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- Faculty Publications (2,021)
- October 1993 (Revised September 1994)
- Background Note
Accounting for Productivity Growth
Introduces students to the arithmetic of the accounting for national productivity growth. It defines labor productivity, capital productivity, and total factor productivity, describes the relationships among them, and discusses the phenomena that cause them to change... View Details
- October 1993 (Revised September 1994)
- Case
Catalina Marketing Corp.
By: David E. Bell, Walter J. Salmon and Dinny Starr
Catalina Marketing is a very successful marketing service firm. Their current customers include major supermarket retailers and consumer products manufacturers nation-wide. Catalina provides a unique way for these clients to distribute coupons for their products via... View Details
- September 1993 (Revised December 1997)
- Case
Loctite Corp.: International Distribution
By: John A. Quelch
Loctite Corp., dissatisfied with the sales growth achieved by its independent distributor in Hong Kong, is considering whether to find a new distributor or acquire a controlling interest in a wholly owned subsidiary covering Hong Kong and possibly other markets.... View Details
- September 1993 (Revised June 1994)
- Case
Hewlett-Packard: Singapore (A)
In the over 20 years since Hewlett-Packard (HP) set up a manufacturing site in Singapore to produce calculators, HP has invested managerial talent and resources in developing its licensor into a technology development partner. The case details the growth of high-volume... View Details
- September 1993 (Revised June 2009)
- Case
Mary Kay Cosmetics: Asian Market Entry (A)
By: John A. Quelch
In February 1993, Curran Dandurand, senior vice president of Mary Kay Cosmetics Inc.'s global marketing group, was reflecting on the company's international operations. Mary Kay Cosmetics Inc. products had been sold outside the United States for over 15 years, but by... View Details
- September 1993
- Case
Manufacturing at ALZA: The Right Prescription? (A)
ALZA, a company specializing in drug delivery systems such as transdermal patches, considers manufacturing its own products. Until now, the company has conducted research and development on its patented system but has then licensed the technology to client-partner... View Details
- September 1993
- Supplement
Manufacturing at ALZA: The Right Prescription? (B)
ALZA, a drug delivery company, must decide what and for whom to manufacture. In the past, it has licensed to pharmaceutical companies its patented system for the slow release of drugs into the human system. Therefore the company has little experience in choice of drug... View Details
- September 1993
- Supplement
Manufacturing at ALZA: The Right Prescription? (C)
ALZA, a drug delivery company, considers marketing its own and other companies' products. The primary issue is whether to build an internal sales force focused on a few niche markets, to finance a sales force through alliances, or to acquire a marketing company. View Details
- July 1993 (Revised November 1993)
- Case
European Bank for Reconstruction and Development: Marketing Strategy for the Debut Bond Offering
The European Bank for Reconstruction and Development, the first supranational financial institution of the post-Cold War era, is planning its debut in the international capital markets through a bond issuance of $500 million. The bank must determine its marketing... View Details
- June 1993 (Revised July 1996)
- Case
Bajaj Auto Ltd.
By: John A. Quelch
Bajaj Auto Ltd., the world's second-largest manufacturer of two- and three-wheeler vehicles, is facing increasing competition in its domestic Indian market. The case evaluates appropriate marketing responses both in the Indian market and export markets. View Details
- May 1993 (Revised January 1994)
- Case
Cummins Engine Company, The: Starting Up "B" Crankshaft Manufacturing at the San Luis Potosi Plant
By: Robert H. Hayes
Cummins Engine Co. is starting up production of diesel engine crankshafts in its plant in central Mexico. This operation requires much tighter tolerances than any product previously produced at the plant, and the young (recent MBA) manager who is in charge of the... View Details
- April 1993 (Revised April 2006)
- Case
Colgate-Palmolive Co.: The Precision Toothbrush
By: John A. Quelch
Colgate-Palmolive Co. is considering how to position its new technological toothbrush, Precision. The case explores issues concerned with new product launches and requires students to do profitability analyses of different positioning alternatives. View Details
- April 1993 (Revised November 1994)
- Case
Chiron Corp.
Pablo Valenzuela, vice president of R&D at Chiron Corp., faces several choices for how to allocate scarce resources across several promising projects. These choices will determine Chiron's position in several emerging biotechnology and diagnostic markets, including... View Details
- April 1993 (Revised October 1995)
- Case
American Barrick Resources Corporation: Managing Gold Price Risk
By: Peter Tufano
Managing the risk of changing prices of gold is central to the business strategy of American Barrick Resources Corp., one of North America's largest and most successful gold-mining firms. The case contrasts this firm's hedging policies with those of its rivals that do... View Details
- April 1993 (Revised December 1993)
- Case
NEC
By: Marco Iansiti
Investigates product development practices at NEC. The company provides an intriguing example of how to build capability through a stream of product development projects. Focuses in detail on an engineering group that develops the core component of its line of... View Details
- April 1993 (Revised June 1993)
- Case
Bayerische Motoren Werke AG (BMW)
By: Robert J. Dolan
In 1992, BMW attempts to revive its position in the United States market. In 1991, unit sales had fallen to 53,000 from 88,000 in 1987. The new CEO of North America considers a multifaceted plan to turn around the situation. View Details
- January 1993 (Revised April 1993)
- Case
Chadwick, Inc.: The Balanced Scorecard
By: Robert S. Kaplan
The pharmaceutical division of a diversified company has been asked to develop a Balanced Scorecard. Research and development projects take about ten years to bring a new product to the marketplace and the division depends on good relations and active feedback from its... View Details
- November 1992 (Revised August 2001)
- Case
Eskimo Pie Corporation
In early 1991, Reynolds Metals, the makers of aluminum products, decided to sell its holding of Eskimo Pie, a marketer of branded frozen novelties. Reynolds had an offer from Nestle to acquire Eskimo Pie. However, Reynolds decided instead to make an initial public... View Details
- November 1992 (Revised December 1992)
- Case
Deere & Co. (A): The Computer Aided Manufacturing Services Division - A Window to the World (Abridged)
By: Robert H. Hayes
The Computer-Aided Manufacturing (CAM) Services Division of John Deere has just received approval to sell their software and computer systems to external customers. These tools, initially developed for internal use, have been widely used throughout Deere. Still,... View Details
- October 1992 (Revised September 1993)
- Case
Nopane Advertising Strategy
By: David E. Bell
Nopane is a proprietary drug that sells in much of the United States. It faces substantial competition. The brand manager is undertaking an experiment to determine whether ad copy should be emotional-based or rational-based. The data and associated regression results... View Details