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Supplement for case HKS713

Supplement for case HKS713

Many organizations underestimate the challenges associated with the use of a knowledge management system (KMS). To better understand the nature of these challenges, this case describes the knowledge management efforts of a state governmental agency in the United States: Technology Project Authority (TPA). The case focuses on the three main phases of the TPA's knowledge management strategy, between 2004 and 2008. Under pressure to improve its business processes to sustain its expertise in IT project management, TPA implemented two KMS during the period covered in the case. In the end, the second KMS was still not used as intended. Giving our teaching objectives, students are asked to determine the characteristics of an organizational environment conducive to knowledge management activities, to evaluate the strategic alignment of the KMS, and to suggest a tailored method of analysis and reengineering for an integrated system such as the KMS needed at TPA.

The microstock photography industry took shape in the early 2000s, when iStockphoto commercialized its online catalogue of images contributed by a community of amateur and semi-professional photographers. This case takes place about four years after iStockphoto's purchase by Getty Images, an event that signalled a shift of market dominance from traditional stock photo houses to their microstock competitors. The industry has changed dramatically. Three firms - iStockphoto, Shutterstock and Fotolia LLC - control the lion's share of a mature market, and each dominates a particular segment. The Fotolia management team must find ways to grow Fotolia N.A., even as competitors also seek to exploit the "long tail" in the market. The case asks students to develop strategies to generate new revenue in this rapidly changing environment.

BASIX, an Indian microfinance corporation, must decide whether to continue to sell weather insurance to its clients. A brand-new financial product, weather insurance pays if measured rainfall during the growing season falls below a pre-specified limit. Mr. Sattaiah, managing director of the BASIX's bank, considers a revised insurance policy for the coming season, weighing the costs and potential risks of expanding the product against the potential benefits.

This case describes a new venture attempting to bring early-stage entrepreneurial financing to Finland and other Nordic countries. Entrepreneurship is taking off in Finland, an area that historically has had little venture capital or high-growth start-up activity, but a gap remains for seed-stage financing. The founders are evaluating the best way to structure their private equity fund to reflect their own assets and abilities and the needs and resources of the entrepreneurial scene in the Nordics. The case evaluates whether to organize as an accelerator, a micro-VC fund, an incubator, a normal VC fund, or as a hybrid.

This history of the U.S. tobacco controversy is a reading for a class on "The Insider," a film about whistleblowing in the U.S. tobacco industry, taught in the course, The Moral Leader.

The case study documents the efforts of the African Development Corporation (ADC) and the Loita Group to acquire shares in Nile Commercial Bank (NCB) - the number one banking icon in South Sudan - and thus participate in the development of South Sudan as an independent, commodity-rich state. The case focuses on ADC's CEO, Dirk Harbecke, who in 2011 ran a fund that invests in banking and insurance services in sub-Saharan Africa. The case discusses whether or not ADC and Loita should invest in NCB. The real-world result of the case is ADC and Loita's eventual investment in the bank, as explained in the chapter "Restructuring the bank," which outlines the investment as it happens in real time in September 2011.

This case study deals with the opportunities and challenges faced by Danish pharmaceutical company Novo Nordisk with regard to its sustainability approach in China as of 2012. Novo Nordisk is well known for striving to integrate its business activities in a financially, environmentally, and socially responsible way, and many Novo Nordisk employees proudly refer to Novo Nordisk as a "triple bottom line (TBL) company." Novo Nordisk has been active in China for more than 50 years; however, since the Chinese economy has expanded tremendously, this increase in wealth and a more sedentary Western lifestyle have led to growing problems with obesity. As a result, China's insulin market is booming. Novo Nordisk therefore faces new challenges concerning how best to organize its TBL program in a way that ensures a comprehensive approach throughout the organization, yet allows Novo Nordisk China to adopt initiatives that fit the Chinese business context. Furthermore, with ever-increasing competition for access to China's lucrative insulin market, Novo Nordisk's competitors are also engaging in sustainability, which means that Novo Nordisk must keep innovating to stand out, and must use sustainability as a source of competitive advantage.

This case introduces students to the value chain of the oil and gas industry in Canada. Through examining the current position and future plans of a small, independent oil and gas exploration company, they will discover the challenges of growing through acquisition and the risks associated with expanding beyond a company's core competencies. The case includes an overview of the industry, the history of Oleum Resources Ltd., and the opportunities it has to revise its business strategy by expanding into the innovative but risky ASP technology. The company's first two options entail not only investing considerable capital but also hiring highly specialized personnel. However, the third option, to stay the course, may mean facing losses and investor unhappiness.

A patent lawyer and amateur woodworker with a doctorate in physics has invented a new technology to prevent table saw injuries - specifically, amputations. He has no desire to manufacture table saws, and instead protects his technology with patents and then seeks licensing arrangements with incumbent saw producers. In 2002, after two years of attempting to engage manufacturers, he accepts that they are unwilling to license his invention and he must decide whether to return to his law practice or launch a company to produce saws himself. He and his partners have no knowledge or experience with regard to making saws or starting a business. The (B) case advances the narrative to 2012.

