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Innovation at 3M Corp. (A), Spreadsheet Supplement
Spreadsheet supplement for 699-012. -
MicroFridge: The Concept
Robert Bennett, who has a Master's degree in engineering, wants to exploit his idea to combine a refrigerator, freezer, and 500-watt microwave into an 87-pound, 4-foot-high appliance to sell to college students. Bennett must decide which markets to serve, which competitors he must contend with, with whom to collaborate, and what core capabilities to build. -
Commodity Busters: Be a Price Maker, Not a Price Taker!
Describes how to manage the pricing process so that your product or service does not become a commodity, and so that you have substantial price latitude. Designed for sales, marketing, and general managers responsible for price making and related activities. -
Wells Fargo Online Financial Services (B), Spreadsheet Supplement
Spreadsheet Supplement for case 199019 -
Disney's "The Lion King" (A): The $2 Billion Movie
In 1994, just 10 years after its filmed entertainment division lost $33 million, Disney's animated creation "The Lion King" became the second highest grossing film ever. In addition to drawing $740 million in worldwide box office sales, its merchandise sales exceeded $1.5 billion. This case describes Disney CEO Michael Eisner's strategy in rebuilding the filmed entertainment division, the making of "The Lion King," and the design and execution of a mini-Lion King retail industry. Along with the movie's achievements, Disney was experiencing internal chaos. -
Disney's "The Lion King" (B): The Synergy Group
In the late 1980s, Disney CEO Michael Eisner introduced a synergy group to the company's organizational structure. The synergy group was responsible for keeping all of Disney's divisions informed and updated on company projects and marketing strategies. -
Disney's "The Lion King" (C): Repeat Performance?
Three of Disney's animated films that followed "The Lion King"-"Pocahontas," "Toy Story," and "The Hunchback of Notre Dame"-were significantly less successful at the box office and in retail sales. Meanwhile, Disney was focusing on developing live-action blockbusters. -
Himscorp, Inc.
Himscorp is an industry consolidation of records storage companies providing management and retrieval services of active medical records to healthcare institutions. Kent Dauten, a former general partner at Madison Dearborn Partners with 15 years of venture capital and buyout experience, has personally sponsored the industry consolidation and is considering whether to invest in growth, sell to a strategic buyer, or pursue an initial public offering. This case presents an opportunity to discuss the process of a roll-up and the sources of value creation. -
Record Masters
Kent Dauten, a former general partner at the Chicago private equity firm of Madison Dearborn Partners, has engaged in a search to personally sponsor a buyout in which he can play an active management role. He has received a selling memorandum for Record Masters, a records storage company providing management and retrieval services for active medical records to health care institutions. The case presents excerpts from the selling memorandum and asks students to assess the attractiveness of the opportunity, key risks, valuation, and deal structuring. -
Overview of the Nonprofit Sector
Provides brief background information to aid in understanding the U.S. and international nonprofit sectors. -
Hudson's Seafood Corporation (A)
This case is appropriate for teaching courses in operations, leadrership, strategy, and managing a small business. A founder is faced with several issues concerning the service operations of his two restaurants. An immediate issue as to how to resolve an employee-relations problem has surfaced between the servers and their assistants. But the more comprehensive and perplexing problem is whether to change the service-operations package at one of the restaurants where personnel problems have adversely affected the quality of the food, and customers appear to be confused as to what kind of restaurant it is. These problems have forced the owner to examine the fundamental strategies used to deliver services at the restaurant, and to analyze its target markets. Another issue is future business investment. There is a teaching note (OM-0875TN) available. -
General Motors Corp. (B): Financial Policies
The second in a four-part series, the case details the financial policies and practices at General Motors from 1990 to 1996. This part describes the stated financial policies of the firm, including its approach to capital structure, liability structure, equity structure, dividends, cash balances, and risk management. -
General Motors Corp. (C): 1990-92
The third in a four-part series, this case details the financial policies and practices at General Motors from 1990 to 1996. This part describes the firm's financial responses to the business stresses it faced in the 1992 time period. -
General Motors Corp. (D): 1993-96
The fourth in a four-part series, the case details the financial policies and practices at General Motors from 1990 to 1996. This case describes the set of financial decisions taken by the firm as its business recovered, and focuses on an immediate decision faced by GM's treasurer in 1996. He must decide whether to recommend that the board hold "excess" cash, disburse it to shareholders via a dividend increase, or repurchase shares. In addition, the repurchase alternative offers a number of tactical choices, including whether to engage in a put-writing program or an accelerated share repurchase. -
Business Plan for Room for Dessert: Adding Unique Ingredients to Life's Balancing Act
Summarizes the business plan for a concept restaurant focused on late evening dessert service as well as its subsequent rollout plan. -
Product Development at Dell Computer Corp.
Describes how Dell redesigned its new product development process after experiencing a major product setback and a significant decline in firm profits in 1993. Dell's new process is challenged during the development of a new line of portable computers when the incoming head of portables has to manage the risk of using a new technology. This case focuses on: (1) product development process design, (2) the costs and benefits of flexibility and structure in uncertain environments, and, (3) managing development risk during and after a financial and market setback. -
Lark International Entertainment Ltd. (A)
Two HBS MBA's leave McKinsey and Morgan Stanley to become entrepreneurs in Hong Kong. Together they start up a cinema chain throughout Asia. This case describes the experiences of managing a team in their Wuhan, China cinema. Looks at the challenges of managing growth in an entrepreneurial venture in an emerging market; leading a multicultural team; and coping with headquarter-field relationships. -
Lark International Entertainment Ltd. (B)
Supplements the (A) case. -
Lark International Entertainment Ltd. (C)
Supplements the (A) case. -
Product Development at Dell Computer Corp., Spreadsheet Supplement
Spreadsheet supplement for case 699010.