This note examines the evolution of the thermostat industry as it transitioned from analog to digital technologies. It presents an overview of key industry participants and the shift in value creation and value capture models for firms.
The note provides a framework to conceptualize managers' responsibilities to employees in relation to economic, legal and ethical considerations. The note frames the central ethical challenge for managers as exercising power in a fair manner. The fair exercise of power involves three components: respect for legitimate expectations, procedural fairness, and distributional fairness.
China Metal Recycling Holdings Ltd ("CMR" or "the Company") was said to be the largest scrap metal recycling company in mainland China. It was listed on the Hong Kong Stock Exchange in June 2009. For a few years after its initial listing, the Company reported extremely high revenue and profit growth. Many investment houses assigned its stock "buy" or "strong buy" recommendations. This optimistic situation lasted until January 2013, when California-based Glaucus Research Group issued a report pointing out that, in comparison with other publically available industry data, CMR's reported sales figures were unlikely to be true. This rang the regulatory alarm bell. The Securities and Futures Commission of Hong Kong ("SFC") conducted an investigation and found reporting fraud. On July 29, 2013, the SFC obtained court orders appointing provisional liquidators to take over the Company. CMR was suspended from trading on main board of the Hong Kong Stock Exchange. Several of the Company's key directors and officers were arrested in the next couple of weeks. The information provided in the Company's annual reports complied with Hong Kong listing requirements and financial reporting standards. It apparently had sound corporate governance structures. For three and a half consecutive years, its external auditor, a leading international accounting firm, had given its financial statements "true and fair" marks. With all these seeming positives, investors were easily misled. How can investors uncover such camouflaged financial fraud? What are the key risk areas one should focus on when analyzing a company? How can a company's financials be double-checked using publically available information?
Every business decision depends on making a forecast of the consequences of the decision. Although most organizations do forecasting, most do so badly. They ask either for a point prediction-a single "best guess" forecast, when everyone knows that this is an oversimplification of the truth, or for a simple range forecast, which is likely to result in biased predictions more often than not. In this article, the authors propose a better approach, one that takes seriously the uncertainty in forecasting and the most common errors in the way people think about this uncertainty.
Recent findings indicate that the Japanese IT sector increasingly lags the U.S. IT sector in software innovation and that this underlies Japan's weakening competitive performance vis-Ã -vis U.S. IT. This article explores alternative explanations for this outcome and analyzes what explains the Japanese software industry's trajectory. The sources are found in the late understanding of the transformational role of software and its value-creating potential as well as in the evolution of the industry's structure. Finally, this article considers what policy makers in other nations might learn from the Japanese experience in building a more vibrant software industry.
Marketing needs a new mindset to fulfill its proper role in creating and sustaining strategic advantage. To extend its influence beyond the boundaries of current offerings, the firm, and conventional practice, marketing and markets must be viewed through a service lens. This lens allows marketing to take a lead role in assisting the enterprise to become an enabler of value co-creation by customers who have jobs to be done. This article offers four new premises to guide marketing thought and practice and draw out implications of these premises for achieving and sustaining strategic advantage.
Innovating in networks with partners that have diverse knowledge is challenging. The challenges stem from the fact that the commonly used knowledge protection mechanisms often are neither available nor suitable in early stage exploratory collaborations. This article focuses on how company participants in heterogeneous industry networks share private knowledge while protecting firm-specific appropriation. It goes beyond the prevailing strategic choice perspectives to discuss interactive revealing practices that sustain joint opportunity creation in the fragile phase of early network formation.
This study builds on insights from 49 sustainability leaders in the U.S. by examining green innovation from the game perspective. It explores how corporate sustainability can advance environmentally friendly innovations, and what managerial roles and activities are required to enable the transformation. It identifies four green innovation games characterized by different underlying value creation logics and organizational and mental barriers. The article suggests ways that can help managers to overcome these barriers and incorporate three decisive managerial roles into their corporate agenda and culture to advance corporate sustainability.
