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- Faculty Publications (2,023)
- February 2003 (Revised October 2003)
- Case
Versity.com
By: Leslie A. Perlow
Versity.com has grown from four college students working out of a dorm to a $125 million venture capital-backed company. The young founders and new professional managers struggle to create a company vision and grapple with the question of whether to acquire another... View Details
- February 2003
- Case
Whitbread Hotel Company (A)
By: Michael Beer and James Weber
Alan Parker has developed an effective organization using organizational fitness profiling and other change methodologies. Parker knows that as Whitbread continues to grow, both internally and through acquisitions, the company will have to change its organization... View Details
- January 2003 (Revised June 2005)
- Case
Multinationals as Engines of Growth?
Reviews the issues surrounding estimating the impact over time of multinationals on host economies. Uses a series of short historical case studies, including the role of United Fruit in the "banana" republics of Central America, oil and banking in Iran before the... View Details
- January 2003 (Revised March 2003)
- Case
Southwest Airlines 2002: An Industry Under Siege
By: James L. Heskett
The company's management is faced with long-term questions regarding the rate and manner of growth in the wake of the 9/11 attacks and general industry malaise. View Details
- January 2003 (Revised November 2005)
- Case
Endeavor-Determining A Growth Strategy
By: William A. Sahlman and Michael J. Roberts
Describes the progress of a nonprofit organization, Endeavor, focused on nurturing entrepreneurship in emerging markets. At the time of the case, it has successfully expanded to five Latin American countries and is contemplating the next phase in its growth.... View Details
- January 2003 (Revised May 2005)
- Case
Zipcar: Refining the Business Model
By: Myra M. Hart, Michael J. Roberts and Julia Stevens
Zipcar is a start-up organized around the idea of "sharing" car usage via a membership organization. This case describes several iterations of the Zipcar business model and financial plan. These iterations include a very early version and a version developed just prior... View Details
- January 2003 (Revised February 2004)
- Case
The Credit Suisse Group
By: Ashish Nanda and Kelley Elizabeth Morrell
On September 19, 2002, Lukas Muhlemann announced that he would step down as chairman and CEO of the Credit Suisse Group, effective January 1, 2003. The bank had progressed from a small Swiss start-up 150 years ago to a global banking powerhouse. Over the past 5 years,... View Details
- January 2003 (Revised January 2007)
- Case
Guide Dogs for the Blind Association
By: Allen S. Grossman, Jane Wei-Skillern and Kristin Lieb
In 2002, Guide Dogs for the Blind Association, the recognized world leader in the breeding and training of guide dogs, was in the midst of broadening its reach and providing additional mobility services. Chief Executive Geraldine Peacock was concerned that systemic... View Details
- January 2003
- Case
Exchange Rate Policy at the Monetary Authority of Singapore
By: Mihir A. Desai and Mark Veblen
The Monetary Authority of Singapore (MAS) is responsible for the country's monetary policy, and its decisions are intended to support the country's overall strategy for sustainable economic growth with price stability. MAS has been very successful in managing exchange... View Details
- January 2003 (Revised February 2003)
- Case
Office Depot, Inc.: Business Transformation (A)
By: James L. Heskett, Dan Maher, Daniel F. OBrien, Thomas Watson and Jeffrey F. Rayport
The company's management is considering the possibility of launching a rebranding campaign around the promises "What you need. What you need to know." The questions are whether and when to launch the campaign in view of the large number of training efforts and... View Details
- December 2002 (Revised February 2003)
- Case
Wyndham International: Fostering High-Touch with High-Tech
By: Lynda M. Applegate and Gabriele Piccoli
Examines a hotel chain's attempt to use information technology to achieve market dominance and build customer loyalty during a period of global industry decline. View Details
- December 2002 (Revised February 2005)
- Case
McKinsey and Company: An Institution at a Crossroads
By: Ashish Nanda
This case tracks McKinsey's evolution from its origin in 1926 to 2002, emphasizing the institutional heritage of the firm. It closes with a description of the challenges facing the firm's leadership in 2002. View Details
- December 2002 (Revised June 2003)
- Case
Vignette: The Rebar Dilemma
By: G. Felda Hardymon, Josh Lerner and Ann Leamon
Martin Smith, a new associate at an LBO firm, must respond to a problem posed by his boss, based on an historical deal that suddenly came undone. After months of negotiation, his firm's plan to buy a bankrupt competitor of one of its portfolio companies and close it... View Details
- December 2002 (Revised October 2006)
- Case
Commerce Bank
By: Frances X. Frei and Corey B. Hajim
Commerce Bank has become one of the fastest growing banks in the country, despite having defied conventional wisdom about how to grow deposits. Banks historically have grown either by competing on deposit rates or through acquisitions that expand their deposit base.... View Details
- November 2002 (Revised June 2003)
- Case
Monsanto: Leadership in a New Environment
By: Ray A. Goldberg, James Weber and James M Beagle
Monsanto is the biotechnology leader in agriculture. How does it use its leadership in Round Up to fund long-term research and development in biotechnology that is acceptable to the priority system of consumers in different parts of the world? Includes color exhibits. View Details
- November 2002 (Revised March 2006)
- Case
ApproTEC Kenya: Technologies to Fight Poverty and Create Wealth
ApproTEC markets a range of technologies to improve the income of subsistence farmers and other small-scale entrepreneurs in East Africa. Having achieved considerable success in its first eight years, the two founders/entrepreneurs are seeking ways to scale the impact... View Details
- November 2002 (Revised October 2003)
- Case
Circles: Series D Financing
By: Paul W. Marshall and Kristin Lieb
Circles, a corporate concierge company on the verge of profitability, must make a decision whether to take a D-round venture capital despite ever-changing and ever-worsening terms. A four-year-old company with several major clients, it has met its business plan... View Details
- November 2002 (Revised May 2006)
- Case
Forest Stewardship Council
By: James E. Austin and Ezequiel Reficco
In just a few years the Forest Stewardship Council (FSC) made impressive progress toward its mission of promoting "environmentally appropriate, socially beneficial, and economically viable management of the world's forests." By 2001, 25.5 million hectares of forests in... View Details
- November 2002 (Revised May 2003)
- Case
ConAgra Foods
By: Ray A. Goldberg and Ingrid Vargas
In 2002, ConAgra Foods CEO Bruce Rohde was deliberating the next steps in the process of transforming the company from an agribusiness giant to a value-added food processor. ConAgra had become the second largest food company and number one food service supplier in the... View Details
- November 2002 (Revised September 2013)
- Case
Building a Cluster: Electronics and Information Technology in Costa Rica
By: Michael E. Porter and Niels W. Ketelhohn
Describes the actions of Costa Rica President Figueres and his cabinet in attracting an Intel assembly and testing plant to their country. The effort was part of a government strategy that sought to develop further the Costa Rican electronics and information technology... View Details