies. View Details
Keywords: Competitive Strategy
- December 2005 (Revised February 2006)
- Background Note
Why do strategies fail?: Advanced Competitive Strategy, Module note for students
By: Jan W. Rivkin
The third of four module notes for students who are taking an advanced course on competitive strategy. Examines how combinations of external threats and internal barriers to change lead to strategic failure. View Details
- December 2005 (Revised February 2006)
- Background Note
How can a strategist analyze the parts of a firm's strategy?: Advanced Competitive Strategy, Module note for students
By: Jan W. Rivkin
The first of four module notes for students who are taking an advanced course on competitive strategy. Presents concepts and techniques to help students analyze the parts of a firm's strategy and understand how the parts fit together to form a coherent whole. View Details
Keywords: Competitive Strategy
- December 2005 (Revised March 2006)
- Module Note
Rethinking Customer Satisfaction
By: Youngme E. Moon
Outlines the structure and content of a six-session module that explores the negative dynamics that can result when firm profitability becomes disconnected from customer satisfaction. View Details
Keywords: Customer Satisfaction
- November 2005
- Background Note
Comparing HBSMBAs with Top Hunter and Farmer Sales Reps
By: Das Narayandas and Harold Weinstein
Supports the sales module in the first-year MBA Marketing course. View Details
Keywords: Sales
- November 2005 (Revised February 2006)
- Module Note
Rethinking Branding
By: Youngme E. Moon
The classical branding paradigm assumes that brands should be built to last and that the role of the brand manager is to protect the long-term sustainability of the brand. Outlines the structure and content of an eight-session module that offers a more expansive... View Details
Keywords: Brands and Branding
- November 2005
- Background Note
Note on Personal Selling and Sales Management
By: Thomas J. Steenburgh and Das Narayandas
Provides the background materials for the Sales Module in the first-year marketing course taught at HBS. View Details
- October 2005
- Module Note
The Marketing of Innovations Module III: Going to Market
- October 2005 (Revised March 2006)
- Module Note
Rethinking Positioning
By: Youngme E. Moon
Outlines the structure and content of a six-session module that introduces students to a nontraditional approach to positioning strategy. View Details
- September 2005 (Revised October 2005)
- Module Note
The Marketing of Innovations Module I: The Risk of Innovation
Aids classroom instructors in teaching the first module of the Marketing of Innovations course. View Details
Keywords: Innovation and Management