This case study focuses on Fish Friendly Farming, part of a nonprofit organization, the California Land Stewardship Institute. The FFF program is an example of an innovative model for cooperative public-private environmental collaboration and stewardship. The case provides a history of FFF and its ability to create networks and collaborations between parties that typically find it difficult to work together. This case focuses both on sustainability issues related to land and farming, and on challenges related to scaling up a successful nonprofit organization.
Mahindra and Mahindra Financial Services Limited is a non-banking finance company in India whose product portfolio includes vehicle loans, used vehicle financing, housing finance, personal loans, fixed deposits, mutual fund distribution, insurance broking, gold loans and loans for construction equipment. Catering to the rural poor across India, the company has close to 6,600 employees, mostly hired locally to serve local needs. Because it focuses on future cash flow projections and not on past credit history, and takes into consideration the integrity and character of the customer - primarily farmers, small traders and vehicle operators but also some small and medium enterprises - as well as the projected business plan, it is a good fit for poor rural Indian consumers. It bridges the gap between moneylenders, who charge exorbitant interest, and public sector banks that require collateral. In 2013, the manager of the Bijnor branch is approached by the owner of a transport firm who requests a loan to buy two more trucks to expand her business of moving goods for small pharmaceutical companies. Given that the prospective borrower has been rejected by a competing bank, should the loan to her be sanctioned?
Statoil ASA, the Norwegian government-controlled oil and gas company, was widely acknowledged as one of the best performing National Oil Companies (NOCs). Statoil was founded in 1972 after oil was discovered on the Norwegian continental shelf (NCS). The government of Norway owned 67% of Statoil, and the company was listed on the Oslo and New York Stock exchanges. In 2014, Statoil was faced with some serious challenges. The company's oil and gas production was not growing, and international performance lagged behind Norwegian results. The company had recently announced it was going to back off its 2020 production targets and cut back on capital expenditure.
Mahindra and Mahindra Financial Services Limited is a non-banking finance company in India whose product portfolio includes vehicle loans, used vehicle financing, housing finance, personal loans, fixed deposits, mutual fund distribution, insurance broking, gold loans and loans for construction equipment. Catering to the rural poor across India, the company has close to 6,600 employees, mostly hired locally to serve local needs. Because it focuses on future cash flow projections and not on past credit history, and takes into consideration the integrity and character of the customer — primarily farmers, small traders and vehicle operators but also some small and medium enterprises — as well as the projected business plan, it is a good fit for poor rural Indian consumers. It bridges the gap between moneylenders, who charge exorbitant interest, and public sector banks that require collateral. In 2013, the manager of the Bijnor branch is approached by the owner of a transport firm who requests a loan to buy two more trucks to expand her business of moving goods for small pharmaceutical companies. Given that the prospective borrower has been rejected by a competing bank, should the loan to her be sanctioned?
On February 23, 2012, a special commission appointed by Peru's Labor Ministry submitted a technical report on how to consolidate the country's national labor regulations into a single law, as had been done in other Latin American countries. The commission was known as the National Council for Labor and Employment Promotion (CNTPE, in Spanish) and was responsible for drafting the new law. The goal of the report was to engage business associations, unions, non-profit organizations focused on labor issues, and Government stakeholders in order to rekindle an initiative that had started a decade earlier but had lost momentum. Instead of bringing the sides together, however, drafting of the new law had ended up widening the gap between stakeholders. How should such a consensus be built? Should labor rights be increased or reduced? What role should each key stakeholder play?
