個案總覽

By combining viral-marketing tools with mass marketing, you can extend your reach at minimal cost.

In a word--self-preservation. And they're just as afraid to share innovative ideas as to blow the whistle.

New research confirms that the bigger the employees' smiles, the happier the customers.

The sophisticated technologies used to understand costs don't illuminate revenue sources well. For that you need a whole new breed of accountant.

Not all that much, empirical data from two medical researchers suggest.

David Whyte talks about how poetry begets courageous conversation and, in turn, better leadership.

When it comes to judging the success of innovations, the important measure to track isn't sales; it's net prices.

Your problem solvers could not only be out in the wider world, but also in the wide reaches of your own organization.

Starbucks Corporation was the world's largest specialty coffee retailer, with 2005 annual revenue of $6.4 billion. Despite gigantic growth in specialty coffee in the 1990s, a worldwide oversupply of lower-grade coffee had depressed market prices in the previous few years, making it difficult for coffee farmers to earn enough revenue to cover the cost of production. By the end of 2005, Starbucks was at a challenging point in its history. It boasted more than 10,000 stores--up from 676 a decade before--and roasted 2.3% of the world's coffee. Each day it opened an average of four stores and hired 200 employees. To support such a high growth rate, the company's future success depended on a secure supply of high-quality coffee beans to meet increased demand--Starbucks had to ensure a sustainable supply of this key commodity. The company decided to partner with Conservation International, an environmental nonprofit organization, to develop C.A.F.E. Practices (Coffee and Farmer Equity Practices). The goal was to contribute to the livelihood of coffee farmers and to ensure high-quality coffee for the long term. If Starbucks were able to overcome the issues it faced with a widespread implementation of C.A.F.E., the initiative could go a long way towards improving the sustainability of its coffee supply chain while at the same time improving Starbucks' image as a socially responsible corporation.

In the fall of 2002, the directors of process engineering at Rogers Cable had discovered that a significant portion of Rogers Cable's installations and service activities had been followed by repeat visits within the following 30 days. This meant that services were not properly completed the first time. If high numbers of repeat and rework problems continued, customers would readily take their business elsewhere in the highly competitive environment. Eliminating repeat visits is the focus and driving force behind the First Time Right initiative, aimed to satisfy customers on the first try. The directors must devise an action plan that will motivate and retain behavioral change among field service technicians.

AMB Property Corporation set out to be a leader in corporate governance and financial reporting. The company, a publicly traded real estate investment trust (REIT) that acquires, develops, and owns industrial properties, believed that its governance and reporting practices were among the best in the industry. The implementation of good disclosure practices in the REIT industry was not a simple undertaking. Historically, the real estate industry was dominated by private partnerships and institutional investors who used tax and partnership accounting rather than generally accepted accounting principles (GAAP). As a result, there was a need for new financial terms that were meant to bridge the differences between GAAP and private partnership accounting, notably funds from operations. However, because such industry-specific metrics were not consistently calculated, it was difficult for users of REIT financial statements to compare operating results across companies. Public REITs that used non-GAAP metrics were required to reconcile these metrics to GAAP standards, a process which added significantly to the length of REIT financial reports. In addition, companies were required to apply GAAP accounting standards that were mostly designed for industries other than real estate and had the unintended consequence of making it difficult to evaluate the operating performance of REITs and compare those results across periods. Explores the issue of financial reporting in the REIT industry, including important FASB standards that potentially distort REIT financial results, the use of Funds From Operations as a metric of financial performance, and different approaches for valuing REITs.

The spring of 2002 had been grueling for the owner of Pet Care Veterinary Services, a small-animal veterinary practice with two clinics in Southwestern Ontario. Everything seemed to be going wrong at Pet Care's Avery, Ontario location. Profitability was disappointing, medication had disappeared, and the owner had serious concerns about her associate veterinarian's quality of animal care. The owner wondered what would be her best course of action. She could afford to keep the clinic open for another year and try to either fix the operational issues or leave things as they were and see if the problems resolved themselves. The owner wondered whether it would be best to sell and avoid future problems. What price would she ask for the clinic if she chose to sell? Whatever her choice, she knew she had to make a decision quickly, because the uncertainty and stress of running two clinics were beginning to take their toll.

The newly appointed executive director of the Office of Alliance Management (OAM) at Eli Lilly and Company (Lilly) was returning to his office after his first meeting with his supervisor, the senior vice-president of Corporate Strategy and Business Development (CSBD). The executive director had been promoted to the position just a week earlier, and now the senior vice-president has asked him to conduct a complete review of the OAM strategy. The senior vice-president made it clear that it was fine to leave the strategy as it currently existed, or to change it radically if the situation warranted. Now the executive director must decide what Lilly should do to build and maintain its leadership in alliance capability.

