As a Harvard University freshman in 1992, Eric Dawson began working on a social service project known as Peace Games, a one-day festival to teach school-age children about peace and cooperation. Dawson, however, had bigger ideas for the program. Operating first within Harvard, and later through the independent nonprofit that he founded, Dawson transformed Peace Games from a simple celebration of community into a kindergarten-8th grade, year-long conflict-resolution curriculum that he hoped to implement in schools across the country. As challenging and as critical as the program design itself, however, was the need to create, fund, and manage an organization capable of carrying the project forward. This case tells the story of how Dawson developed Peace Games in the Boston area; established a Peace Games outpost beyond Massachusetts; and attempted to launch a major nationwide expansion deemed essential not only to reach significant numbers of children and communities, but to attract the funding the organization needed to survive. HKS Case Number 1795.0
As a Harvard University freshman in 1992, Eric Dawson began working on a social service project known as Peace Games, a one-day festival to teach school-age children about peace and cooperation. Dawson, however, had bigger ideas for the program. Operating first within Harvard, and later through the independent nonprofit that he founded, Dawson transformed Peace Games from a simple celebration of community into a kindergarten-8th grade, year-long conflict-resolution curriculum that he hoped to implement in schools across the country. As challenging and as critical as the program design itself, however, was the need to create, fund, and manage an organization capable of carrying the project forward. This case tells the story of how Dawson developed Peace Games in the Boston area; established a Peace Games outpost beyond Massachusetts; and attempted to launch a major nationwide expansion deemed essential not only to reach significant numbers of children and communities, but to attract the funding the organization needed to survive. HKS Case Number 1795.1
As a Harvard University freshman in 1992, Eric Dawson began working on a social service project known as Peace Games, a one-day festival to teach school-age children about peace and cooperation. Dawson, however, had bigger ideas for the program. Operating first within Harvard, and later through the independent nonprofit that he founded, Dawson transformed Peace Games from a simple celebration of community into a kindergarten-8th grade, year-long conflict-resolution curriculum that he hoped to implement in schools across the country. As challenging and as critical as the program design itself, however, was the need to create, fund, and manage an organization capable of carrying the project forward. This case tells the story of how Dawson developed Peace Games in the Boston area; established a Peace Games outpost beyond Massachusetts; and attempted to launch a major nationwide expansion deemed essential not only to reach significant numbers of children and communities, but to attract the funding the organization needed to survive. HKS Case Number 1796.0
When is it possible to create a dual advantage of being both low cost and differentiated? In this case, students assess whether Samsung Electronics has been able to achieve such a dual advantage, and if so, how this was possible. Moreover, Samsung Electronics' long-held competitive advantage is under renewed attack. Students also can assess how Samsung should respond to large-scale Chinese entry into its industry.
Describes how Amazon's distribution system evolved from the company's inception. In 2003, Amazon Europe must decide how to reconfigure its distribution network in light of expected growth, products proliferation, and geographical expansion in Europe. Examines how characteristics of suppliers and customers differ across the markets Amazon serves in Europe. The protagonist must consider the degree of centralization appropriate for the European network, where inventory should be held, what fulfillment models should be used, and how to manage risks of supply disruption.
Examines the resignation of Philip Purcell as chairman and CEO of Morgan Stanley as a result of poor performance and cultural problems, as well as his relationship to the board of directors.
Alex Montana sat at his desk pondering the career decision before him. Alex was director of the North American division of ESH Manufacturing, a $4.6 billion, Cleveland-based company with operations on three continents. ESH's CEO had just offered Montana a promotion to global vice-president. Normally, Montana would have jumped at such an opportunity, but he worried about its impact on his already strained personal life. Since his last promotion, he had trouble balancing an increasingly demanding workload with his responsibilities to his wife and daughter at home. Montana felt pressure to accept the promotion. His boss expected him to accept; in fact, his boss had emphasized that he had no second choice. He had always dreamed of making it big in the business world. Success in this new role could put him in the running for COO and, eventually, CEO. But at what cost?
Focuses on Microsoft's strategy for sustaining competitive advantage in the global software industry. Also, explores Microsoft's history and its current position, as it tries to diversify its product and service revenue streams.
Ford Motor Co., General Motors, and DaimlerChrysler--the three original equipment manufacturers (OEMs) that dominated the automotive industry throughout the 20th century--launched Covisint in February 2000 as an industry supply chain exchange that would drive out cost and help manage the complex communications within the rigidly hierarchical industry. The Big 3 sourced entire components of cars from large Tier 1 suppliers. By limiting the number of partners and using online technologies to support collaboration and performance tracking, as well as drive out costs from the supply chain, the OEMs hoped that cycle times could be shortened and they could finally achieve a build-to-order car. A successful exchange that united the industry was vital to this vision. Covisint was founded with "borrowed" Bid 3 employees and over $250 million in funding from the OEMs. Its business model morphed several times as it raced to bring products to market and to meet the demands of its founders. The start-up burned through six CEOs in three years and now Bob Paul is considering whether to take on the CEO hot seat.
An unprecedented bidding war for the Chinese fourth-largest beer maker, Haerbin Brewery, broke out between the world top two breweries--Anheuser-Busch and SABMiller. Presents the different strategies these companies adopted to enter Chinese market. Anheuser-Busch entered the Chinese market with its nearly fully owned subsidiary and promoted its own brand, Budweiser, whereas SABMiller knocked through the market with its joint venture with CRE. Its expansion in China came mostly through mergers--it did not introduce into the market its own world-famous brand. Anheuser-Busch, on the other hand, went down the acquisition road, first with Tsingtao and then with the Haerbin brewery.
Explores the challenges of commercializing a bleeding-edge technology. After seven years, E Ink has spent more than $100 million to commercialize electronic ink. With business momentum picking up, but resources running out, the case examines the key trade-offs in bringing a new technology to market.
This series of two cases describes the life and career of Donna Dubinsky, a high ranking female executive and entrepreneur. her career, Dubinsky has remained on the leading edge of the technology field. In the A case, two exciting options lay ahead of Dubinsky, one from a leader she knew, respected, and had worked for before, and the other from a new contact with an opportunity to lead a small, unproven startup firm. The B case (UV1429) describes her decision and brings the reader up to venture number three called Numenta. Throughout The cases are intended to give management students a broad view of one executive's lifestyle, building and maintaining business and personal relationships, and developing her personal style throughout her professional career.
This case describes the life and career of Donna Dubinsky, a high-ranking female executive and entrepreneur. Throughout her career, Dubinsky remained on the leading edge of the technology field. In the A case, two exciting options lay ahead of Dubinsky, one with a leader she knew, respected, and had worked for before, and the other from a new contact with an opportunity to lead a small, unproven startup firm. The B case describes her decision and brings the reader up to venture number three called Numenta. The cases are intended to give management students a broad view of one executive's lifestyle, of how she built and maintained business and personal relationships, and the way she developed her personal style throughout her professional career.
This technical note defines, describes, and illustrates the most common metrics marketers used to monitor and manage customer relationships. Among the metrics covered are customer counts, recency, retention rates, customer profitability and customer lifetime value.
Explores the phenomenon of software becoming a service. Salesforce.com has catapulted into the lead for offering a customer relationship management (CRM) solution as a Web-based service. Siebel, the leader in CRM packaged software sales, has to devise a strategy to compete with salesforce.com