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Viva Macau (B)

by G. A. Donovan Dante Roscini

Supplement

Vodafone in Japan (A)

by Mayuka Yamazaki Mary Furey Juan Alcacer

Despite a rough start in the Japanese telecom market, by late 2003, Vodafone seemed to have weathered the storm, largely based on the strength of their mobile phone unit. But was it simply the calm before the storm?

VMware, Inc., 2008

by David B. Yoffie Michael Slind Andrei Hagiu

Paul Maritz took the helm of VMware in July 2008, just as the company confronted a radically new competitive environment. Since its founding in 1998, VMware had been the leading provider of virtualization software. Now it faced the kind of threat that every software company dreaded most: Microsoft, the world's largest software maker, was taking direct aim at its core market. As of June 2008, buyers of Microsoft's Windows Server 2008 operating system received a free, bundled version of Hyper-V, an advanced virtualization platform product. Looming over the impending competition between these two companies was the story of the "browser wars," in which Microsoft overwhelmed browser maker Netscape Communications by bundling the Internet Explorer browser with the Windows operating system. Did a similar fate await VMware? Maritz moved quickly and boldly to respond to the Microsoft threat--by deciding to offer a version of VMware's own virtualization platform product for free. But he still had to determine whether VMware's overall strategy was the right one. The case offers an overview of virtualization technology, a brief history of VMware, including descriptions of its acquisition by computer storage giant EMC, its August 2007 IPO, and Maritz's arrival as CEO; a summary of its product lines; a discussion of the ecosystem in which the company operates; and a survey of key competitors, including not only Microsoft, but also Citrix Systems and other providers that use the Xen virtualization platform. Finally, the case offers a description and analysis of several strategic options available to VMware.

Viva Macau (A)

by G. A. Donovan Dante Roscini

A fast-growing Macau-based airline backed by private US investors faces a dramatic expropriation in the wake of the first change of head of government since the former Portuguese colony became a Special Administrative Region of China. The case allows students to explore what Foreign Direct Investors can do to foresee a possible expropriation event and what options they might consider to protect themselves ex-ante or fight the outcome ex-post.

Vodafone in Japan (B)

by Mayuka Yamazaki Mary Furey Juan Alcacer

By 2005, Vodafone Group was losing its footing in the sophisticated Japanese telecom market. What were they doing wrong? Should they cut their losses and leave Japan, or could they learn from mistakes and turn things around?

Vivendi: Revitalizing a French Conglomerate (A)

by Cynthia A. Montgomery John M. Turner

Examines corporate strategy for a diversified firm in the French business context. Issues include corporate governance, vision, and the management of unrelated diversification. After the company's first loss ever, the Vivendi board elected a new chairman who completed a financial restructuring and articulated a new corporate strategy. His actions were in part determined by the French business environment, which does not easily permit staff reductions, and by the increasing importance of foreign investors in France.

The Vitality Group: Paying for Self-Care

by Regina E. Herzlinger

Vitality is part of a $2 billion start-up South African and U.K. health insurance firm. It has achieved excellent results in rewarding people for promoting their health. It is now contemplating how to enter the U.S. market.

Vitalia Franchise

by Regina E. Herzlinger Beatriz Munoz-Seca

Cathy Hoffmann has rapidly grown her novel facilities for day care therapy for elders with mild cognitive and physical problems. But she needs to decide whether to franchise or own the next expansion.

Vita: Cosmetics in the Nordics

by Krishna G. Palepu Das Narayandas Kerry Herman

Vita is a Norwegian cosmetics retailer owned by FSN Capital, a Scandinavian private equity company. The company has a strong market position in Norway. The case focuses on two strategic issues: how to develop an e-commerce strategy to supplement the company's traditional retail strategy, and how best to grow the company in Sweden. While both of these are potentially important future growth drivers, they also entail large investments in new capabilities, adversely affecting current performance. Given FSN's investment horizon, what is the best way to balance the short and long-term?

Visualizing the Ideal: The First Principle of Adjacency Growth

by Chris Zook

Repeatability is the essence of mastery and control, and the discovery of a repeatable formula, one of the most critical elements in the growth of a company, drives profitable growth. This chapter tackles visualizing the ideal adjacency moves, focusing on the characteristic of repeatability--a trait at the heart of some of the great instances of sustained, profitable growth--to drive wave after wave of growth over time.

Vistakon: 1 Day Acuvue Disposable Contact Lenses

by Alvin J. Silk Marie Bell Bruce Isaacson

Vistakon, an independent and entrepreneurial subsidiary of Johnson & Johnson, pioneered the production and marketing of disposable contact lenses with the 1987 launch of Acuvue, the first disposable extended-wear lens--a soft contact lens that patients wear for a period of less than two weeks and then abandon. By 1993, Acuvue was the leading brand of soft contact lens in the United States. In March 1994, Gary Kunkle, president of Vistakon, was presented with the test market results for an addition to the firm's product line, 1 Day Acuvue, the world's first daily disposable contact lens. The test market results raised a number of strategic issues relating to: 1) the positioning and pricing of the new daily wear disposable product; 2) cannibalization of the firm's existing extended-wear disposable lens; and 3) the mix of push and pull components required for the introductory marketing campaign to be effective in generating and coordinating demand from both eye-care professionals and consumers. In deciding how to proceed, Kunkle must evalute the risks associated with commencing an immediate launch with an unproven strategy as opposed to extending the test market.

