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  • All HBS Web  (324)
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    • Research  (242)
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  • November 2010 (Revised April 2011)
  • Supplement

Magna International, Inc. (A) (CW)

By: Timothy A. Luehrman and Yuhai Xuan
Magna International, Inc., a Canadian-based automotive parts manufacturer, is considering whether and how to unwind its dual-class ownership structure. A family trust controlled by the founder owns a 0.65% economic interest in the company but has 66% of the votes via a... View Details
Keywords: Cost vs Benefits; Voting; Governance Controls; Market Transactions; Production; Ownership; Business and Shareholder Relations; Value Creation; Auto Industry; Auto Industry; Canada
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Luehrman, Timothy A., and Yuhai Xuan. "Magna International, Inc. (A) (CW)." Harvard Business School Spreadsheet Supplement 211-707, November 2010. (Revised April 2011.)
  • April 1990 (Revised April 1993)
  • Case

Bridgeton Industries: Automotive Component & Fabrication Plant

Bridgeton Industries was experiencing reduced sales. To become more competitive it introduced a classification procedure for products based upon their productivity and other factors. Products were classified into three groups: world class, potentially world class, and... View Details
Keywords: Job Cuts and Outsourcing; Competition; Cost Management; Manufacturing Industry; Manufacturing Industry
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Cooper, Robin. "Bridgeton Industries: Automotive Component & Fabrication Plant." Harvard Business School Case 190-085, April 1990. (Revised April 1993.)
  • March 2002 (Revised March 2004)
  • Case

Metalcraft Supplier Scorecard

By: Susan L. Kulp, V.G. Narayanan and Ronald L. Verkleeren
An automotive components company uses a supplier scorecard to make sourcing decisions and review its supplier performance. View Details
Keywords: Supply Chain Management; Quality; Performance Evaluation; Decision Making; Service Operations; Motivation and Incentives; Supply and Industry; Manufacturing Industry; Manufacturing Industry
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Kulp, Susan L., V.G. Narayanan, and Ronald L. Verkleeren. "Metalcraft Supplier Scorecard." Harvard Business School Case 102-047, March 2002. (Revised March 2004.)
  • August 1993
  • Case

Ford: Petersen's Turnaround

By: Nitin Nohria and Sandy Green
Discusses the changes that Donald Petersen made to turnaround Ford during his tenure, first as president then as CEO. Describes his major initiatives, including the new emphasis on quality. View Details
Keywords: Change Management; Transformation; Organizational Change and Adaptation; Leadership Style; Management Teams; Auto Industry; Auto Industry
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Nohria, Nitin, and Sandy Green. "Ford: Petersen's Turnaround." Harvard Business School Case 494-017, August 1993.
  • 18 Apr 2005
  • Research & Ideas

Selling Luxury to Everyone

those that give them a little taste of luxury at a reasonable price. "It's an affordable luxury," he said of his company's beauty products. "Do you have thirty-two dollars in your pocket for a tube of moisturizer? Every day of the week." But how can... View Details
Keywords: by Julie Jette; Consumer Products
  • February 1996 (Revised September 1996)
  • Case

Chrysler Takeover Attempt, The

By: Richard S. Ruback and William DeWitt
On April 12, 1995, Kirk Kerkorian made an unsolicited offer to buy the outstanding shares of Chrysler Corp. This case analyzes the proposed deal and addresses the key contextual elements contributing to the takeover attempt. View Details
Keywords: Valuation; Negotiation Deal; Negotiation Offer; Acquisition; Financial Strategy; Manufacturing Industry; Manufacturing Industry; United States
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Ruback, Richard S., and William DeWitt. "Chrysler Takeover Attempt, The." Harvard Business School Case 296-078, February 1996. (Revised September 1996.)
  • May 1997
  • Case

Toyota Motor Corporation: Target Costing System

Explores Toyota's target costing system, considered to be the most advanced such system of any major Japanese manufacturer. Specifically, describes Toyota's process of setting rigorous cost-reduction goals and the steps taken to achieve them. View Details
Keywords: Cost Management; Manufacturing Industry; Manufacturing Industry; Japan
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Cooper, Robin, and Takao Tanaka. "Toyota Motor Corporation: Target Costing System." Harvard Business School Case 197-031, May 1997.
  • April 2011
  • Teaching Note

Magna International, Inc. (TN) (A) and (B)

By: Timothy A. Luehrman and Yuhai Xuan
Teaching Note for 211044. View Details
Keywords: Manufacturing Industry; Manufacturing Industry; Canada
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Luehrman, Timothy A., and Yuhai Xuan. "Magna International, Inc. (TN) (A) and (B)." Harvard Business School Teaching Note 211-077, April 2011.
  • May 2002 (Revised April 2004)
  • Teaching Note

Metalcraft Supplier Scorecard, TN

By: Susan L. Kulp and V.G. Narayanan
Teaching Note for (9-102-047). View Details
Keywords: Manufacturing Industry; Manufacturing Industry
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Kulp, Susan L., and V.G. Narayanan. "Metalcraft Supplier Scorecard, TN." Harvard Business School Teaching Note 102-081, May 2002. (Revised April 2004.)
  • March 1998 (Revised August 2000)
  • Case

