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Spreadsheet Supplement for case 296004

Craig Parks is a 1992 HBS graduate who, without much deliberation, returns to work for his former employer, Taylor Burton on Wall Street. The choice proves to be a poor fit for Craig. The case documents his decision-making process, personal history, and the dilemma he confronts once he realizes returning to Taylor Burton was the wrong decision.

The management of three U.S. multinationals have to decide whether to enter the Vietnam market and, if so, how.

Spreadsheet supplement for case 597020.

Spreadsheet supplement for case 597009.

The country manager of Gillette Indonesia is reviewing his 1996 marketing plan and considering whether the pace of market development and mix of product sales can be impacted by the level and type of Gillette expenditures in the market.

A major paper company is considering acquiring the assets of a company that is threatened by a hostile takeover. The acquisition can be evaluated in terms of industry attractiveness, comparative advantage, and cash-flow analysis.

Spreadsheet Supplement for case 297015

Highlights the general manager's role in building a self-renewing organization.

Edmund's publishes an automobile price guide in books (600,000 units per year) and over the Internet (16,000 users a day and growing). The site can be visited at www.edmunds.com. In the marketplace, it makes money selling books. In the marketspace, they make their money on referrals--referring customers to Auto-By-Tel, a car-shopping service, and GEICO, an auto insurer, among others.

The purpose of this case is: To familiarize the students with the changing landscape of health care delivery, through chains of retail medical centers and those offering value-based care (VBC). To discuss fundamental managerial decisions about their viability through the Framework used In Innovation in Health Care: What type of innovation is this? How well aligned is each with the Six Factors of Structure, Financing, Consumers, Accountability, Public Policy, and Technology? With the answers to the two questions above, what are the critical elements of their business model? The case features pre-class polls that essentially ask the students to rate the startups on a scale ranging from bankruptcy to success in five years. This case specifically discusses how the recent changes in the organization of health care delivery affect the job choices of a newly graduated MBA. He can join a new chain of retail medical centers (RMCs), which has raised $62 million in venture capital from a firm intrigued by the idea and the team. The idea is to attract patients who cannot see their regular Primary Care Physician (PCP) because he or she is not available or they do not have one. The RMCs are located in convenient locations ( eg. next to a supermarket with a large parking lot ) in middle-class towns in Massachusetts. They are open 8-8, seven days a week, and staffed by a PCP, nurse, additional personnel, and equipped with labs and X-ray equipment. They offer attractive benefits to this staff. Although they cannot handle emergency care, they can stabilize the patients and send them to a hospital. Their prices are like those of other PCPs and far lower than an Emergency Room. The RMCs face competition from existing PCPs in that locale, urgent care centers, and nearby hospitals. He has another job offer from a chain that manages Physicians through a one-year agreement with a prominent AMC (academic medical center) to capitate payment to the MDs.

Focuses on the difficulty established companies face when confronted with disruptive technological innovations. The power that their prior asset investments, their cost structures, and their customers have in constraining their investment and innovation decisions are clearly illustrated. Rewritten version of an earlier case.

In 1993, the firm began to move from a traditional hierarchical structure to client-focused teams. The case describes the process and some consequences of this restructuring. Performance seems to be improving, but some employees preferred the structure certainty and client variety of the old days. How does management deal with these issues?

Project management techniques have met with widespread acceptance as a means of expediting product development, making efficient use of resources, and stimulating cross-functional communication. Not only manufacturing firms, but also legal offices, hospitals, and local governments have accepted project management as an indispensable part of their operations. Yet failures and outright disasters abound in the history of project management. A study of these failures indicates a dozen sure-fire methods for dooming a project: ignore its environment; push a new technology to market too quickly; don't bother to build in fallback options; when problems occur, shoot the person most visible; let new ideas starve to death from inertia; don't bother conducting feasibility studies; never, ever admit a project is a failure; micromanage the project managers and their teams; never, ever conduct post-failure audits; never try to understand project trade-offs; let politics dictate crucial project decisions; and make sure the project is run by a weak leader. However, past failure need not discourage us from future efforts. Indeed, it is through these past failures that we gain the savvy to push on to successful ventures.

Spreadsheet Supplement for case 296084

Spreadsheet Supplement for case 197014

Two recent MBA graduates acquire a small and ailing metal-machining company that had manufactured small aerospace components. Through clever application of state-of-the-art manufacturing, engineering, and marketing/sales concepts, they turned the company into a growing and profitable business. The owners must now decide what new business opportunities to undertake given that they have achieved market share leadership in their niche.

Describes management's attempts to design and install a sophisticated planning and control system in an international company as it changes its strategy. Issues of strategy implementation, accountability, and performance measurement are at the core of the analysis, as managers confront difficulty and resistance in using the system for "strategic, operational, and financial" control.

Designed to illustrate the complexity of buyer-seller arrangements in an established industry. When movie studios negotiate with theater operators to show new films, the costs to the studios of making the films are largely sunk. Similarly, the costs to the theaters of showing films are also sunk. Thus, both parties to the exchange have high bargaining power and are vulnerable to hold-up. Allows students to identify the implications for industry structure. In particular, the case highlights the recent trend toward multiplexes and small screen sizes.

This case explains the plan of the Equitable Companies to sell a 20 percent interest in Donaldson, Lufkin & Jenrette (DLJ) via an equity carve-out in an initial public offering (IPO), and presents students the task of pricing DLJ's shares in the IPO. The company approached the pricing task using the method of comparable multiples. The case gives ample information on valuation multiples of peer firms. A key point of assessment is to choose which industry segment DLJ competes in so that an appropriate multiple may be chosen. The case also describes the equity-underwriting process in detail. It presents a rich range of industry information, affording an opportunity to discuss forces of change in the investment-banking industry. The teaching note explains how the case may be used to explore the trade-off between maximizing the offering price and supporting the trading of shares in the aftermarket. This case is an abridgement of the A (F-1145) and B (F-1146) cases, which may be taught alone or together. Taught together, they would ordinarily require two class periods. The instructor may cover the general subject matter of the A and B cases by using this abridged version.