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Spreadsheet supplement for case 605-015.

IBM Europe is trying to expand business-to-business (B2B) efforts with its large distributors of midrange systems. These efforts aim to automate many transactions and business processes, removing the need for human involvement. IBM has completed an initial project with the German company Magirus; this project automated the transmission of midrange system orders for Magirus' internal information systems to IBM's systems. The leaders of the IBM effort face two principal challenges: accelerating the pace of subsequent efforts and convincing more distributors to take part.

MK Taxi Tokyo has developed a system to allow customers to use their mobile phones to find and contact the cab closest to them, bypassing the dispatch center. The system, called the Private Chauffeur Service (PCS), makes use of NTT's i-mode service, which essentially turns mobile phones into small Internet terminals. MK worked with NTT to develop an application that physically locates each PCS caller, determines the closest cab, and automatically connects the customer with the cab's driver for a voice call. At the time of the case, Maasaki Aoki, the head of MK Tokyo, wonders how best to expand and enhance the PCS service.

Two managers discuss the benefits, costs, opportunities, and headaches of corporate computing. Topics include security, training, the Internet and Web, collaboration, productivity, Moore's Law, computer crashes, upgrades, open source software, network effects, enterprise computing, and competitive differentiation via IT.

In 2003, Zara's CIO must decide whether to upgrade the retailer's IT infrastructure and capabilities. At the time of the case, the company relies on an out-of-date operating system for its store terminals and has no full-time network in place across stores. Despite these limitations, however, Zara's parent company, Inditex, has built an extraordinarily well-performing value chain that is by far the most responsive in the industry. The case describes this value chain, concentrating on its operations and IT infrastructure.

Spreadsheet supplement for 604-081.

The large food service company SYSCO has decided to purchase business intelligence (BI) software, a technology intended to provide superior monitoring and analysis capabilities. Twila Day, assistant vice president of technology and applications, is in charge of the BI project and must determine exactly how much software to buy. She must also plan the BI implementation throughout the company. After conferring with Business Objects, the BI application's vendor, SYSCO has decided initially to configure the software and train employees to address only a limited set of questions.

Spreadsheet supplement for case 604080.

Chief Technology Officer Barry Golding is meeting with Mathews & Co.'s department heads to ask for another round of investment so he can begin implementing customer relationship management software at the menswear chain. For months, he has been the CRM project's cheerleader, and it is Barry whose reputation is at stake. He quickly loses control of the meeting. One department head is disappointed that so few of her wish list items are in Barry's latest plan. Another is sour on the project now that he's discovered he won't get any payback for two years. The CEO, who has given the project his blessing, isn't present to back up Barry. Barry can't see what he could have done to keep the department heads on his side. But a friend later tells him about what she calls the "blue sky paradox:" You have to get people to dream big to sell a project, but by doing that you set them up to be disappointed. What can Barry do to save the project? Commenting on this fictional case study in R0312A and R0312Z, are Nathaniel Leonard, the supply chain director of Goodyear's Engineered Products business; Andrew McAfee, an assistant professor at Harvard Business School; Barry J. Gilway, the executive vice-president of Zurich North America Services; and John Freeland, the managing partner of Accenture's CRM practice.

Chief Technology Officer Barry Golding is meeting with Mathews & Co.'s department heads to ask for another round of investment so he can begin implementing customer relationship management software at the menswear chain. For months, he has been the CRM project's cheerleader, and it is Barry whose reputation is at stake. He quickly loses control of the meeting. One department head is disappointed that so few of her wish list items are in Barry's latest plan. Another is sour on the project now that he's discovered he won't get any payback for two years. The CEO, who has given the project his blessing, isn't present to back up Barry. Barry can't see what he could have done to keep the department heads on his side. But a friend later tells him about what she calls the "blue sky paradox:" You have to get people to dream big to sell a project, but by doing that you set them up to be disappointed. What can Barry do to save the project? Commenting on this fictional case study in R0312A and R0312Z, are Nathaniel Leonard, the supply chain director of Goodyear's Engineered Products business; Andrew McAfee, an assistant professor at Harvard Business School; Barry J. Gilway, the executive vice-president of Zurich North America Services; and John Freeland, the managing partner of Accenture's CRM practice.

