Wriston Manufacturing is a broad-line maker of components for the automotive industry. It has developed a network of nine plants as its product line has grown. Newer, higher-volume products tend to be made in newer, focused, high-volume plants, while older product lines tend to be assigned to the Detroit plant, the oldest one in the system. Because Detroit produces such a wide variety of products, its overhead costs are very high. Management needs to decide whether to close the Detroit plant or find a way to make it profitable. A rewritten version of an earlier case.
Colly Farm is an entrepreneurial cotton farm complex that has to compete on a world market. In going public it has to satisfy the market that it can remain profitable in volatile times.
A firm that started in corn processing and moved up the value-added food chain decides to spin-off the original commodity part of the business. How does the new spin-off survive and how does it develop a strategy? Firms in the food system are separating out their commodity parts of the business from branded food products. How does the new commodity firm develop a strategy for the future?
An MBA student must choose between offers from three private equity organizations. Each organization has distinct strengths and weaknesses, and different implications for the student's career development. The case presents compensation and employment data about the private equity industry. Teaching Note: Introduces the private equity industry and the key offerings between groups.
Provides an overview of knowledge management, including descriptions of knowledge management strategies, processes, organization, infrastructure, systems, and challenges. Describes the approaches at two leading consulting firms, Arthur Andersen and Ernst & Young, that have been pioneers in knowledge management strategies.
Presents a character sketch of Herbert Hoover, along with Hoover's views on the cause of the Great Depression of the 1930s. Illustrates the political economy of the period and presents different interpretations of the course of the Great Depression. A rewritten version of an earlier case.
First Virtual Holdings, Inc. (FVHI) is an Internet payments company based in San Diego, CA. The company developed a technology by which consumers can securely purchase goods and services over the Internet. Each participating consumer is provided with a "VirtualPIN" number, which is used in place of a credit card number to make purchases from participating online vendors. The vendors forward the consumer's VirtualPIN number, along with the amount of the transaction to FVHI. FVHI then sends an e-mail to the consumer asking for confirmation of the transaction. When confirmation is received, FVHI processes the transaction and pays the vendor. The technology ensures that a consumer's credit card number is never sent across the Internet. The system is secure but embodies a certain amount of inconvenience as each purchase required two steps. FVHI is a good example of a company with a good technology whose main challenge is to gain the critical mass of users necessary to make the system viable. The company faces strong competition from established industry players such as software developers, banks, and credit card companies. In addition, continued consumer reluctance to embrace online commerce has hampered the company's progress.
First Virtual Holdings, Inc. (FVHI) is an Internet payments company based in San Diego, CA. FVHI's original offering, an Internet payments system based on consumers' receiving and using a "VirtualPIN" number for online purchases instead of a credit card number, had not been successful. Consumer apathy to the system, coupled with vendor disinterest, have prevented them from attaining the critical mass necessary to make the system viable. In response to the failure of their payments system, FVHI decided to change their focus. The company developed an interactive advertising banner, about the size of a regular web advertising banner. The "VirtualTAG" functions like a mini web page within a page. Users can click through pages in the banner without leaving the page on which the banner was found. The VirtualTAG can have multiple uses such as to provide information or facilitate transactions. FVHI intends to develop and license the VirtualTAG to web page administrators. They also intend to incorporate the VurtualTAG into e-mail messages. VirtualTAGs may be used as a form of "mass" interactive Internet advertising, although the company is quick to point out that the technology will only be used with targeted and consenting consumers. FVHI's ideas and technology regarding Internet advertising provide a useful vehicle for discussing trends in online commerce and Internet privacy issues.
The founders of Cinemex, the largest capitalized venture start-up in Mexican history, are debating several issues concerning the operations of their new chain of motion picture theatres in Mexico City. The first concerns whether some seats should be left unsold to improve customer service. The second involves limits on advertising to be shown at each presentation. Others include possible investment in an expanded ticketing service and live entertainment.
Angelo Tsakopoulos wanted to convert grazing land to crop agriculture. He received different advice from different government agencies and became involved in legal battles.
Presents a character sketch of Herbert Hoover, along with Hoover's views on the cause of the Great Depression of the 1930s. Illustrates the political economy of the period and presents different interpretations of the course of the Great Depression. A rewritten version of an earlier case.
Examines the choices Guidant must make in research and development spending and new product development. More specifically, CEO Jay Graf considers the payoffs and tradeoffs of using product development skills that he learned in CPI's core business when applied to a complementary business. The company's marketing strategies contribute highly to the discussion.
The efforts of two recent Harvard Business School graduates to start a venture capital/consulting firm focused on opportunities related to the Internet are recounted. Raises the question of what the nature of this opportunity is, how well-positioned the protagonists are to pursue it, and what the deal structure should be.
The president, Donna Dubinsky, and the chairman and founder, Jeff Hawkins, discuss an opportunity to sell their company to U.S. Robotics. They must weigh this option versus accepting venture capital funding, partnering with a large company that could provide distribution channels and capital, or continuing a search for capital from other sources.
A developer attempts to get into the elderly housing business. The case reviews the various elderly housing options, how they differ from one another, and how the industry differs from other types of real estate.
A successful turnaround global farm machinery company is attempting to redefine its role in the global food system and develop a strategic plan for the company.
Presents an overview of strategic alliance. Discusses the academic literature and its implications for the structure of strategic alliances. Also details the types of strategic alliances utilized by small, growing firms.