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Clarks (C) describes the turnaround of C&J Clarks Ltd., 1993-2002. It describes the roles of family chairman Roger Pedder, and CEO Timothy Parker, in this successful effort.
Organizational change, by definition, cannot take place in a vacuum; communicating in a concise, candid, heart-felt manner is critical to the success of your change effort. This chapter describes key activities and tactics, and provides several assessment tools that will help you move individuals from total lack of awareness of the problem to understanding and committing to the vision.
Industry foresight gives a company the potential to get to the future first and stake out a leadership position. This chapter shows how to develop the prescience needed to proactively shape industry evolution.
In successful change efforts, the direction of change is widely communicated for both understanding and gut-level buy-in. This chapter guides you through this step in the change process, highlighting some of the reasons vision communication typically fails, and providing examples of what it looks like when organizations succeed at getting as many people as possible acting to make the change vision a reality.
Because externally focused processes require cooperation from outsiders, as well as their resources, managing analytics related to external processes is a greater challenge than managing those related to processes within an organization's complete control. This chapter addresses applications of analytics to external relationships with customers and suppliers. This chapter was originally published as Chapter 5 of "Competing on Analytics."
Effective leaders pay careful attention to how they are seen and heard. This chapter explores the ways in which leaders construct compelling narratives about themselves and their contexts, and the ways in which they identify the channels of communication that work best for them.
Competing on Analytics with Internal Processes: Financial, Manufacturing, R&D, and Human Resource Applicationsby Thomas H. Davenport Jeanne G. Harris
This chapter focuses on internal business processes and the challenge not only of identifying internal applications of business analytics, but of finding some applications that are clearly strategic and involve competitive advantage. This chapter was originally published as Chapter 4 of "Competing on Analytics."
Communicating a vision for change and gaining understanding and commitment to a new direction is never an easy task, especially in large enterprises. However, the new vision must be constantly and effectively communicated in order to create a shared sense of a desirable future, which helps motivate and coordinate the transformation effort. This chapter was originally published as Chapter 6 of "Leading Change."
This note defines the concepts of business model and the value loop. It also introduces business model representations and proposes four tests for evaluating business models in isolation. This is the first note in a series of three written for the HBS elective course "Competing through Business Models."
"The Adventures of an IT Leader" invites readers to "walk in the shoes" of Jim Barton, the new CIO of the fictional IVK Corporation, as he spends a difficult year learning effective information technology leadership, sidestepping the pitfalls that make the CIO job the most volatile, high-turnover job in the business. After IVK is shaken by a security crisis, Barton is forced to address his fall from grace as CIO and determine a course of action not only for addressing the crisis and improving security, but for rebuilding confidence in him and in IT as well. A key aspect of this turnaround will be communication with the CEO and senior leadership team. This chapter is excerpted from "The Adventures of an IT Leader."
Introductory note on communications policy for use in first year marketing. Focuses on: Target selection; message delineation; communications intensity; alternative communications; means and media; economics of communications decisions; and need for consistency in communications programs. Assumes that students have previously read Consumer Analysis, Market Analysis, and Note on Marketing Arithmetic and Related Marketing Terms.
This chapter discusses what must be done to turn industry foresight into reality and outpace competitors on the road to market leadership.
Focuses on a decision by the European Competition Commissioner Mario Monti about U.S.-based Microsoft Corp. Sun has complained to the commission that Microsoft has installed components in its desktop operating system that only "talk" to Microsoft operating systems for servers. Sun has further complained that Microsoft released information about its operating systems to some partners but not to Sun. The commission has issued a formal complaint, but Monti's decision is still pending at the time of the case. As background for this decision, the case contains information about the U.S. antitrust case against Microsoft, U.S. and European competition laws, and how European lawmakers have dealt with interconnections among IT components in the past.
Describes the FCC hearings which were designed to determine Comsat's cost of equity. Comsat's risks are examined, and expert testimony is given. Objective of the case is to estimate Comsat's cost of equity.