Supplements Your Next IT Strategy.

Supplements the (A) case.

The Dubai Ports Authority (DPA) wishes to digitize many of the documents it shares with its external partners, including shipping lines and agents, merchants, and the country's customs authority. DPA also wishes to automate the many document transmissions related to ships' manifests. At the time of the case, the worldwide shipping industry is characterized by low levels of automation, a proliferation of incompatible data standards, and many independent players. All of these factors complicate digitization efforts. DPA decides to write its manifest documentation system itself and must make several other decisions related to system implementation and rollout.

Mount Auburn Hospital is preparing to introduce a physician order entry (POE) system throughout the hospital, starting with the labor and delivery ward. POE systems replace paper-based and oral medication ordering processes with an information system; the physician uses the system to enter medication orders, which are then transferred to the hospital's pharmacy. This is Mount Auburn's first experience with POE systems, and the implementation team must determine how best to introduce the technology to the physicians and other personnel who will use it.

Examines Webvan's operations and the processes by which it delivers groceries that were ordered from the Internet to customers' homes. Recounts Webvan's history from founding through early 2001 and concentrates on the unique approaches to warehousing, delivery, scheduling, and to a lesser extent, marketing and information technology. Also examines the rest of the Webvan business model and how it was formulated. At the time of the case, there is great pessimism, reflected in the press and the company's share price, that Webvan will be able to execute its business model profitably or even stay in business. Webvan's business model relied heavily on properly designed and executed operations, and it appears clear that the company's operations were neither. In addition, the mismatch between visiting operational capabilities and the operational requirements imposed by the rest of the business model appear to be severe.

Alibris is an Internet-era company providing search and fulfillment services for hard-to-find (rare, used, and out-of-print) books. At the time of the case, the company had made decisions to change its revenue model, to become involved in the fulfillment process for each book it sells by establishing a cross-dock facility, and to purchase Oracle's Internet commerce software. However, the implementation of this software has been very difficult, delaying the launch of the new fulfillment business and costing large amounts of money at a time when cash is scarce. The company's leaders, who are not IT professionals, must decide whether to continue with Oracle or begin anew with another product.

Takes place more than two years after the (A) case. Alibris has weathered the storms and has built a popular, growing business. As the Christmas season of 2000 approaches, the company is confronted with two IT projects that both seem urgent and important. The first is an effort to replace the software tool used by book dealers and others to upload their listing to the Alibris database. The current tool is error prone and does not provide rich information about each book uploaded. This lack of rich information makes useful searches of the Alibris database difficult. The second project involves ensuring the integrity of the database itself. Recent evidence suggests that records are not being uploaded, updated, and deleted as they should be in all cases, with adverse effects for customers. Alibris must decide which of the two projects to pursue immediately. There are not enough resources to do both.

Describes a leading pharmaceutical company's approach to developing e-business capabilities throughout the organization. Highlights the company's decision to approach e-business on a more centralized manner.

Moore Medical is a medium-sized distributor of medical supplies to practitioners, such as podiatrists and emergency medical technicians. At the time of the case, it has relied on traditional customer channels such as catalogs, phones, and faxes to communicate product offerings, promotions, and availability, and to take orders. It is now attempting to shift to a "bricks and clicks" distributor with a strong Internet presence. It has already made substantial investments in an e-commerce Web site and in "back office" ERP software to improve the fulfillment performance of its four distribution centers. The ERP software has not lived up to expectations in all areas, and the company must decide whether to invest in more modules for this system that might address its shortcomings. It must also decide whether to make a significant additional investment in customer relationship management software.

Syncra Systems makes Internet-based software that allows supply chain partners to compare disparate forecasts and production plans, to uncover any discrepancies among them, and to address these issues. However, many potential Syncra customers perceive that they will pay for the software that will benefit others, making Syncra's products a questionable investment. Syncra must find effective ways to address this concern during the sales process. In addition, the company must decide how to best position its products for the marketplace, where they can potentially add great value.