個案總覽

Boston Beer's current light-beer offering, Boston Lightship, has not been successful, and a student team is charged with investigating the problem and recommending a strategy. Highlights issues around branding, target customer selection, and cannibalization, and introduces the ZMET. Includes color exhibits.

Presents Andrew Cousin's efforts to buy a manufacturing business via a search fund. Includes the investment memorandum for the proposed purchase of Terry Hinge & Hardware.

As product complexity and the rate of market change have dramatically increased over the last years, firms find it increasingly difficult to forecast product requirements in their development processes. This article redefines the problem from one of improving forecasting to one of increasing product development agility and thus reducing the need for accurate long-term forecasts. It introduces the notion of development flexibility, shows how it can be measured, and presents results from a large empirical study on integrated systems development, which found that projects using flexible technologies outperformed projects using inflexible technologies by a factor of 2.2 (in person-months). Finally, the article proposes three major strategies for introducing flexibility into organizations. These strategies can help firms increase their agility and position themselves to succeed in accelerating and more turbulent markets.

The long-term trend of manufacturing management to adopt "best practice" has had an expressed preference for Japanese production systems as a means of generating industrial success. While commentators have noted the lack of correlation between imitation and competitive advantage, one of the reasons for this failure--namely, the very range of operating methods among Japanese producers--has not been so fully explored. This article uses evidence from the U.K. automobile industry to illustrate the disappointing impact of Japanization and best practice, and it suggests that managers should concentrate on the development of strategic competencies and the aligning of manufacturing with corporate strategy.

Roberts Enterprise Development Fund (REDF) transformed its philanthropic practice into a social venture capital practice in 1997 with a portfolio of nonprofit enterprises in the San Francisco Bay Area. This case presents REDF's analysis of the changing needs of the nonprofit marketplace.

This human services contracting case describes an innovative system launched by the Oklahoma Department of Rehabilitative Services when faced with what it viewed as skyrocketing costs and ineffectual assistance for citizens with severe disabilities. Under fiscal pressure, the Department decided on a drastic change in its historic approach to contracting--which had reimbursed service providers for their billable hours. The new, "milestones" approach would reward vendors, instead, for specific results, on the road toward employment for the disabled. The case describes the virtues of the milestones system, as seen by the state; the fears of service providers and advocates that the new incentive system would cause a deterioration in the nature of assistance and therapy; and the early results of the program. Supported by a grant from Innovations in American Government Program; written for the Hauser Center for Nonprofit Institutions. HKS Case Number 1477.0

Highlights issues related to the impact of the Internet on industry and technology convergence. RealNetworks has succeeded in establishing its position as a market leader (over 90% market share) in the Internet streaming media segment. Can they maintain this position now that Microsoft has entered the market?

Supplements the (A) case.

Supplements the (A) case.

This case may be taught singly or used as a merger-negotiation exercise with "Daimler-Benz A. G.: Negotiations between Daimler and Chrysler" (UV0110).Set in February 1998, the case places students in the position of negotiators for the company; their task is to value both firms, assess the potential earnings dilution of a combination, and negotiate a detailed agreement with their counterpart. The case can be used to explore such interesting negotiation issues as determination of a share-exchange ratio, treatment of major stockholders, and structuring a deal. Also, the case and exercise can be used to spark a discussion of acquisition in comparison with strategic alliance, or other less formal models of combination.

This case may be taught singly or used as a merger-negotiation exercise with "Chrysler Corporation: Negotiations between Daimler and Chrysler" (UV0085). Set in February 1998, the case places students in the position of negotiators for the company; their task is to value both firms, assess the potential earnings dilution of a combination, and negotiate a detailed agreement with their counterpart. The case can be used to explore such interesting negotiation issues as determination of a share-exchange ratio, treatment of major stockholders, and structuring a deal. Also, the case and exercise can be used to spark a discussion of acquisition in comparison with strategic alliance, or other less formal models of combination.

This is an MIT Sloan Management Review article. Once viewed as "less developed countries," emerging markets (EMs) now offer a significant growth opportunity for multinational corporations. Because EMs differ dramatically from mature markets, they raise new strategic questions that traditional marketing frameworks do not resolve. Traditional models argue against first-mover advantages in EMs. However, additional sources of advantage--favorable government relations, pent-up demand, marketing productivity, marketing resources, and consequent learning--can make early market entry a desirable option. The authors provide a framework, oriented toward demand rather than risk, that enables companies to assess long-term market potential, identify business prospects, and predict potential benefits. Using the framework, companies can categorize EMs on the basis of short- and long-term potential. Once a multinational corporation decides to enter a market, it needs new frameworks to guide product and partner policy decisions. The different patterns of market development in EMs imply that, contrary to conventional models, companies can expand the market rapidly, should offer a combination of global imported brands and locally made joint venture brands, and use EMs to test product innovations. The design and management of relationships with local distributor partners is the most critical challenge for executives. In the areas of industry experience, direct selling, local autonomy, and exclusivity, experienced multinationals are adapting the approaches employed in developed markets in ways that are appropriate for emerging ones.

This is an MIT Sloan Management Review article. Global business today requires leaders to be like explorers, guiding their organizations through unfamiliar and turbulent environments. With markets, suppliers, competitors, technology, and customers around the world constantly shifting, traditional leadership models no longer work. The authors' three-year study across Europe, North America, and Asia indicates that companies seek more global leaders and desire future global leaders of higher caliber and quality. Research results reveal that every global leader needs certain core qualities: exhibit character, or the capacity to build relationships with people from different backgrounds and to act with high ethical standards; embrace duality, or know when and whether to act and initiate change, depending on country or region; and demonstrate savvy, or recognize worldwide market opportunities and understanding firm capabilities. Inquisitiveness--a sense of adventure and a desire to experience new things--must underlie each of these characteristics. Four strategies are particularly effective in developing global leaders: foreign travel, with immersion in the country's way of life; the formation of teams comprising individuals with diverse backgrounds and perspectives; training that involves classroom and action learning projects; and overseas assignments, which serve to broaden the outlook of future global leaders.

This nonprofit strategic planning case tells the story of the Phoenix-based National Family Legal Foundation, an anti-pornography advocacy group which, after attaining national influence during the 1980s, finds itself, in 1995, nearly bankrupt and without a clear mission. When Charles Dunlap, a local real estate developer, agrees to join the board of directors, he unknowingly takes the first step toward a central role in deciding the fate of NFLF. With little left to work with but a skeleton staff and a small group of committed board members, Dunlap, thrust into a central role, must decide whether there is any way the organization can be effective, given its now-limited resources, or whether the time has come to close up shop.

Reviews Cisco System's approach to implementing Oracle's Enterprise Resource Planning (ERP) software product. This case chronologically reviews the diverse, critical success factors and obstacles facing Cisco during its implementation. Cisco faced the need for information systems replacement based on its significant growth potential and its reliance on failing legacy systems. The discussion focuses on where management was particularly savvy in contrast to where it was the beneficiary of good fortune.

Spreadsheet supplement for case 699-022.

Supplements the (A) case.

Spreadsheet Supplement for case 299018.