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This case focuses on John Ellis, the Executive Director of Health and Human Services (HHS) in the Salt River Pima-Maricopa Indian Community. As an outsider to the reservation, Ellis was brought in to turn the department around and plan for the future. Four years after Ellis energized and improved HHS, a whole new set of economical and social changes were introduced with the opening of casinos, a golf resort, and a new freeway. The case analyzes Ellis' personal leadership style and the key components needed to inspire the staff of a non-profit organization in a tight-knit community with a unique culture. Special attention is given to the importance of planning and how to lead in a time of unlimited opportunity.

Surveys the French pension system, its particular institutional characteristics, and some of the critical challenges and opportunities facing French reformers. Like almost every other industrialized country, France has a large pay-as-you-go public pension system that is beginning to run into serious financial trouble. Ever-increasing longevity, the impending retirement of the baby boomers, and intense public pressure for a lower retirement age are all placing great strain on the existing system. The case emphasizes that in contemplating proposals for reform, the French are being required to weigh two different social objectives that appear to be in conflict--economic growth and economic security. Their choices will end up exerting an enormous impact not only on their welfare state but also on the structure of French labor and capital markets.

Be Our Guest is a rapidly growing equipment rental company with substantial seasonality in its revenues and profits. In the spring of 1998, the senior management team is reviewing its financial plans in preparation for a meeting with the company's bank. The case provides an opportunity to forecast financial needs and consider the appropriate structure and amount of bank borrowing.

Chronicles the growth and development of women's professional basketball. Particular emphasis is on the impact of Title IX, the 1996 women's gold medal Olympic team, and the advent of the American Basketball League (ABL). The structure and "basic business model" of the ABL are described along with its various revenue sources. Encourages discussion of the conditions that favor women's professional sports in the late 1990s.

This is an MIT Sloan Management Review article. Choosing a distinctive strategic position involves making tough choices about whom to target as customers, what products to offer, and how to undertake related activities efficiently. The most common source of strategic failure is the inability to make clear, explicit choices in these areas. Unfortunately, not only do aggressive competitors imitate attractive positions but, perhaps more importantly, new strategic positions emerge continually. Successful incursions into established markets by strategic innovators such as Canon and the brokerage firm Edward Jones are based on strategic innovation--proactively establishing distinctive strategic positions that are critical to shifting market share or creating new markets. To prepare for the inevitable strategic innovation that will disrupt its market, an organization should: identify turning points before a crisis occurs by regularly monitoring indicators of strategic rather than financial health in the market, prevent cultural and structural inertia by creating a culture that welcomes change, develop processes that allow experimenting with new ideas, develop the required competencies and skills, and manage a transition to the new strategic position. Designing a successful strategy is a never-ending, dynamic process of identifying and colonizing a distinctive strategic position; excelling in this position while concurrently searching for, finding, and cultivating another viable strategic position; simultaneously managing both positions; slowly making a transition to the new position as the old one matures and declines; and starting the cycle again.

In August 1998, Kerry King, president and CEO of Ultratech Corp., looked with great interest at the changes that were occurring in the technology industry. Ultratech Corp. had an opportunity to enter into a strategic merger transaction that would make the combined company the undisputed leader in its market segment. The transaction, a multi-billion dollar deal, made a lot of sense to Kerry, his board of directors, and Ultratech's outside financial advisors, with one caveat. As a result of a technical accounting issue, pooling accounting was not available for the merger. Under purchase accounting, Kerry was advised that significant amounts of goodwill would be created and amortized over future fiscal years, effectively "destroying" the combined company's reported earnings. The challenge confronting Kerry was whether to consummate the merger and risk the earnings "damage" or to let an otherwise perfect opportunity pass. Kerry's decision could profoundly impact the future of his company and the fiber optic telecommunications industry as a whole.

Chronicles the founding and growth of Hotmail Corp., the leading provider of free e-mail services to consumers. The focus is on its financing history, starting with its first-round negotiations with the venture capital firm, Draper Fisher Jurvestson, and finishing with its consideration of a fifth round of financing only a year and a half later. The first round was a relatively quick negotiation to give the company seed capital of just over $300,000. The second round was a contentious one that examined the relationship between entrepreneurs and their VC investors. The third and fourth rounds of investing were structured as contingency financings. Finally, the fifth round of financing showed a number of options that the managers must consider, including an investment from Kleiner Perkins, strategic financing, and an acquisition offer from Microsoft. To add to the complications, Hotmail was running out of money and needed a short-term solution (possibly bridge financing) to complete these negotiations. The case examines each alternative and asks the reader to rate them.

Chronicles the founding and initial growth of World Wrapps, a retail quick-service restaurant chain serving gourmet, internationally flavored burritos. Gives the backgrounds of the four founders and the origin of the idea to create World Wrapps and then details how they financed and created the first store in San Francisco. Immediately, the store was a success and the management team's attention quickly went to growth and streamlining the operations of individual stores so that they could provide products and service with quality and cost efficiency. Examines a number of decisions made and to be made relating to expansion: how fast to grow, whether to franchise, whether to do a joint venture with another company, etc. Also considers how they should respond to numerous important competitive threats on the horizon. Finally, focuses on a financing decision--they have competing offers from venture capital firms that each have their advantages and disadvantages. Students are asked to advise the management team on their financing decision.

