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- May 2001 (Revised May 2002)
- Case
Infosys Technologies
By: Ashish Nanda and Thomas J. DeLong
Creating and sustaining a third-world-based technology company to compete globally (i.e. in the first-world) poses many challenges. Such challenges are examined through the genesis and progression of Infosys Technologies Ltd. Key decisions made by Chairman N.R.... View Details
- April 2001 (Revised July 2001)
- Case
Zaplet, Inc.
By: Dorothy A. Leonard and Brian DeLacey
Start-up Zaplet, Inc., has radical software, prestigious venture capital funding, and a multitude of business opportunities. New CEO Alan Baratz must select a strategy and redesign the organization to deliver. This case describes the roles and philosophies of the... View Details
- April 2001 (Revised November 2001)
- Case
Supply Chain Management at World Co., Ltd.
By: Ananth Raman, Marshall L. Fisher and Anna Sheen McClelland
Describes a supply chain with very quick (i.e., two week) response times and allows students to explore how such short response times are achieved. Allows students to explore why other supply chains, with much longer response times, might not be able to replicate this... View Details
- 2001
- Working Paper
Bank Capital and Risk Management: Issues for Banks and Regulators
By: Kenneth A. Froot
Banks and financial firms are in the process of evolving away from primary warehousers of risk to diversified originators and distributors of financial services. These changes are important for the way that financial firms think about their needs for economic... View Details
- 1 Apr 2001
- Conference Presentation
Knowledge Sharing Practices and Technology Use Norms in Dispersed Development Teams
By: Deborah Soule and Lynda M. Applegate
- March 2001 (Revised November 2005)
- Case
Cisco Systems Architecture: ERP and Web-enabled IT
By: Richard L. Nolan, Kelley Porter and Christina Akers
In a seven-year process, Cisco built its strategic I-Net. Beginning in 1994, Cisco completely replaced its back-office legacy systems. At that time, the company standardized Internet protocols. In addition, the company shifted strategic focus from IT back-office... View Details
- March 2001 (Revised May 2001)
- Case
&Samhoud Service Management
By: Thomas J. DeLong, Ashish Nanda and Monica Mullick
&Samhoud, a small service management consulting firm in the Netherlands, grapples with the dilemma of firing its largest client while introducing Heskett's theory of the service profit chain. View Details
- March 2001 (Revised June 2001)
- Case
Identifying and Realizing Investments in Eastern Europe (A)
By: Ray A. Goldberg, Robert E. Kennedy and Laure Mougeot Strook
A Greek milling firm wants to invest in Eastern Europe. The case explores the firm's search strategy and its due diligence process after a potential investment, and considers how the company should structure its bid. A rewritten version of an earlier case. View Details
- March 2001 (Revised September 2002)
- Case
Merck Latin America (A)
By: Michael Beer and James Weber
Introduces Grey Warner, the vice president of Merck's Latin America region, and his efforts to improve the organizational effectiveness of the region and to introduce a more global business culture and values. Discusses Merck's ethics and values, its Latin American... View Details
- March 2001 (Revised February 2004)
- Case
International Profit Associates
By: Ashish Nanda, Thomas J. DeLong and Monica Mullick
Describes the work environment, systems, and processes that allow International Profit Associates (IPA) to follow a systematic four-step approach to providing advisory service to small business owners. View Details
- March 2001 (Revised April 2003)
- Case
Chase's Strategy for Syndicating the Hong Kong Disneyland Loan (A)
By: Benjamin C. Esty and Michael Kane
In late 1999, the Walt Disney Co. and the Hong Kong government agreed to develop Hong Kong Disneyland, a HK$28 (U.S.$3.6) billion theme park and resort complex planned to open in late 2005. As part of the total financing package, the sponsors decided to raise HK$3.3... View Details
- March 2001
- Supplement
Francisco de Narvaez at TIA: Selling the Family Business
By: Linda A. Hill and Kristin Doughty
Francisco de Narvaez reflects on the process of selling his family's retail business. View Details
- 2001
- Working Paper
Managing the Sources of Uncertainty: Matching Process and Context in New Product Development
By: Alan MacCormack and Roberto Verganti
- February 2001 (Revised November 2019)
- Case
Delivery Problems at Arrow Electronics, Inc. (A)
By: Andrew P. McAfee, Frances X. Frei and Kerry Herman
Describes a dramatic decrease in service levels (on-time shipments) from the warehouse network of a large electronics distributor. Students need to analyze the root cause of the problem and propose actions. A rewritten version of an earlier case. View Details
- February 2001 (Revised November 2019)
- Supplement
Delivery Problems at Arrow Electronics, Inc. (B)
By: Andrew P. McAfee, Frances X. Frei and Kerry Herman
Supplements the (A) case. A rewritten version of an earlier case. View Details
- February 2001 (Revised October 2002)
- Teaching Note
Henry Heinz: Making Markets for Processed Foods TN
By: Nancy F. Koehn
Teaching Note for (9-801-289). View Details
- February 2001 (Revised June 2002)
- Case
Customer Value Measurement at Nortel Networks--Optical Networks Division
By: Das Narayandas
Since 1995, Nortel Networks' Optical Networks (ON) division has been incorporating customer satisfaction and loyalty measures into its business practices to increase customer value. Over the years, key process owners in various parts of the organization have become... View Details
- February 2001 (Revised August 2001)
- Case
Henry Heinz: Making Markets for Processed Foods
By: Nancy F. Koehn
Outlines many of the supply-side innovations, such as improved transportation, communication, and technological developments, that greatly expanded the productive capacity of the United States in the late 19th century. Explores a range of demand-side shifts, including... View Details
- January 2001 (Revised March 2001)
- Case
Range, The (A)
By: Kathleen L. McGinn, Tracy Thompson and Michael Smith
Reveals the potential benefits and pitfalls of reorganization into teams in order to respond to environmental change. Takes place in the newsroom of a metropolitan daily newspaper. Both management and employees struggle to find new balance after a major restructuring... View Details