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Go shopping in the "dollar channel" with this case, which explores the decision of a fast-growing company to expand its distribution network. The case provides financial information that allows students to build an understanding of the basic distribution-network design, which covers inbound transportation, outbound transportation, distribution-center operations, and inventory.

From a converted muffler repair shop, Ray Kelner launched RLK Media in 1985, selling its radical audio speakers to affluent connoisseurs for $20,000 a pop. By the 1990s, RLK had grown into a billion-dollar business. But things are no longer going so well, and chairman Keith Harrington lays it all at the feet of CEO Lars Inman. "Your margins have evaporated," he barks. "You're missing your numbers. People aren't buying the old product, and you don't have anything new." But RLK might just have something new: the iVid headset prototype is light-years ahead of the competition. All Ray needs is another 18 months (or so) and $6 million to hire 10 elite software developers and he could put RLK back on the map. Lars considers outsourcing software development to Inova Laboratories in India, which promises to move RLK from prototype to volume manufacturing in 12 months--at a fifth the cost. But Ray is adamant. His group is just too tightly knit. Should Lars outsource R&D anyway? Commenting on this fictional case study in R0507A and R0507Z, are Larry Huston, VP for innovation and knowledge at Procter & Gamble; former Xerox chief scientist John Seely Brown and consultant John Hagel III; Claremont Graduate University professor Jean Lipman-Blumen; and Azim Premji, chairman of Wipro, an IT services company based in Bangalore, India.

From a converted muffler repair shop, Ray Kelner launched RLK Media in 1985, selling its radical audio speakers to affluent connoisseurs for $20,000 a pop. By the 1990s, RLK had grown into a billion-dollar business. But things are no longer going so well, and chairman Keith Harrington lays it all at the feet of CEO Lars Inman. "Your margins have evaporated," he barks. "You're missing your numbers. People aren't buying the old product, and you don't have anything new." But RLK might just have something new: the iVid headset prototype is light-years ahead of the competition. All Ray needs is another 18 months (or so) and $6 million to hire 10 elite software developers and he could put RLK back on the map. Lars considers outsourcing software development to Inova Laboratories in India, which promises to move RLK from prototype to volume manufacturing in 12 months--at a fifth the cost. But Ray is adamant. His group is just too tightly knit. Should Lars outsource R&D anyway? Commenting on this fictional case study in reprints R0507A and R0507Z are Larry Huston, VP for innovation and knowledge at Procter & Gamble; former Xerox chief scientist John Seely Brown and consultant John Hagel III; Claremont Graduate University professor Jean Lipman-Blumen; and Azim Premji, chairman of Wipro, an IT services company based in Bangalore, India.

From a converted muffler repair shop, Ray Kelner launched RLK Media in 1985, selling its radical audio speakers to affluent connoisseurs for $20,000 a pop. By the 1990s, RLK had grown into a billion-dollar business. But things are no longer going so well, and chairman Keith Harrington lays it all at the feet of CEO Lars Inman. "Your margins have evaporated," he barks. "You're missing your numbers. People aren't buying the old product, and you don't have anything new." But RLK might just have something new: the iVid headset prototype is light-years ahead of the competition. All Ray needs is another 18 months (or so) and $6 million to hire 10 elite software developers and he could put RLK back on the map. Lars considers outsourcing software development to Inova Laboratories in India, which promises to move RLK from prototype to volume manufacturing in 12 months--at a fifth the cost. But Ray is adamant. His group is just too tightly knit. Should Lars outsource R&D anyway? Commenting on this fictional case study in reprints R0507A and R0507Z are Larry Huston, VP for innovation and knowledge at Procter & Gamble; former Xerox chief scientist John Seely Brown and consultant John Hagel III; Claremont Graduate University professor Jean Lipman-Blumen; and Azim Premji, chairman of Wipro, an IT services company based in Bangalore, India.

In Fall 2003, Mikhail Khodorkovsky, Russia's richest man and the CEO of Yukos, the second-largest Russian oil producer with a market capitalization of US$26 billion, was arrested and thrown into jail on charges of fraud. Several days later he resigned as CEO of Yukos. This case study tells the story of the rise and fall of a young man whom some would call a brilliant entrepreneur, and others would call a scoundrel. The case includes an interview with Khodorkovsky when he was still CEO, and offers a rare opportunity to examine the leadership philosophy of one of Russia's top business leaders.

In a maturing market, HPÂ’s attention moved from Return on Sales to Return on Net Assets. Mismatches between demand and supply, aggrevated by a long supply chain, were a burden on profit. HP realized that conventional logistics costs (warehousing, inventories, transport) were only the tip of the iceberg. Hidden underneath were large costs due to price protection, material devaluation, returns and obsoletes (Inventory Driven Costs). Uncovering all true demand/supply mismatch costs allowed HP to redress the situation and restore competitiveness.

Danfoss is one of Denmark's largest family firms, producing components for a wide range of industrial control activity. Spanning the period 1996-2004, the case begins by looking at Danfoss' globalisation strategy, then focuses on its specific experience and learning in China, before returning to the wider challenges that globalisation in China poses for Danfoss as a whole. The focus is on the Refrigeration & Controls (RC) division, the key Danfoss division to enter China.