PSS World Medical has grown rapidly since its founding in 1983, largely by acquisitions. It has recently had some trouble digesting a large acquisition, and its stock price is quite depressed. The CEO and his senior management team confront the question of whether the strong culture organization they have built, and the practices they are using to manage the company, will stand it in good stead at its larger size and facing the current challenges. Also, the senior management team is wondering why Wall Street doesn't fully appreciate what the company has accomplished and its management strengths.

Effective brand management requires taking a long-term view of marketing decisions. Managing brands for the long run involves reinforcing brands or, if necessary, revitalizing brands. Reinforcing brands involves ensuring innovation in product design, manufacturing, and merchandising and ensuring relevance in user and usage imagery. Another critical consideration in reinforcing brands is the consistency of the marketing support that the brand receives, both in terms of the amount and nature of that support. Revitalizing a brand, on the other hand, requires either that lost sources of brand equity are recaptured ("a back to basics" approach) or that new sources of brand equity are identified and established. Two general approaches are possible: expanding the depth and/or breadth of brand awareness by improving brand recall and recognition of consumers during purchase or consumption settings; and improving the strength, favorability, and uniqueness of brand associations making up the brand image (either in terms of existing or new brand associations).

Today, knowledge is considered the most strategically important resource and learning the most strategically important capability for business organizations. However, many initiatives being undertaken to develop and exploit organizational knowledge are not explicitly linked to or framed by the organization's business strategy. In fact, most knowledge management initiatives are viewed primarily as information systems projects. While many managers intuitively believe that strategic advantage can come from knowing more than competitors, they are unable to explicitly articulate the link between knowledge and strategy. This article provides a framework for making that link and for assessing an organization's competitive position regarding its intellectual resources and capabilities. It recommends that organizations perform a knowledge-based SWOT (strengths, weaknesses, opportunities, and threats) analysis, comparing their knowledge to that of their competitors and to the knowledge required to execute their own strategy.

Based on a multi-year field study of internal ventures in several established firms, this article highlights the central dilemmas that confront innovation from concept to commercialization. The chief difficulties in generating innovation arise from five key dilemmas encountered in locating, seizing, and then methodically navigating creative sparks through the maze and haze of large organizations. To systematically address these dilemmas, firms must endeavor to integrate their entire innovation effort. Three overarching themes are useful for understanding how to holistically manage the dilemmas of innovation in large firms: Strategic Envelope, Strategic Pacing, and Strategic Partnerships.

In the fall of 1991, Signet was just recovering from the downturn in the real estate market of the late 1980s. In an effort to improve business efficiency in the handling of the vast amounts of information Signet was maintaining, especially in light of its new credit card business, Signet decided to out source all commodity type information activities. Signet's goal was to establish a standardized, reliable, outsourced corporate-wide processing system. Given the amount of this style of work which ABC Information Systems was already doing for much larger banking institutions, Signet believed they would be the perfect match to capture the technology of an organization already far down the learning curve.

Traces the evolution of Nike from 1987 through 1998. Through a series of eight assignment questions, it examines how the company has created and sustained a competitive advantage, and how that competitive advantage is reflected in growth, profitability, and share price performance.

Summarizes the core ideas about the microeconomics of markets that are most relevant to business strategy. Sections I and II develop two basic building blocks of any market, demand and supply. Section II discusses how demand and supply interact to determine the quantity of goods traded in a market and the price paid for those goods, with special attention to the way that external events influence the quantity traded and the price paid. Section IV presents the important benchmark of "perfect competition," in which equally matched firms compete so vigorously and market entry is so easy that no firm earns more than its cost of capital. Section V explores the ways that real markets depart form perfect competition. These departures lie at the heart of long-run profitability.

In 1980, Apple was the leader of the PC industry, but by 1999, it had suffered heavy losses at the hands of the Wintel camp. This case examines Apple's efforts to create sustainable competitive advantage as the PC industry evolves. After discussing Apple's history and past strategic moves (1977-1999), the case poses the question: Can Steve Jobs make Apple "insanely great" again?

In the early 1990s, Merck faced a series of challenges because of significant changes in its competitive and regulatory environment (e.g., growth in power of pharmaceutical buyers like managed care organizations led to price pressures and President Clinton's review of the entire U.S. health-care industry). The case describes the company under its previous CEO, and primarily under Ray Gilmartin, the new CEO. Discusses the strategic, organizational, cultural, and management challenges that Merck faced, as well as Gilmartin's change program from 1994 to 1998, which was aimed at helping Merck address these issues.

This case shows how two operating departments-transportation and police-translate the high-level corporate scorecard for the city into departmental balanced scorecards. The transportation department follows a highly structured approach designed to link initiatives taken at the departmental and local levels to the accomplishment of high-level strategic objectives. The police department uses the scorecard to enact a complete change in culture, focusing the police department on crime prevention and community building and away from its previous emphasis on dealing with crimes after they occur. This demonstrates the two very different approaches for refining the scorecard accommodate to local operating departments.

Outlines the role of interactive technologies in the development of relationship marketing strategies.

In 1998, Newell Co., a manufacturer of low-tech, high-volume consumer goods, acquired Calphalon Corp., a high-end cookware company, and Rubbermaid, a $2 billion manufacturer of consumer and commercial plastic products. The case focuses on Newell's strategy and its elaboration throughout the organization, as well as the importance of selecting appropriate acquisitions to grow the company. Do Calphalon and Rubbermaid fit with the company's long-term strategy of growth through acquisition and superior service to volume customers? A rewritten version of an earlier case.