Publications
Publications
Show Results For
- All HBS Web
(6,015)
- Faculty Publications (1,755)
- February 1987 (Revised February 2000)
- Case
Polysar Limited
By: Robert L. Simons
Canada's largest chemical company produces and markets butyl rubber in two divisions, each treated as a profit center. The new plant in the North American Division operates below capacity resulting in a significant volume variance and an operating loss. The European... View Details
- October 1986 (Revised July 2010)
- Case
Karen Leary (A)
By: Linda A. Hill
Describes the evolution of the working relationship of Karen Leary, a new manager of a Merrill Lynch retail branch, and Ted Chung, a new financial consultant in the branch. Leary has some concerns about her working relationship with Chung and with his performance.... View Details
- 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
- August 1986 (Revised May 1993)
- Case
Rohm and Haas (A): New Product Marketing Strategy
By: V. Kasturi Rangan and Lesley Susan
Joan Macey, Rohm and Haas' market manager for Metalworking Fluid Biocides, found that sales of a new biocide, Kathon MWX, was utterly disappointing. This was all the more puzzling since sales of her other product--Kathon 886 MW, a liquid biocide used only in... View Details
- June 1986
- Case
Premier Furniture Co.
By: Thomas R. Piper
A credit analyst for a furniture manufacturer is confronted with two customers who have exceeded their credit limits. The financial performance of each has been weak, and one of the customers has a highly leveraged balance sheet. Industry conditions are weak; the... View Details
- May 1985
- Supplement
Milford Industries (A1)
By: Robert J. Dolan
Presents the salesforce performance data of the Milford (A) case in a format suitable for spreadsheet analysis using a personal computer. View Details
- March 1985 (Revised November 1985)
- Case
Wilmington Tap and Die
By: Robert S. Kaplan
The general manager of a division manufacturing taps and dies must decide whether to continue a major capital investment program. The program was designed to replace aging mechanical machines with modern, electronically controlled equipment. A post-audit, after an... View Details
- January 1985 (Revised March 2003)
- Case
Conex do Brasil
By: Christopher A. Bartlett and John Young
Describes interactions between Brazilian local, Latin American regional, and USA headquarters staff during the three years after establishing a manufacturing subsidiary in Sao Paulo. In a highly protected national environment, a market entry plan is developed to meet... View Details
- July 1984 (Revised September 1986)
- Case
CML Group, Inc.: Going Public (A)
Describes a series of decisions confronting Charles Leighton, co-founder and chairman of the CML Group. CML is a successful participant in the leisure time industry with two lines of business: specialty retailing and recreational consumer products. The key issues in... View Details
- August 1983 (Revised May 2007)
- Case
Milford Industries (A)
By: Robert J. Dolan and Benson P. Shapiro
The new district sales manager for a tool company must determine how to get his district "back on track." The case presents various qualitative and quantitative information on the salespeople. Teaching objectives include the specification of the tasks of a district... View Details
- August 1983 (Revised June 1985)
- Supplement
Milford Industries (B)
By: Robert J. Dolan and Benson P. Shapiro
Supplements the (A) case. A rewritten version of part of an earlier series. View Details
- August 1983 (Revised June 1985)
- Supplement
Milford Industries (C)
By: Robert J. Dolan and Benson P. Shapiro
Supplements the (A) case. A rewritten version of part of an earlier series. View Details
- August 1983
- Background Note
Balance of Payments: Accounting and Presentation
By: David B. Yoffie
Provides an overview of balance of payments accounting and analytical presentation of balance of payments data. Includes sample transactions to illustrate the application of the basic accounting principles and definitions of the standard balances. View Details
- April 1983 (Revised June 2003)
- Case
Shouldice Hospital Limited
By: James L. Heskett
Various proposals are set forth for expanding the capacity of the hospital. In assessing them, serious consideration has to be given to the culture of the organization and the importance of preserving it in a service delivery system. In addition to issues of capacity... View Details
- March 1983 (Revised January 1984)
- Case
Merloni Group
The general manager of the recently-established French subsidiary of an Italian appliance company is in conflict with headquarters about unexpectedly poor financial performance. Headquarters management believes it should be able to exert more control over the... View Details
- January 1983 (Revised June 1985)
- Case
Mary Kay Cosmetics, Inc.: Marketing Communications
By: John A. Quelch
Marketing executives at the company are considering the merits of a variety of communications programs designed to increase the effectiveness of the company's sales force of beauty consultants. View Details
- November 1981
- Case
Assessing Managerial Talent at AT&T (A)
By: Michael Beer
Provides background on the assessment center used by AT&T to assess managerial potential for upper middle management. Contains assessment reports for two candidates. Raises questions about manpower training and development. Students may be asked which of the candidates... View Details
- April 1981 (Revised January 1997)
- Case
Corning Glass Works: The Z-Glass Project
By: Kim B. Clark
Considers decisions facing the leader of a manufacturing staff project team assigned to a plant where yields have deteriorated sharply. The process is complex: the plant organization is not cooperative and there are deep disagreements about what is wrong and how to fix... View Details