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Heidi Roizen, a venture capitalist at SOFTBANK Venture Capital and a former entrepreneur, maintains an extensive personal and professional network. She leverages this network to benefit both herself and others. The case considers the steps she's taken to build and cultivate a network that is both broad and deep.

Describes @Hoc, an idea for an Internet software company, developed by two HBS MBA 1999 graduates, Guy Miasnik and Ly Tran. @Hoc's software, loaded into a browser, enables instant, context-sensitive information retrieval and shopping. @Hoc's R&D team is located in Israel while the rest of the company is located in Boston. By July 1999, the entrepreneurs have developed a high-level prototype, written a business plan, and are seeking to raise approximately $1 billion to $1.5 billion. The entrepreneurs are trying to determine at what valuation they can raise capital and whether they should raise more capital than originally planned. A unique feature of this short case is that it contains an adapted version of the original business plan.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

A real estate operations and investment trust is considering whether it should pursue branding as a strategic investment. Through interpretation of case data and video from focus groups, students deduce the consumer (cognitive, psychological, and economic), environmental, and company factors that are conducive to branding, thereby illuminating their understanding of when it makes sense to brand. Analysis of extensive survey data allows students to consider the secondary question about how to brand as they formulate brand-positioning recommendations. Includes color exhibits.

A methodology for selecting a new corporate brand name is explored, highlighting different types of names, criteria and hurdles in securing new names, and legal implications. Brand identity consultancy Lippincott & Margulies guided a real estate investment trust company through the process of selecting a new corporate brand name.

Supplements the (A) case.

This case illustrates the challenges facing Intel as it attempts to manage the post-acquisition integration of DECs semiconductors businesses. Additional emphasis is placed on how Intel developed a post-acquisition integration capability and on the way it is currently structured to manage the acquisition process.

This note consists of vignettes illustrating the breadth and depth of the issue of questionable payments. Petty bribes, graft, blackmail, and corrupt officials are all included in these real-life examples of managers caught in the middle of difficult situations. See also "A Note on Questionable Payments in Business" (UV0387).

Written to accompany "Questionable Payments" (UV0386), this note provides insights into the issue of questionable payments (e.g., bribery and extortion).

This note explains the idea of rights. It examines such distinctions as positive versus negative rights, and fundamental versus derivative rights.

The case provides information on the development of the office superstore concept, building partnerships, creating the business plan, and recruiting a management team. Focuses on the detailed level of decision making required to transform an idea into a viable business. Heavy emphasis is placed on operating plans and integration. A rewritten version of earlier cases.

This case deals with the integration of a recently acquired state-owned enterprise by Haier, a rapidly expanding, collectively owned company in China. It highlights the challenges of managing post acquisition integration in China, especially that of state owned enterprises and also provides useful information to understand the characteristics of emerging Chinese companies.

Case A: This case exposes the growing pains of an older, brick-and-mortar, company as it attempts to join the New Economy. The focus is on synergy; pushed by converging technologies and managed by a young and energetic leader, Bertelsmann attempts to overcome a history of decentralization to create a more integrated and Internet savvy corporation.

IACo. is an aerospace company developing UAVs (Uninhabited Aerial Vehicles). The case describes the project of developing a bid for a large contract under severe time pressure. The case discusses project planning for rapid time-to-market.

A profitable dot com company? Alloy.com retails clothing to teens by catalog. Alloy uses a Web site to convert prospects and build community. The result is a business with the economics of a direct marketer and the market capitalization of an Internet start-up. The case presents the decision of whether to partner with AOL or to persevere with the current mix of customer acquisition methods.

A two-person negotiation exercise involving the potential sale of a small e-commerce company to a large company. The parties need to negotiate four issues: the number of shares in the deal, the vesting period for the shares, whether the seller will get a seat on the buyer's board, and the ownership of a potential liability against the seller.

A two-person negotiation exercise involving the potential sale of a small e-commerce company to a large company. The parties need to negotiate four issues: the number of shares in the deal, the vesting period for the shares, whether the seller will get a seat on the buyer's board, and the ownership of a potential liability against the seller.

Lucent Technologies' successful New Ventures Group must present company executives with a strong case for continuing corporate venturing activities despite a troubled financial performance in difficult market conditions.