Syncra Systems makes Internet-based software that allows supply chain partners to compare disparate forecasts and production plans, to uncover any discrepancies among them, and to address these issues. However, many potential Syncra customers perceive that they will pay for the software that will benefit others, making Syncra's products a questionable investment. Syncra must find effective ways to address this concern during the sales process. In addition, the company must decide how to best position its products for the marketplace, where they can potentially add great value.
In a seven-year process, Cisco built its strategic I-Net. Beginning in 1994, Cisco completely replaced its back-office legacy systems. At that time, the company standardized Internet protocols. In addition, the company shifted strategic focus from IT back-office applications to front-office applications. After ERP (enterprise resource planning), the company spent the next two years electronically connecting with customers. A rewritten version of two earlier cases. A consolidated version of the Cisco Systems ERP and Cisco Systems Web-enablement cases. Designed to be taught in one class session (if two class sessions are available, it is recommended that Cisco ERP Systems be used for one session followed by Cisco Systems Web-enablement).
PSI Net, one of the world's leading internet companies, is contemplating the acquisition of Metamor Worldwide, an IT consulting firm of equal size. PSI has grown at breakneck speed via 71 acquisitions in three years, mostly through the acquisition of small ISPs. Post-merger integration was mostly a matter of hooking up to existing networks and customer bases. By contrast, Metamor is a "human capital" firm, itself the product of many acquisitions. The purpose of the case is (1) to illustrate the evolution of corporate strategy (via M&A) in a high velocity environment and (2) to address issues of merging with a same-size firm that is totally different from previous acquisitions. Students are asked to prepare their due diligence for the acquisition. PSI Net (B) provides the story of the one-year follow-on disaster
Power is the potential to mobilize energy. This rather neutral definition does not address the issues of how to exercise power or to what ends. The answers to these questions determine the ultimate value of an individual's power. This note is written to help readers analyze the social system in which their power exists and their influence will be used. Following the guidelines presented, a careful analysis of the social system in which an individual operates, and an assessment of that individual's desires and objectives within the social system, may help maximize the development of power and the effective use of influence.
Exchange-traded funds (ETFs) and HOLDRS (Holding Company Depositary Receipts) represent recent and highly successful capital market innovations. HOLDRS closely approximates a buy-and-hold strategy, and Merrill Lynch believes the product has significantly lower taxes and other costs than ETFs. The firm is considering broadening the market for HOLDRS by introducing a new 50-stock basket, "Market 2000+ HOLDRS," that would hold 50 of the world's top-capitalized stocks.
In just seven days, the Ritz-Carlton transforms newly hired employees into "Ladies and Gentlemen Serving Ladies and Gentlemen." The case details a new hotel launch, focusing on the unique blend of leadership, quality processes, and values of self-respect and dignity, to create award-winning service.
This note addresses inventory-planning and -control activities using periodic-review systems. The reorder point system is addressed in a separate technical note (UVA-OM-0936).
In 1996, U.S. Surgical launched a hostile takeover bid against Circon Corp. After building the company for 20 years, CEO Richard Auhll takes a defensive stand that includes inviting an old HBS friend (George Cloutier) to join the fight as a director of Circon. A "poison pill" and a staggered board serve as primary defense measures, leading to the longest-running takeover battle in U.S. corporate history. Issues of loyalty to a friend, executive incentives, executive entrenchment, and duty to shareholders collide as Cloutier realizes crucial corporate governance decisions have to be made.
Focuses on AT&T's 2000 restructuring, in which the company broke itself into four units: business services, consumer services, broadband, and wireless. Examines the strategy of the company during this time: (1) to deliver information in any form (voice, video, data) over any distance to any place in the world; (2) its numerous acquisitions to implement its strategy; and, (3) the reasons underlying the breakup. Describes the benefits of restructuring and how the company planned to maintain relationships among the units through contractual arrangements.
DPSC created and marketed a range of compliance software to banks. Nine months after DPSC was purchased by Netzee, Netzee was in financial trouble. Since Netzee had purchased DPSC, DPSC's founder felt that Netzee had not fully utilized the potential of DPSC. He wanted to share his assessment of the merger and thoughts on future strategy with the new Netzee chief executive officer.
Yvette Hyater-Adams, senior VP of CoreStates Bank, and CEO Terry Larsen reflect on their five-year mentor-protege relationship. They describe how building a relationship across both race and gender was challenging and ultimately highly rewarding. Their relationship develops in the context of a major culture change that Hyater-Adams and Larsen were leading the organization through. This case discusses the impact their relationship had on the organization and the change process.
Describes negotiation impasse between Time Warner, Inc. and The Walt Disney Co. over the retransmission of the ABC Network over Time Warner's cable systems. More broadly, the case depicts the shifting balance of power between content creators and distributors in the broadband era.
&Samhoud, a small service management consulting firm in the Netherlands, grapples with the dilemma of firing its largest client while introducing Heskett's theory of the service profit chain.
In the summer of 1999, Adecco SA, one of the world's leading staffing companies, was in the midst of attempting to acquire the staffing operations of Olsten Corp., a U.S. firm. This case analyzes the economics of the staffing industry, basic valuation, cross-border issues including tax arbitrage, valuation of minority interest, and the importance of financial health in merger negotiations.