Supplement for case W12201

The Disney Crisis Exercise is not revealed here because it is entirely an in-class experience; students should not have access to any details prior to the exercise. Complete information is available to instructors in the teaching note. In this real-time exercise, student teams will advise Disney how to respond to a crisis precipitated by vocal and well-organized influence groups that threaten its brand as part of their advocacy on behalf of social causes. The crisis occurs against a backdrop of dynamic industry and company changes, many of which have important consequences for Disney.

The case is set in early 2009, at a time when Vietnam is rocked by the global recession. It opens with the discovery by Ly Ngoc Minh, CEO of the porcelain manufacturing company, Minh Long I, that Metro, a chain of seven department stores across Vietnam, has discounted the selling price of its products and has no intention of bringing the price of its porcelain pieces back to the level that was agreed on in their sales and distribution agreement. The backdrop for this decision comes in the midst of a turbulent economy characterised by high inflation and 20%-plus interest rates. Minh Long I management, seeks to preserve their position as a premium brand in the market and must decide whether to terminate the agreement with Metro, and potentially other distributors, or allow distributors to set their own prices. Should Minh decide to change the company's distribution strategy in light of this new economic reality or continue with a high-price high-touch emphasis?

Navigauge, a start-up company that specialises in radio market research, has developed a tool that provides high quality, accurate and location-based radio market research. This pioneering technology in radio market research is captured in a positive, albeit reserved, article in the New York Times in September 2004. The use of this tool is in stark contrast to the industry standard in the US radio research market, where a panel of listeners kept diaries on which radio programmes they listened to each month. Navigauge has successfully completed a test of its new technology in 500 cars in test market and is now looking to expand. The case starts as the founders prepare to present their new business to secure a third round of badly needed venture funding. While the new technology is revolutionary, they have yet to sign up any customers. Readers are challenged to take this small business and turn it into a success across the US, and disrupt the car radio market research industry.

The case is set in February 2008. Stefan Tammler, head of the chassis systems control division (CC) of Robert Bosch GmbH (Bosch), has to make a decision about the location for the development of the new anti-lock braking system (ABS) for the low-price vehicle (LPV) segment. The case begins with a short introduction outlining the situation. It gives a detailed background on Bosch, especially the chassis systems control division. The main part of the case focuses on the global product development strategy, highlighting especially the two development sites in Suzhou, China, and Yokohama, Japan. Furthermore, the Chinese car market is described in detail, with special emphasis on the LPV segment.

Most venture capital profits come from a small percentage of investments, despite high expectations for each investment made. As a result, a small improvement in selecting portfolio companies can make a substantial improvement in fund results. This case describes the venture capital deal sourcing and screening process. It does not describe the due diligence process in detail, but focuses on initial screening-identifying those companies that the venture capitalist will evaluate in more detail. After describing the sourcing and screening process, the case describes a fictional venture capital firm, and provides a number of incoming investment opportunities to be evaluated. Students are asked to play the role of an associate at the firm, and tasked with reviewing these opportunities and determine how each should be handled-should they be rejected, should they contact the entrepreneur for more information, or should they refer the opportunity to one of the firm's partners.

After successful careers as lawyers Richard Fahey and Robert Saudek set out to tackle a large-scale infrastructure challenge in a complex environment by increasing Liberian citizens' access to lighting solutions. They developed the Liberian Energy Network, which aimed to distribute solar light fixtures to citizens across the country, including some of the most remote regions. Working in Liberia presented a large set of challenges and difficulties, however Fahey and Saudek persevered.

Since the creation of the first videogame systems in the 1970s, the videogame industry has undergone numerous transformations as new technologies and market entrants fundamentally changed the gaming experience of customers. In the early 21st century, customers began accessing games without the use of a physical gaming console, either through their mobile devices, or increasingly, through the "cloud" where customers could play videogames through specially enabled devices without the need for a physical game console or game disk. How might the cloud impact the dynamics of the industry?

The executive vice president of sustainability and corporate affairs at Monsanto was facing a difficult situation that could dramatically reshape the firm's business. A decade earlier, the firm had introduced into India, through a joint venture, the first in-the-seed cotton trait biotechnology. This trait protected cotton crops against potentially devastating pests, thereby reducing the need for pesticides and improving yields. Subsequently, three Indian state governments imposed a price ceiling on these biotech seeds. In addition, by 2010, the company was facing competition from over 40 Indian seed companies that offered similar or competing biotechnology cotton seeds. Also, a federal ministry had overruled the recent regulatory approval for a second, indigenously developed biotech crop, brinjal (eggplant). How should a technology innovator such as Monsanto deal with an unpredictable regulatory approval process in an increasingly competitive marketplace? Looking forward, two new in-the-seed trait technologies were being considered for introduction to Indian farmers. Should Monsanto proceed and, if so, how? More generally, what should the firm's long-term approach be in this promising market?