In 2013 and 2014, eBay deployed several sets of large, interactive touch screens and related technologies in shopping malls and retail stores. These "connected technologies" were used in a variety of ways intended to benefit both shoppers and retailers. In one case, screens served as "digital storefronts" in four locations throughout New York City for a new fashion brand, Kate Spade Saturday. Shoppers could evaluate products using the screens, and transfer the transaction to their smartphone for completion. The company used these screens to launch its brand in New York, and to gather information about the best location for a physical store. In a shopping mall application, large screens were installed in vacant storefronts. In addition to providing shoppers with information about products, and the opportunity to buy, sensors collected detailed information about the flow of traffic near the screens, which could be used by the store or mall. This data included the number of people that passed the screen, looked at it, stopped at it, and interacted with it. This can be contrasted with online advertising, where page views are counted, but there is no way of knowing whether the person even noticed the advertisement. In another application, Rebecca Minkoff's first U.S. retail stores incorporated large touchscreens for browsing and selecting items to be taken to a fitting room. The fitting room mirror was also a touch screen, which the shopper could use to communicate with a sales associate, evaluate accessories or alternate colors, and view selections in different lighting conditions. This case describes technical innovations, and a potential vision for the future of retailing made possible by those innovations. It asks students how eBay should attempt to monetize these innovations, how the data collected should be packaged and utilized, and the implications of eBay's vision for retailing's future.
With the 2010 FIFA World Cup fast approaching, Johannesburg, South Africa, needs a much-improved public transport system. A bus rapid transit (BRT) system is proposed and the key challenge involves getting buy-in from the minibus-taxi industry, which serves current commuters with 22,000 minibus-taxis, but which sometimes threatens violence to ensure there is little change in its way of operating. The leader of the main Johannesburg taxi association embarks on a process of personal growth to find the courage and capacity to lead the taxi industry away from resistance and into a business partnership with the city. He and his small team undertake a personally risky journey to implement BRT through the Rea Vaya project, thus changing the landscape of Johannesburg and bringing safe transport to hundreds of thousands of residents. But only days after the launch of the BRT system, two people in a BRT bus are shot by a gunman. With the 2010 FIFA World Cup less than a year away, is it worth commuters and Rea Vaya workers being shot and potentially killed? Could anything have been done differently to avoid this? Should the whole project be put on hold? If they stop one more time, it might never get off the ground again.
Louis Dreyfus Commodities (LDC or Dreyfus) is the D of the ABCD grain-trading giants. The case describes how their business works and details the strategy by which management turned the company around in recent years. The case presents a number of issues facing the company: a sense of volatility in grain markets is getting lower, recent attempts by China to forward-integrate into grain procurement, and changes in ownership. A related question is the degree to which they should emphasize pure trading or participate in value-added activities.
JBS is a Brazilian protein company that started in beef, but has quickly expanded into pork and chicken, and around the world. The company has many critics who say it has expanded too quickly and that it is overextended financially. The case allows the reader to form their own opinion and consider whether the success/failure of the company is due to the personal style of the CEO, Wesley Batista. A current issue is the recent expansion of the company into value-added protein products in a division called JBS Foods.
In 2014 Alibaba debuted on the New York Stock Exchange, creating not only the largest IPO in history but this initial desire to list on the Hong Kong Stock Exchange was denied due to the company's desire to preserve its partner's control over decision rights. Why did Hong Kong deny Alibaba's requests to list dual-class shares or to allow its partners to nominate a majority of the board of directors, and in the process turn away a superstar in Alibaba? Why did American stock markets approve of Alibaba's governance structures, despite the warnings of many governance experts? How can investors ensure that their capital would be deployed effectively by the company's top management?
With the 2010 FIFA World Cup fast approaching, Johannesburg, South Africa, needs a much-improved public transport system. A bus rapid transit (BRT) system is proposed and the key challenge involves getting buy-in from the minibus-taxi industry, which serves current commuters with 22,000 minibus-taxis, but which sometimes threatens violence to ensure there is little change in its way of operating. The leader of the main Johannesburg taxi association embarks on a process of personal growth to find the courage and capacity to lead the taxi industry away from resistance and into a business partnership with the city. He and his small team undertake a personally risky journey to implement BRT through the Rea Vaya project, thus changing the landscape of Johannesburg and bringing safe transport to hundreds of thousands of residents. But only days after the launch of the BRT system, two people in a BRT bus are shot by a gunman. With the 2010 FIFA World Cup less than a year away, is it worth commuters and Rea Vaya workers being shot and potentially killed? Could anything have been done differently to avoid this? Should the whole project be put on hold? If they stop one more time, it might never get off the ground again.