This case describes the challenges faced by the cosmetics division of a large corporation when determining the set of products to develop in 2004. The key players involved are the centralized R&D center and the decentralized brands. The case provides data to estimate the utilization rate of the R and D center. It also describes how the R and D center is organized to develop various types of product lines. "

This case describes the rights offering by CSM in 2002 which was largely judged to be a failure despite the company receiving the full planned proceeds. The case takes the reader through the rights offering process, and details the "hiccups" arising from adverse market conditions as well as process mismanagement. It also allows the reader to use actual data provided by several top broker research analysts to conduct a valuation exercise. Other questions addressed include: Does price matter in a rights offering? Are investors rational? How does one gauge the value of a project?

As a Harvard University freshman in 1992, Eric Dawson began working on a social service project known as Peace Games, a one-day festival to teach school-age children about peace and cooperation. Dawson, however, had bigger ideas for the program. Operating first within Harvard, and later through the independent nonprofit that he founded, Dawson transformed Peace Games from a simple celebration of community into a kindergarten-8th grade, year-long conflict-resolution curriculum that he hoped to implement in schools across the country. As challenging and as critical as the program design itself, however, was the need to create, fund, and manage an organization capable of carrying the project forward. This case tells the story of how Dawson developed Peace Games in the Boston area; established a Peace Games outpost beyond Massachusetts; and attempted to launch a major nationwide expansion deemed essential not only to reach significant numbers of children and communities, but to attract the funding the organization needed to survive. HKS Case Number 1795.0

Tracks the development of the Kmart discount store chain from its inception in 1961 to its peak in 1990 and examines the contribution of each Kmart chief executive to the chain's success. In, parallel, compares the performance of Wal-Mart over the same period along a number of financial and strategic dimensions.

Jim Poss' enterprise, Seahorse Power Co. (SPC), was an engineering start-up that encouraged the adoption of designing products that were cheaper and more efficient than 20th century technologies. Poss was sure that his first product, a patent-pending, solar-powered trash compactor, could make a real difference. After funding the product development and testing, by may 2004, SPC had six team members. They had all been given an equity stake in exchanged for their part-time services. Poss was seeking funding to allow him to take the business to the next level--a larger production run with reduced component costs and increased production efficiencies. Chronicles the evolution of the company and places Poss at the critical juncture of deciding how best to deal with potential investors and funding alternatives.

When is it possible to create a dual advantage of being both low cost and differentiated? In this case, students assess whether Samsung Electronics has been able to achieve such a dual advantage, and if so, how this was possible. Moreover, Samsung Electronics' long-held competitive advantage is under renewed attack. Students also can assess how Samsung should respond to large-scale Chinese entry into its industry.

Describes how Amazon's distribution system evolved from the company's inception. In 2003, Amazon Europe must decide how to reconfigure its distribution network in light of expected growth, products proliferation, and geographical expansion in Europe. Examines how characteristics of suppliers and customers differ across the markets Amazon serves in Europe. The protagonist must consider the degree of centralization appropriate for the European network, where inventory should be held, what fulfillment models should be used, and how to manage risks of supply disruption.

Examines the resignation of Philip Purcell as chairman and CEO of Morgan Stanley as a result of poor performance and cultural problems, as well as his relationship to the board of directors.

Alex Montana sat at his desk pondering the career decision before him. Alex was director of the North American division of ESH Manufacturing, a $4.6 billion, Cleveland-based company with operations on three continents. ESH's CEO had just offered Montana a promotion to global vice-president. Normally, Montana would have jumped at such an opportunity, but he worried about its impact on his already strained personal life. Since his last promotion, he had trouble balancing an increasingly demanding workload with his responsibilities to his wife and daughter at home. Montana felt pressure to accept the promotion. His boss expected him to accept; in fact, his boss had emphasized that he had no second choice. He had always dreamed of making it big in the business world. Success in this new role could put him in the running for COO and, eventually, CEO. But at what cost?

Focuses on Microsoft's strategy for sustaining competitive advantage in the global software industry. Also, explores Microsoft's history and its current position, as it tries to diversify its product and service revenue streams.

Ford Motor Co., General Motors, and DaimlerChrysler--the three original equipment manufacturers (OEMs) that dominated the automotive industry throughout the 20th century--launched Covisint in February 2000 as an industry supply chain exchange that would drive out cost and help manage the complex communications within the rigidly hierarchical industry. The Big 3 sourced entire components of cars from large Tier 1 suppliers. By limiting the number of partners and using online technologies to support collaboration and performance tracking, as well as drive out costs from the supply chain, the OEMs hoped that cycle times could be shortened and they could finally achieve a build-to-order car. A successful exchange that united the industry was vital to this vision. Covisint was founded with "borrowed" Bid 3 employees and over $250 million in funding from the OEMs. Its business model morphed several times as it raced to bring products to market and to meet the demands of its founders. The start-up burned through six CEOs in three years and now Bob Paul is considering whether to take on the CEO hot seat.

An unprecedented bidding war for the Chinese fourth-largest beer maker, Haerbin Brewery, broke out between the world top two breweries--Anheuser-Busch and SABMiller. Presents the different strategies these companies adopted to enter Chinese market. Anheuser-Busch entered the Chinese market with its nearly fully owned subsidiary and promoted its own brand, Budweiser, whereas SABMiller knocked through the market with its joint venture with CRE. Its expansion in China came mostly through mergers--it did not introduce into the market its own world-famous brand. Anheuser-Busch, on the other hand, went down the acquisition road, first with Tsingtao and then with the Haerbin brewery.

Explores the challenges of commercializing a bleeding-edge technology. After seven years, E Ink has spent more than $100 million to commercialize electronic ink. With business momentum picking up, but resources running out, the case examines the key trade-offs in bringing a new technology to market.