Visionary Design Systems: Are Incentives Enough?

by George P. Baker Karin B. Monsler

A compensation case about Visionary Design Systems (VDS), a small, high-tech full service systems integration firm based in Silicon Valley with eleven offices throughout the country. All employees, including engineers, administrators, and receptionists, received a significant portion of their income from commissions and bonuses, and all were shareholders. The company espoused a philosophy of empowerment, under which all employees were given substantial decision-making authority, and were expected to act in the interests of the firm. This case examines one group that, although it had both the authority and the incentives to exploit a new market opportunity, continued to wait for top management's instructions and approval before making decisions or taking action.

Vision Thing

by Todd D. Jick

Describes the challenge of creating, communicating, and committing to a "vision" for an organization. Visions are characterized as a critical building block for stimulating a successful major change in an organization. Considers characteristics of a good vision, an effective visionary, and a process for giving commitment to a vision.

The Vision of a Management Model Fit for the Twenty-First Century: Realizing the Full Promise of Moving Beyond Budgeting

by Jeremy Hope Robin Fraser

This chapter outlines a new vision of a management model for the twenty-first century-one that is simple, low cost, and relevant, in tune with success factors of the information economy, and encourages good governance and ethical behavior-and how it is achieved by the adaptive and decentralized organization.

Virtual Vineyards

by Alvin J. Silk Jeffrey F. Rayport Thomas A. Gerace Lisa R. Klein

Virtual Vineyards markets wine from small California vineyards directly to consumers through its site on the World Wide Web. It also facilitates fulfillment of customer orders. The case focuses on the ways in which Virtual Vineyards provides value to end consumers through cofounder Peter Granoff's accessible but informal evaluations of individual wines and through its electronic Internet with the customer.

Virtual Team: A Collaborative Challenge

by Harvard Business Review Press

Many of today's teams are virtual--groups of individuals who communicate over e-mail, voicemail, telephone, videoconferencing hardware, etc. This approach to team decision making has its own unique challenges and advantages; this chapter examines them in detail.

e-Learning and the Science of Instruction

by Ruth C. Clark Richard E. Mayer

Thoroughly revised and updated, this third edition of the best-selling book offers a comprehensive review of multimedia learning for both users and designers. The book contains design principles that are written to increase learning while debunking many popular theories about good design. The book also contains the most current research and includes new topics (e-learning for educators, new delivery technologies, social media, and more) and offers helpful guidelines. The book's many examples: create working multimedia that inform the research guidelines; have been update to include real-world screen captures; extend principles to illustrate their application to synchronous e-learning tools.

Virtual Community: An Atomic E-Business Model

by Peter Weill Michael R. Vitale

Virtual communities can create significant value for their owners as well as for their members. This chapter describes how to implement a virtual community e-business model successfully and facilitate communication between members.

"Virtu," Virtue, and Success: Translating Your Moral Code into Management Practice

by Joseph L. Badaracco Jr.

Managers are often faced with tough ethical decisions that affect not only themselves, but define their organization's role in society and its relations with stakeholders. This chapter draws practical advice for managers facing difficult problems from Machiavelli's and Aristotle's theories on moral code, virtue, and success. This chapter is excerpted from "Defining Moments: When Managers Must Choose between Right and Right."

Virginia Mason Medical Center (Abridged)

by Richard Bohmer

In 2000, Dr. Gary Kaplan became CEO of the Virginia Mason Medical Center in Seattle, Washington. The hospital was facing significant challenges: It was losing money for the first time in its history, staff morale had plummeted, and area hospitals presented ardent competition. Considerable change was imminent. Within his first few months, Kaplan had rallied the organization around a new strategic direction: to become the quality leader in health care. What Kaplan and his administrators lacked was an effective tool to execute their strategy. Soon thereafter, a series of serendipitous events led to the discovery of the Toyota production system, and the Virginia Mason Medical Center became entrenched in an overwhelming challenge: how to institute a production model in health care.

Virginia Mason Medical Center

by Richard Bohmer Erika M. Ferlins

In 2000, Dr. Gary Kaplan became CEO of the Virginia Mason Medical Center in Seattle, Washington. The hospital was facing significant challenges: It was losing money for the first time in its history, staff morale had plummeted, and area hospitals presented ardent competition. Considerable change was imminent. Within his first few months, Kaplan had rallied the organization around a new strategic direction: to become the quality leader in health care. What Kaplan and his administrators lacked was an effective tool to execute their strategy. Soon thereafter, a series of serendipitous events led to the discovery of the Toyota production system, and the Virginia Mason Medical Center became entrenched in an overwhelming challenge: how to institute a production model in health care.

Virgin Mobile USA: Pricing for the Very First Time

by Gail Mcgovern

Dan Schulman, the CEO of Virgin Mobile USA, must develop a pricing strategy for a new wireless phone service targeted toward consumers in their teens and twenties, many of whom are believed to have poor credit quality and uneven usage patterns. Contrary to conventional industry wisdom, Schulman is convinced that he can build a profitable business based on this underrepresented target segment. The key is pricing. Schulman is currently debating three pricing options: 1) adopting a pricing structure that is roughly equivalent to the major carriers, 2) adopting a similar pricing structure, but with actual prices below the major carriers, or 3) coming up with a radically different pricing structure. With respect to the third option, Schulman is considering various alternatives, including a reliance on prepaid (as opposed to post-paid) plans and the total elimination of contracts. Includes color exhibits.

Showing 5,551 through 5,575 of 16,080 results

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