個案總覽

Supplement to case IN1303. This case describes the strategy of a renewable energy charity in Peru attempting to transition to a social enterprise. The charity uses a combination of strategies, including a multi-tiered pricing strategy and using local entrepreneurs to adapt the business model for local conditions.

The case complements "Moshe Kahlon: Telecommunications Reform and Competition in Israel's Cellular Market (A)," HBS case number 417-017, which addresses reforms to regulations in Israel's telecommunications industry initiated and implemented under the leadership of Minister of Communications Moshe Kahlon in 2009-2010. The case highlights the challenges faced by a politician attempting to institute regulatory and legislative reforms in the face of uncertainty and resistance from an incumbent oligopoly. When Kahlon entered office, three cellular companies, Pelephone, Cellcom, and Partner (the Big Three), dominated the market. Against Big Three opposition, Kahlon must decide whether to continue pushing changes to introduce new competitors in the industry, remove contract termination fees, and reduce the payment of inter-connection fees between cellular providers, which advantaged incumbent companies and drove up consumer prices. Kahlon applied a distinct political style that won him support from career civil servants within the ministry of communications and ministry of finance, from the press, and from the public. This (B) case describes the successful implementation of the reforms, which led to the entry of new competitors into the industry, a sharp decline in consumer prices, and layoffs and declining performance at the Big Three.

Supplement for product 9B16C032.

Supplement to case W16664.

In December 2014, the City of Amsterdam and Airbnb announced an MOU to promote responsible home-sharing and to simplify the payment of tourist tax for hosts in the City. It was the most comprehensive agreement that Airbnb had with any city in the world. It's final provision read, "The parties trust that theirs will be a fruitful cooperation." However, both sides were uncertain about how the agreement would be received. Molly Turner, Airbnb's Global Head of Civic Partnership and Tanja de Coster, an Airbnb lawyer in Europe, were unsure how Airbnb's hosts would react. As were their Airbnb colleagues. Laila Frank, who had been an advisor to the Deputy Mayor in Amsterdam, heralded the reputational gains from the agreement for the city, "We were worldwide news. In that way it worked out really well." But she acknowledged that there were also skeptical points of view. "The only immediate result was the tax agreement, which we were really happy about. But the rest had to be proven."

Timm Veizenburg is an entrepreneur who is reviving his family's tradition of dress-shirt making. He realizes that an issue that initially looked like a markdown management problem may, in fact, be rooted in procurement. Operating in the modern data-rich environment, Timm asks an associate to prepare data about one product line, and together they examine the company's current procurement practice, where the production is outsourced to supply chain partners in western Ukraine, as well as two alternatives, with local sourcing and supply chain flexibility. The case presents a realistic dataset students can work with to master their data-analysis and modeling skills, with an application to operations and supply chain analytics. The case works well in business analytics electives within an MBA program, in specialized business analytics programs, as well as in Executive Education, and is effective in demonstrating approaches to data-driven decision making in managing operations and supply chains.

Supplement to case E528. 500 Startups continued its expansion of accelerators and venture capital to cover a global footprint for underserved entrepreneurial markets between 2014 and 2016. As investment returns began to occur, the organization looked to grow and expand beyond Silicon Valley and increase its presence in locations that were underserved by traditional venture capital. The case tells of the activities of McClure and the leadership team as they spread their activities across Asia and the Middle East, and became increasingly active in the venture and accelerator landscape.

In 2016, 24 Hour Fitness was the number-two fitness chain in the United States, generating revenues of $1.4 billion from 441 clubs serving 3.8 million members. Based in San Ramon, California, 24 Hour Fitness operated clubs in 13 states. Having grown rapidly to become the largest club operator by 2004, the company was sold to a private equity group in 2005 for $1.6 billion. The growth continued until the original founder, Mark Mastrov, left in 2008. Since then, growth had stagnated, and the company lost its leadership position to LA Fitness in 2012. Throughout, 24 Hour Fitness had retained its traditional positioning, offering several club types to satisfy a wide range of customers concentrated in a particular area at affordable prices averaging $39 per month. However, this positioning was increasingly coming under pressure. Small studios offering focused facilities at as little as $10 per month were growing, while LA Fitness provided full-line gyms for an average of $33 per month. Premium clubs also continued to flourish, while the competition from not-for-profits such as university and employee gyms continued unabated. In 2016, the new CEO announced a new strategy to counter these challenges: rebranding 24 Hour as a lifestyle and media company. He declared, "We know we can do great things. We're very excited about the platform that we have to build on." Perhaps this strategy would help restore the company's fortunes.

This (D) case is a supplement to HBS case no. 717-404 "BlackRock (A): Selling the Systems?"

By many measures the largest health-club chain in the United States in the early 2000s, in 2014 Bally Total Fitness sold most of its remaining fitness clubs to 24 Hour Fitness and disappeared from the industry top 100 rankings. After Bally was bedeviled by accounting fraud which indicated that it had never made a profit, several groups of investors tried to rescue the company, but their efforts were to no avail. It was an ignominious end.

This B case is a supplement to HBS case no. 717-404 "BlackRock (A): Selling the Systems?"

This (C) case is a supplement to HBS case no. 717-404 "BlackRock (A): Selling the Systems?"

This sequel accompanies case number 1999 (HKS766). This case looks at public-private partnership (PPP) between the Health Ministry for the government of Lesotho and a private consortium headed up by Netcare, a South African company, to build and operate a new referral hospital and four feeder clinics in Maseru, the nation's capital. The project was one of the first efforts to design a PPP in Africa for the construction and the operation of a major hospital plus the clinical services. The project is perceived by the International Finance Corporation as a major success. The case focuses on three issues: 1. the steps taken by the government, IFC, and the private parties to form a workable public-private partnership; 2. the design and implementation of the key performance indicators contained in the contract; and 3. the sustainability of the project in light of higher than anticipated costs and lower quality health services in other areas of the country, which have resulted in a demand for services from the new clinic and hospital far in excess of the numbers originally forecast. Case number 1999.2

Supplement to case W16649.

Supplement to case W16625.

Supplement to case M363A.

Supplement to case M363A.

Supplement to case W16607.

Supplement for product 9B16N016.

Supplement to case IN1274. The case illustrates a wide range of strategic and implementation issues that companies face in mergers and acquisitions (M&A), particularly in an emerging market such as China. The three-part case is about Sunac, a real estate company listed on Hong Kong Stock Exchange (HKSE), and its various attempts to expand by acquiring other real estate businesses in China. Case (A) describes the overall industry environment, value chain, and analyses of Sunac (the acquirer) and Greentown (the target). It explains the macroeconomic background and the details of proposed transaction in May 2014. Case (B) reveals what happened after Sunac had paid HKD6.3 billion for Greentown. Case (C) describes two further acquisition attempts by Sunac in 2015 - of Kaisa and Yurun.