Bumper Acquisition (C), A

By: James K. Sebenius and David T. Kotchen
Carries the negotiation between Thermo-Impact and Medallion Capital through October 1996. The companies began talks in 1995 when Medallion offered to buy Thermo-Impact. Students view developments from the perspective of Thermo-Impact's owners and must make decisions... View Details
Keywords: Decisions; Negotiation Process; Negotiation Participants; Entrepreneurship; Acquisition; Manufacturing Industry; Manufacturing Industry; Illinois
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Sebenius, James K., and David T. Kotchen. "Bumper Acquisition (C), A." Harvard Business School Case 898-201, March 1998. (Revised August 2000.)
  • January 1996 (Revised February 1998)
  • Case

Japan's Automakers Face Endaka

By: Debora L. Spar
In April 1995, the Japanese yen hit a post-World War II high against the U.S. dollar. The yen's relentless ascent affected firms on both sides of the Pacific, but fell particularly hard on Japan's big four automakers. This case explores how endaka--or"high... View Details
Keywords: Currency Exchange Rate; Competitive Strategy; Trade; Foreign Direct Investment; Macroeconomics; Manufacturing Industry; Manufacturing Industry; Japan
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Spar, Debora L., Julia Kou, Elizabeth B. Stein, and Karen Gordon. "Japan's Automakers Face Endaka." Harvard Business School Case 796-030, January 1996. (Revised February 1998.)
  • September 1994 (Revised January 2002)
  • Case

BMW: The 7-Series Project (B)

By: Gary P. Pisano and Sharon L. Rossi
Describes the decision made on the 7-Series project with respect to prototyping and its impact on quality. View Details
Keywords: Research and Development; Quality; Auto Industry; Auto Industry; Germany
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Pisano, Gary P., and Sharon L. Rossi. "BMW: The 7-Series Project (B)." Harvard Business School Case 695-013, September 1994. (Revised January 2002.)
  • February 1991 (Revised July 1993)
  • Case

Cultural Change at Nissan Motors

By: John P. Kotter
Depicts the reformation of Nissan Motor Co.'s corporate culture and the company's subsequent turnaround in market share and profits. In 1985, Yutaka Kume became president of Nissan and thereafter, he continually emphasized the need for internal change throughout the... View Details
Keywords: Organizational Change and Adaptation; Organizational Culture; Leadership; Behavior; Governing Rules, Regulations, and Reforms; Change Management; Management; Auto Industry; Auto Industry
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Kotter, John P. "Cultural Change at Nissan Motors." Harvard Business School Case 491-079, February 1991. (Revised July 1993.)
  • 12 Oct 1999
  • Research & Ideas

Decoding the DNA of the Toyota Production System

The Toyota Production System is a paradox. On the one hand, every activity, connection, and production flow in a Toyota factory is rigidly scripted. Yet at the same time, Toyota's operations are enormously flexible and responsive to customer demand. How can that be?... View Details
Keywords: by H. Kent Bowen & Steven Spear; Manufacturing; Manufacturing; Manufacturing
  • 25 Aug 2009
  • First Look

First Look: August 25

Factory" (HBR May-June 1974), Wickham Skinner proposed that manufacturers whose product lines had proliferated create specialized units, each dedicated to a distinct task. To make this economically feasible, he suggested the plant... View Details
Keywords: Martha Lagace
  • 28 Oct 2024
  • Op-Ed

Latino Voters Have Grown More Politically Divided. That’s Not Surprising.

their policy platforms, to appeal to suburban voters. Why demographics are not destiny in politics We are economists, and we study markets. Politics is a competitive one. Just as auto manufacturers don’t sit... View Details
Keywords: by Richard Calvo, Vincent Pons, and Jesse M. Shapiro
  • 20 Apr 2010
  • First Look

First Look: April 20

supplement:http://cb.hbsp.harvard.edu/cb/product/310077-PDF-ENG Local Motors: Designed by the Crowd, Built by the Customer Michael I. Norton and Jeremy B. DannHarvard Business School Case 510-062 In the wake of the meltdown among U.S. View Details
Keywords: Martha Lagace
  • 01 Oct 2001
  • What Do You Think?

Will Information Technology Really Turn Organizations Upside Down This Time?

command? Or for business? For years, W. Edwards Deming, the father of modern continuous quality improvement, had trouble convincing U.S. (as opposed to Japanese) auto manufacturers to implement the keys to... View Details
Keywords: by James Heskett
  • December 2014 (Revised January 2015)
  • Supplement

Vehbi Koç and the Making of Turkey's Largest Business Group (B)

By: Asli M. Colpan and Geoffrey Jones
The case builds on the earlier (A) case, which described the origins of the Turkish business group established by Vehbi Koç before 1988. This case takes the story forward to 2012 as the Koç group was led by Vehbi's son Rahmi followed by his grandson Mustafa. It... View Details
Keywords: Business Groups; Turkey; Entrepreneurship; Management; Manufacturing Industry; Manufacturing Industry; Manufacturing Industry; Central Asia; Middle East
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Colpan, Asli M., and Geoffrey Jones. "Vehbi Koç and the Making of Turkey's Largest Business Group (B)." Harvard Business School Supplement 815-078, December 2014. (Revised January 2015.)
  • August 1994
  • Case

Saturn Corp.'s Module II Decision

In the Spring of 1994, Saturn Corp. was setting sales records by attracting more than 25,000 buyers per month. Saturn officials believed there was a long-term opportunity to sell 400,000 to 500,000 cars per year in the United States and selected international markets.... View Details
Keywords: Cost vs Benefits; Production; Expansion; Manufacturing Industry; Manufacturing Industry; Manufacturing Industry; Tennessee; United States
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McGahan, Anita M., and Greg Keller. "Saturn Corp.'s Module II Decision." Harvard Business School Case 795-011, August 1994.
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