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The introduction of digital imaging in the late 1980s had a disruptive effect on Kodak's traditional business model. Examines Kodak's strategic efforts and challenges as the photography industry evolves. After discussing Kodak's history and its past strategic moves in the new landscape, the case 'Kodak and the Digital Revolution' questions how CEO Daniel Carp can use digital imaging to revitalize Kodak. A rewritten version of an earlier case.

The Walt Disney Internet Group (WDIG) Japan has recently launched an entirely new set of interactive mobile character/agents for the NTT DoCoMo iMode platform, called Dimo. Having built Japan's most successful mobile entertainment business using traditional Disney-branded characters and related content, these Dimo characters have been designed to go well beyond entertainment and become valuable guides, assistants, and friends for users of the continuously evolving mobile Internet and the increasingly complex tasks enabled by this platform. Although the WDIG Japan team feels strongly that these types of character/agents will be the future of human-device interactions, subscription figures six months after Dimo's launch suggest that Japan's mobile consumers may not share this belief.

Spreadsheet supplement for case 705-448.

Provides a general description and overview of U.S. law on insider trading, including the basic theories of liability, the responsibilities of securities firm managers to prevent and detect insider trading, and the potential penalties for insider trading. A rewritten version of an earlier note.

Can managers really tame corporate knowledge? Seeks answers by exploring the internal practices of a large consulting firm and identifying those that help and those that hinder knowledge management. Examines both canonical and noncanonical practices in the firm, along with a look at some of the ironies that arose when the two types differed. The model developed here outlines appropriate strategic considerations, depending on the strategic focus and knowledge characteristics within the environment of the firm.

What is data mining, and how does it differ from traditional statistical modeling? Along with finding the answers here, managers can take a look at important recent developments in data mining, examine some of its marketing-related applications, and learn how to establish and maintain a data mining system. Armed with this information, they can then determine their firm's level of commitment to the process. Companies that do not want to commit the financial and personnel resources to data mining can still secure many of its benefits through outsourcing.

International services offer the best prospects for growth in numerous industries. Yet, compared to manufacturing, relatively little is known about the international growth and development of services, largely because fewer service firms have ventured overseas. Examines the similarities and differences between international manufacturing and services, helping to point out the challenges facing various types of service businesses. The strategies that leading service firms follow in international markets provide valuable guidelines for other companies to follow.

A major advancement is taking place in supply chain management. Radio frequency identification (RFID) technology has now been developed to the point at which it can provide suppliers, manufacturers, distributors, and retailers with precise real-time information on where their products are in the supply chain--information that can be valuable in terms of improving supply chain management (SCM) efficiencies and revenue generation. Several companies in the food and consumer packaged goods industries are involved in one or more major RFID pilot programs. Describes the critical trends and implications of applying this technology to SCM, detailing its benefits, as well as impediments, to implementation.

These days, entrepreneurs and managers in growing companies find themselves searching for cash to fund their growth. A surprisingly good but often neglected place to look for it lies right under their noses--on the company's balance sheet. Finding hidden cash on a balance sheet by using some simple analyses beats going hat-in-hand to the bank. The analyses here also provide metrics that everyone in the company--from sales manager to accounting clerk--can understand and use. Best of all, the only things you'll need are last month's financials, a calculator, and a cocktail napkin.

China's rapid transition to a market economy has remolded society culturally, especially when it comes to young people between the ages of 5 and 24. Numbering over 400 million and wielding increasing power and influence over personal and household purchases, these youths will determine the future preferences and trends of the country's consumer market. Thus, they represent enormous market opportunities for foreign companies. How important is this dynamic market? Do the challenges outweigh the attractions? And how best can marketers appeal to these bolder, more individualistic, more "Westernized" young Chinese consumers?

Spreadsheet supplement for case 505-001.

The management team of Marvel Enterprises, known for its universe of superhero characters that includes Spider-Man, the Hulk, and X-Men, must reevaluate its marketing strategy. In June 2004, only six years after the company emerged from bankruptcy, Marvel has amassed a market value of more than $2 billion. Originally known as a comic book publisher, the company now also has highly profitable toy, motion picture, and consumer products licensing operations. However, doubts about Marvel's business model and its growth potential continue to exist. Had Marvel's winning streak been just a fluke? Was Marvel's success dependent on a limited set of blockbuster characters, most notably Spider-Man, and should Marvel continue to capitalize on those characters? Or was it time to seek growth in a larger set of lesser known characters? In exploring growth opportunities, was it wise for Marvel to venture outside its current business model and move into more capital-intensive activities? What marketing strategy would allow Marvel to sustain its success in the coming years? Includes color exhibits.

In 2004, the $16.8 billion U.S. health club industry continued its strong record of growth. There were almost 27,000 health clubs in the United States, up from 6,700 two decades earlier, and these clubs claimed 41 million members, over 14% of the U.S. population. Nearly 67 million people used these clubs in 2004. As the industry grew, many large chains began to emerge, opening new outlets and buying up smaller chains and independents. Most industry observers believed the growth and consolidation would continue, providing many opportunities for investors. However, few health club chains were publicly listed, and the leading listed company, Bally Total Fitness, was under U.S. Securities and Exchange Commission investigation for accounting irregularities. Yet this investigation did little to dampen enthusiasm for the new personal health phenomenon, and rumors abounded of private equity deals in the offing. The key question for investors seemed to be how best to take advantage of the opportunity.

M&A experts view communications as the most important activity to manage during post-merger-integration (PMI efforts).

This note discusses excellence in postmerger integration (PMI) communication, which results from applying many of the same principles that generate success in other forms of corporate communication.

Great strategists rely heavily on numbers as they go about their work. Offers an overview of the high- and low-brow quantitative tools that students encounter during the Strategy course. The class explores high-brow tools in detail; the focus here is on low-brow calculations. Such calculations come up often in class but because they seem so simple, they get little airtime or explanation. From past class experience, roughly 20% of the students in each section come into the course with the intuition and experience to do these simple calculations themselves. The other 80% understand the calculations after they see them and grasp their value, but don't spot the opportunities to do the math themselves, before class.

Explores Martha Stewart's December 2001 sale of ImClone Systems common stock, the ensuing federal investigations into possible insider trading, and Stewart's criminal prosecution and sentencing. Discusses the impact of publicity on Stewart's company, Martha Stewart Living Omnimedia, and on her personal image, and raises issues of prosecutorial discretion. Challenges students to consider the validity of the insider trading charge against Stewart as well as the securities fraud charge included in the indictment, the appropriate sentence, and whether federal authorities unfairly singled out Stewart for investigation.

Supplements the (A) case.

Supplements the (A) case.

Focuses on a crisis in the board at Vivendi. Highlights the difficulties that arise when dramatic pressure from outside the boardroom affects boardroom dynamics. In this case, there are two events. The first is an unexpectedly large financial loss and a pending cash flow crisis that forces Vivendi's directors to deal with the issue of dismissing their CEO. Whatever they decide, their actions will be scrutinized by the press and investors and will likely be revisited in a legal environment. The second is the board diagnosing its role in the financial crisis by approving a series of costly acquisitions in recent years that led to the crisis.