個案總覽

Woolf Farming Company, a privately owned family farming business in California's Central Valley, found its business threatened by a lack of water, brought on by a combination of drought, poor quality well water and unavailability of surface water due to federally imposed pumping restrictions. Woolf had been farming crops for more than 30 years, but this was the first time they suffered a water shortage so severe that crops had to be abandoned in the field. Even if there was short-term relief in the form of an increased allocation of water from the government, Woolf was concerned about water reliability and the need for additional infrastructure to provide long term water security to the region. If convinced that the water problem would be resolved, then Woolf should move quickly to purchase more land which was currently available at distressed prices. Yet some board members questioned the logic of additional investment in the region whose resources were so uncertain and wondered whether it was more prudent to pursue growth elsewhere. At the same time, some of Woolf's owners began to believe that more of the company's resources should be prioritized for dividends and other distributions as opposed to purely growth. What, if anything, could Woolf and other farmers do to influence the outcome?

Ford Pearson has recently taken over as CEO of HLB, a Chicago-based product design and development firm (and once one of the largest in the business), to help turn it around after a series of crises that had seriously threatened its survival. Pearson has personally invested in the firm, re-organized many aspects of its operations and has hired a younger executive and turnaround expert, Andrew Macey, as COO to help him in the effort. Pearson and Macey have several options to consider: Should HLB raise $1 million in debt financing and focus on a turnaround or should it approach a private equity investor and raise an additional $4 million and pursue a more aggressive productivity improvement plus growth strategy? While they consider these options in September 2008, the credit markets are about to clamp shut as a global financial crisis is around the corner.

This case describes the operating model and history of Red Tomato, a non-profit organization dedicated to branding and logistical support for locally grown produce farmers in the northeast U.S. The case highlights the challenges involved in making locally grown produce available to large consumer markets.

On July 17, 2009, Zappos.com, a privately-held online retailer of shoes, clothing, and other soft-line retail categories, learned that Amazon.com, a $19 billion multinational online retailer, had won its Board of Directors' approval to offer to merge the two companies. Amazon had been courting Zappos since 2005, hoping a merger would enable Amazon to expand and strengthen its market share in soft-line retail categories. While Amazon's interest intrigued Zappos' senior executives, they had not felt the time was right--until now. Amazon's offer-10 million shares of stock (valued at $807 million), $40 million in cash, restricted stock units for Zappos' employees, and a promise that Zappos could operate as an independent subsidiary-was on the table. Zappos' financial advisor, Morgan Stanley, estimated the future equity value of an IPO to be between $650 million and $905 million; this estimate skewed the Amazon offer-at least in financial terms--toward the high end of Zappos' estimated market value. Hsieh and Lin, Zappos' CEO and COO, respectively, knew that much of Zappos' growth, and hence its value, had been due to the company's strong culture and obsessive emphasis on customer service. In 2009, they were focusing on the three C's-clothing, customer service, and company culture--the keys to the company's continued growth. Hsieh and Lin had only a few days to consider whether to recommend the merger to Zappos' board at their July 21 meeting.

Three pressing challenges (equity split, extent of commitment to social responsibility, and product discoloration) confront VeeV, the world's first alcoholic beverage infused with acai berries. Brothers Courtney and Carter Reum founded VeeV in 2007 and the firm has experienced rapid growth since then. The case documents the backgrounds of the young founders, details the launch and early phase of the company, and presents three challenges the founders must address: how to split the equity of the new company, how far to go in their efforts to be a "green" and socially responsible brand; and an unexpected potential product quality issue.

Less than a week before Barack Obama was due to be sworn in as the 44th president of the United States, Obama for America (OFA), the president-elect's official campaign organization, announced the formation of a post-election organization, Organizing for America. The new organization would keep the campaign field team offices open after Obama took charge of the country for the express purpose of influencing supporters to back his administration's agenda. The case describes the activities of the Obama for America campaign and asks whether the new president should use social media tools to activate the grassroots, or whether he should abandon these unconventional tools in order not to upset politicians in Washington.

The equity research department of Credit Suisse and the expert network firm of Gerson Lehrman Group, historically competitors, have established a strategic alliance which both believe will give them a competitive advantage. Under the leadership of its head of equity research, Stefano NateIIa, Credit Suisse has responded to the continuing pressures on the sell-side research function with a focus on making it a revenue center. One pressure on sell-side research is the introduction of alternative business models for providing sell-side research, such as from expert networks like the Gerson Lehrman Group (GLG). GLG has established a network of nearly 200,000 experts who provide advice to institutional investors in a different way which emphasizes private consultations with these experts about questions of very specific interest to the investor. Natella and Saint-Amand have agreed to a two-year alliance which gives the analysts at Credit-Suisse access to the experts in GLG's network, as a way of improving the quality of their research. Credit Suisse can also get additional revenues by placing its analysis in the GLG network, although under some severe constraints. GLG gets additional revenues from its contract with Credit Suisse and from introductions to other potential clients that Credit Suisse will make. It also grows its network from the addition of the analysts at Credit Suisse. The alliance has been announced just before the financial markets began their meltdown in October of 2008, and both Natella and Saint-Amand are wondering what this means for the future of the alliance.