Communispace is the market leader in creating and managing private, brand-focused online communities for major corporate clients. These communities have provided its clients with insights into how consumers view their brands, with quick feedback on potential marketing decisions, and with a sounding board for new product ideas. Now, a potential client has asked Communispace to build and manage an online community for the sole purpose of fostering Word-of-Mouth for a new brand it was launching. Should Communispace take on this assignment?
In the Competition Simulator Exercise, students explore through trial and error some important economic foundations of competitive strategy and managerial economics. In particular, the simulator let students explore horizontal differentiation with and without price setting, strategic complements and substitutes and their implications for commitment and for first-mover advantage, the effect of the number of competitors on the competitiveness of a market, capacity limitations and judo economics, natural monopoly and the effect of market size, technology choice as entry deterrence, endogenous economies of scale, and capacity limitation in commodity markets.
The India Way stands in striking contrast to the business practices of other countries and offers valuable lessons for Western executives looking for innovative ways to grow their companies. In this chapter, authors Peter Cappelli, Harbir Singh, Jitendra Singh, and Michael Useem focus on the distinctive ways in which Indian business leaders find competitive advantage and new customers through creative value propositions. The authors look closely at Bharti Airtel's shockingly innovative reverse outsourcing of its mobile telephone network, Cognizant Technology Solutions' counterintuitive offering of first-class IT services at rock-bottom prices, and Hindustan Unilever's "Project Shakti," a system for selling products via rural self-help groups. Taken together, these stories richly illustrate how organizational architecture, company culture, and competitive strategy form the heart of the India Way of doing business. This chapter was originally published as Chapter 5 of The India Way: How India's Top Business Leaders Are Revolutionizing Management.
The owner of an ice cream company must evaluate the performance of three regional businesses. To do the analysis, students must flex the budget by seasonal temperature; calculate revenue, volume, price, and efficiency variances; analyze the effects of transfer prices; and calculate return-on-investment. In addition, the owner considers how to set strategic boundaries and how to compensate his managers.
Describes the issues surrounding the funding of a centralized research service that supports two related divisions. The company has a very decentralized and financially driven culture, and the centralized service is used unequally, setting up a conflict. A rewritten version of an earlier case.
Supplements the (A) case. A rewritten version of an earlier supplement.
Sizing up a head-to-head competition first involves assessing the combatants' strengths and weaknesses. Firms measure each others' resources, processes, and values. Where asymmetries develop between capabilities and market demands, opportunities arise for disruption. This chapter discusses why companies must continually scan a broad competitive horizon for both direct and indirect assaults.
The newly privatized Chilean telephone company, Compania de Telefonos de Chile (CTC) must raise substantial new funds externally in order to finance its expansion program. This task is complicated by Chile's small, illiquid capital markets and the skeptical view of Latin American borrowers held by investors outside of the region. CTC's chief financial officer must determine if listing American Depository Receipts (ADRs) on the New York Stock Exchange is a viable financing option for the company.
Tells the story of the rise and fall of Atari Corp., the dominant player in arcade and home video games in the 1970s and early 1980s. During this period, Atari grew from a $500 initial investment into a $2 billion in revenues per year enterprise, becoming the fastest growing company in the history of the United States. The wild ride came to a crashing halt in 1983, however, when the bottom dropped out of the video game market, partly as a result of Atari's actions (or inaction). This is part of a case series examining the competitive dynamics in the home video game industry from 1970 into the new millennium. A rewritten version of an earlier case.
Tells the story of Nintendo's revival of the home video game industry in the mid-1980s and its dominance of the market in the late 1980s and early 1990s. Strategic issues addressed include the creation of value by sparking dormant demand and the capture of value relative to other players in the industry including competitors, buyers, suppliers, and complementors. This is part of a case series examining the competitive dynamics in the home video game industry from 1970 into the new millennium. A rewritten version of an earlier case.
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