According to a World Bank report written in 2001, "in a modern, globally integrated Mexican economy, it is hard to argue for the continued existence of an institution such as INFONAVIT." The report went on to argue that the first-best option was "closing INFONAVIT." In the same year Victor Borras and a new team of managers took control of INFONAVIT under the new PAN government of Vicente Fox. In 2005 the fund issued 376,444 mortgage loans, one and a half times the number issued by INFONAVIT in 2000. During this same period of expansion INFONAVIT had: reduced its defaulted loan rate from 21.7 percent in 2000 to 6.6 percent in 2005; increased its productivity from 51 loans granted per employee to 98 per employee through outsourcing and the modernization and streamlining of operations; launched a new vivienda economica (affordable housing) program to target the majority of its members who earned less than four times the minimum wage (TMW); helped jump-start a nascent housing development industry; increased the real return to the pensioners' funds from 2 percent to 3.5 percent per year; and issued approximately $4.5 billion in mortgage-backed bonds. The case can be used to teach about government innovation, privatization, strategic management, and the public provision of financial services. It would also be appropriate for a course in international development or international housing. It raises questions about the appropriate role of government in the provision of financial services, as well as the role outsourcing and privatization can play in promoting the efficiency and effectiveness of public services, especially when the government is a major purchaser in a market of relatively small suppliers. HKS Case Number 1878.0`

The president and founder of a premier luxury car rental agency located throughout Europe must decide on the composition of the fleet of cars for the upcoming summer season. She has to balance a desire for high utilization versus the possibility of having to turn away clients if they request a car that is not in stock. Can be used to introduce or reinforce a number of concepts, including break-even analysis, basic descriptive statistics, and the new vendor model.

By 2006, the Point Lisas Industrial Estate (PLIPDECO) consisted of approximately 44 industrial sites on 1,000 hectares of land. Some in Trinidad advocated the creation of additional estates as well as expansion into business like aluminum, which required a great deal of energy. The government of Trinidad had continued a menu of tax exemptions and incentives, and substantial additional foreign investments were expected. Meanwhile, Hugo Chavez had become President of Venezuela and had instituted a socialist, anti-American regime that was seizing assets and rewriting contracts with foreign investors. Trinidad looked like a favourable investment site compared with Venezuela. However, not all was happiness. The businesses involved with PLIPDECO needed relatively few employees. Some in Trinidad referred to this reality as the "curse of oil."

The new CEO of a small manufacturing firm pursues growth through the launch of Entrepreneurial Subsidiaries. While the firm grows revenues from $600 million to over $2 billion in 10 years, problems surface as the subsidiaries are integrated into the established business

Alan Kendricks struggles to address many challenges facing him as a recently promoted medical director for Cardiology Associates at Southeastern Pennsylvania University Hospital. He must balance his time taking care of patients, running a practice, managing up, down, and laterally, managing stars with little formal authority, allocating resources fairly, developing his people, providing strategy and direction, building an organization, and spending time with his family. Offers insights into the dilemmas of a "producing manager," a person who is simultaneously responsible for producing and managing.

This case illustrates ratio analysis using financial data for a global power company. It is best suited for an introductory discussion of ratio analysis for both the cross-section and time-series. Ten years of standard ratios pertaining to profitability, efficiency, liquidity, solvency, capital structure, and market multiples are provided. The case highlights the correspondence between firm performance and equity values.

In the summer of 2006, Nike announced a major corporate reorganization that would shift the company's focus to a category-driven approach. The six major business categories were running, men's training, basketball, soccer, women's fitness, and sportswear. For years, Nike had organized its business around footwear, apparel, and equipment. Integration between these three business units was inconsistent at best. The goal of the reorganization was to take a more consumer-oriented approach to the market to give customers holistic collections of everything they want and need in a particular sports category. This would require the organization to break down its product-oriented silos and collaborate on a more formal, ongoing basis. The reorganization also reflected a change in Nike's corporate strategy. The elevation of women's fitness to a major focus for the company was a substantial victory for the team that had been fighting for the increased prominence of this market segment for years. Darcy Winslow, general manager of Nike's global women's fitness business, and a team of individuals across the company working across traditional boundaries within Nike's complex, matrixed organization to achieve the required level of cross-business integration to deliver cohesive collections of footwear, apparel, and equipment to the women's market. Focuses on Winslow and her team as they tackled challenges related to product development, operations management, organization structure, reporting relationships, change management, and stakeholder buy-in.