This case is set in 2008 and examines the challenges facing Amit Mehra, Managing Director of Reuters Market Light (RML), a newly formed unit within Thomson Reuters, as he tries to grow the business amid organisational and market upheaval. RML represented a creative venture by Thomson Reuters to leverage its competences and make money at the bottom of the pyramid. Specifically, RML was set up in 2007 to offer customised, localised and personalised weather forecasts, crop prices and local agricultural news via short message service text messages on mobile telephones to rural Indian farmers. To do so, it had to develop an appropriate business model that allowed it to make money in rural India. The case is therefore a perfect vehicle to discuss three interrelated themes: (1) corporate entrepreneurship - how big established companies can grow new ventures next to the established core; (2) playing two games at the same time - how established companies can compete with dual business models; and (3) scaling up a new business - how to grow a new business while protecting it from rival attacks and internal politics.

Marks & Spencer initiated a comprehensive approach to sustainability (reduction of waste, carbon emissions, fair trade) called Plan A. Does it offer a competitive advantage?

BMW is faced with potential channel conflicts across several EU country markets. The case concludes the (A) case's exploration of BMW's approach to redesigning the channel in Greece. The case provides details on both headquarter and country head perspective on BMW's channel strategy.

The marketing director of a new minor-league baseball team must design, conduct, and then interpret survey research to determine optimal ticket pricing that will yield large attendance figures and contribute to the owner's goal of breaking even in the first year of play. The pricing assignment becomes more challenging when other variables like concessions revenue are considered. Students are asked to complete a quantitative assignment as part of case analysis, but they must grapple with less quantifiable factors as well.

Supplement to case LBS134. This is the second of a three-case series. The (B) case describes the introduction of the new machine (called Nescafe Dolce Gusto) in October 2006, and compares its strategic positioning (and business model) relative to Nespresso. It examines the questions: (1) is the Nescafe Dolce Gusto strategic position substantially different from the Nespresso and Nescafe strategic positions? Has Nestle succeeded in entering the mass market with the new machine or is it simply crowding out Nespresso? and (2) was the choice of brand name appropriate?

Supplement to case LBS134. This is the second of a three-case series. The (B) case describes the introduction of the new machine (called Nescafe Dolce Gusto) in October 2006, and compares its strategic positioning (and business model) relative to Nespresso. It examines the questions: (1) is the Nescafe Dolce Gusto strategic position substantially different from the Nespresso and Nescafe strategic positions? Has Nestle succeeded in entering the mass market with the new machine or is it simply crowding out Nespresso? and (2) was the choice of brand name appropriate?

This is the second of a three-case series. The (B) case describes the introduction of the new machine (called Nescafe Dolce Gusto) in October 2006, and compares its strategic positioning (and business model) relative to Nespresso. It examines the questions: (1) is the Nescafe Dolce Gusto strategic position substantially different from the Nespresso and Nescafe strategic positions? Has Nestle succeeded in entering the mass market with the new machine or is it simply crowding out Nespresso? and (2) was the choice of brand name appropriate?

Rapid growth is pushing Burt's Bees' natural personal care products into mass distribution channels, with products and brand elements that are less quirky, more commercial than they used to be. Indeed, CEO John Replogle believes that by focusing on efficacious, natural, and unique ingredients, and also by promoting earth-friendly production processes, Burt's Bees will impose superior product expectations and win over the mainstream personal care category. Can Burt's Bees become the "Starbucks of personal care" without distancing itself too much from the people, values, and narratives that have made the brand successful thus far?

An abstract is not available for this product.

Amid efforts to engineer a turnaround at South African Airways (SAA), the CEO confronts an impending strike at the struggling company. How should the company address questions of distributive and procedural justice in post-Apartheid South Africa, and how should the CEO recover from a crucial misstep at the start of the strike? Chronicles the challenges and missteps of previous CEOs and the turnaround plan put in place by Ngqula to help curtail waste and abuse and capitalize on the growing international market.

Spreadsheet supplement for case 507-005.

Schwab management is evaluating the success of the recently launched "Talk to Chuck" advertising campaign. This campaign aims to differentiate Schwab in the cluttered financial services marketplace. Test market results facilitate discussion of advertising objectives, message strategy, media selection, and performance measures.

In an effort to capture market share in the children's foods category, Disney Consumer Products (DCP) debuted a broad line of "better for you" foods, ranging from fresh fruits and vegetables to frozen meals, through a partnership with Kroger supermarkets. In answer to a global obesity epidemic, DCP reformulated existing products and introduced new ones which met stringent nutritional requirements. Disney--and by extension, DCP--is highly influential with children: can the company use its "magic" to get children to switch from sugary, processed foods and become lifelong converts to a more nutritious diet? What is the food industry's responsibility in this controversial space?