- Table View
- List View
In October 1982, Johnson & Johnson was confronted with a major crisis when seven deaths were attributed to poisoned Tylenol. The case reviews the facts as known a week after the incident occurred, and raises a wide range of questions regarding consumer behavior, corporate responsibility, and competitive reaction.
A manufacturer of private-label personal care products must decide whether to fund an unprecedented expansion of manufacturing capacity. The decision prompts fundamental financial analysis of the potential project, including development of cash flow projections and net present value calculations. Students will be required to compute net operating profit after tax, cash investment in working capital, and ongoing capital expenditures for a proposed investment, and to discount values to the present. The case also facilitates a systematic consideration of the company's capital planning process.
Within a short time frame, seven diverse team members assemble to write a business plan for a new company and struggle to define their roles, make decisions together, and resolve conflict. Henry Tam, a second-year Harvard MBA student, who joins an aspiring start-up company and a fellow classmate to enter the school's business plan contest. The founders of the company are two internationally accomplished musicians and a 1987 Harvard MBA, all Russian, who are trying to create, produce, and sell a unique computer-based music game. Conflict builds as the team generates a range of ideas about how to market their product, but has trouble agreeing on which ideas to pursue. Henry Tam wrestles with how to fix the problems that have hindered the team's progress.
The case focuses on the career of Horst Dassler, the son of the founder of the German-based sports shoe manufacturer Adidas. The origins of the firm were in the interwar years, and it rose to public prominence after it provided spikes for the famous African-American sprinter in the 1936 Berlin Olympics. From the 1950s Horst cultivated relationships with athletes and national associations to expand his sports apparel business and develop sports sponsorship, competing fiercely against competitors such as Puma and Nike. During the 1970s he played a key role in commercializing the international soccer federation FIFA, including creating a television market for soccer, and he subsequently became a key force behind arranging sponsorships and broadcasting rights for the Olympics. The case explores the drivers of success of this major consumer brand, and provdes the opportunity to discuss the positives and negatives of the globalization and commercialization of sport.
Implications for Suppliers, Consumers, and Employers: Moving to Value-Based Competition in the U.S. Health Care Systemby Michael E. Porter Elizabeth Olmsted Teisberg
Suppliers, consumers, and employers have an important role in catalyzing and supporting value-based competition in health care. By moving to value-based thinking themselves, these parties will benefit while speeding systemic transformation. There is no need to wait for regulatory reform or for other system participants to act. This chapter takes a high-level look at how suppliers as a group can better enable and support such competition; describes the roles that consumers should play in a value-based system, and the expectations they should set for health plans and providers; and discusses why employers have missed the opportunity to drive value improvement in the health care system, and how they can reinforce the shift to value-based competition.
For those considering the abandonment of the annual budgeting process in favor of more adaptive management processes, this chapter draws important lessons from the implementation of budgeting alternatives at several firms.
Johnson Wax has produced a new hair conditioner for problem hair. Before committing themselves to test market, they analyze the new product using a field based, pretest-market procedure called ASSESSOR. The testing reveals product positioning, advertising, and promotion insights which are important in the repositioning of the product.
Marisa Caris oversees real estate investments for the IBET Pension Fund. She must value each of the existing eight properties and determine a strategy for going forward. A rewritten version of an earlier case.
This case describes how to champion and implement organizational change from the middle by recounting the experiences of Iz-Lynn Chan at Far East Organization.
A series of caselets exploring the accounting for liabilities.
A Hard Look at the Options Ahead: The Reality of the Changing Workplace-What's in Store for Generation X?by Tamara Erickson
The nature and availability of work is changing in important ways, ways that will significantly affect the opportunities open to Generation X over the next several decades. And most of the news is good. Despite near-term job shortages, the longer-term outlook for work is promising. The trend is toward tighter labor markets, providing you greater leverage to find the work you want. Better still, the nature of work, spurred by continuous changes in technology, promises opportunities that are more closely aligned with your values and with the types of lives that you and your fellow X'ers want to lead. This chapter provides a detailed look at changes in immigration, outsourcing, productivity, the nature of the organization, and what that means for Generation X - and what you need to do to take advantage. This chapter was originally published as Chapter 5 of What's Next, Gen X?: Keeping Up, Moving Ahead, and Getting the Career You Want.
Global brands such as L'Oreal and Oil of Olay dominate China's skin care market. A Chinese domestic brand, after some success in partnership with Sephora in Europe, aspires to challenge the French and U.S. brands' hold on the China market. It must decide how to segment the market, how to position against global assurances of quality and purity, and how to balance its Chinese heritage claims with claims of modernity. The China skin care market is growing extraordinarily fast. Is that an asset or a liability?
An important distinction is drawn in psychology between explicit and implicit knowledge. Explicit knowledge refers to consciously held beliefs about an individual or object that often draws on the remembering of experiences in the past. In contrast, implicit knowledge refers to the cognitive associations a consumer holds between two constructs that exist outside his or her conscious awareness. Although it is possible that explicit and implicit knowledge correspond, the exciting opportunity for marketers is that often there is a discrepancy; that is, what a consumer believes explicitly may have no bearing on his or her actual behavior.
Introduces the fundamental notions of activity-based costing (ABC). Motivates ABC by means of a simple example, a single and a diversified pen factory. Proceeds to show how ABC assigns costs more accurately to products and customers by: 1) identifying the activities being performed by organizational resources; 2) assigning resource costs to the activities; 3) identifying all the products, services, and customers of the organization; and 4) assigning activity costs to these outputs via activity cost drivers. Also covers activity attributes, such as the cost hierarchy, value and non-value added, and business processes, as well as different types of activity cost drivers: transaction, duration, and intensity. Closes with the admonition to balance the benefits from more accurate cost estimates with the cost of developing an appropriate activity-based cost system.
Describes the evolution of Johnsonville Sausage through a generation of management and from a small operation to a large concern of over 500 employees. Describes how each of the functional areas in the firm has evolved, and how its structure and systems have changed over the years.
HCAs ratio of debt to total capital is approaching 70%, jeopardizing its single-A bond rating. Students must determine an appropriate target debt ratio for HCA in light of its growth objectives, its acquisition strategy and its changing regulatory environment.
IBM's Corporate Citizenship office created a social and organizational innovation in public education through a business-school partnership. IBM's Stanley Litow was the key architect in designing Pathways in Technology Early College High School, known as P-TECH. The open enrollment high school located in New York City's Brooklyn was launched in 2011 through a joint partnership between IBM, City University of New York (CUNY), and the New York City Department of Education (NYCDOE). The innovative design incorporated career and technical education (CTE), STEM (science, technology, engineering, and math), and early college. Students could graduate with an associate degree (essentially, two free years of college) and be "first in line" for jobs at IBM. The school was already seeing remarkable results; one third of the inaugural class entered P-TECH below grade level and nearly all students were promoted to the 10th grade and more than half of them took college courses before the end of their sophomore year. This case explores the motivation behind P-TECH (a growing skills gap), how it was developed along with the challenges, and the attention generated by the unique school design.
Do you inspire people? To lead your organization through adaptive change, you need the ability to inspire. Inspiration is not an innate quality reserved for the rare and gifted charismatic individual. With practice, anyone can strengthen the skill and deploy it for leadership. This chapter explains how to find and use your own voice, shaped by the purposes that move you, the particular challenges facing your organization and the world, and your own style of communication. This chapter was originally published as chapter 21 of "The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World."
During the 20-year evolution of a family-owned, entrepreneurial sailboat company, two founders leverage their design and marketing skills to build one of the most recognized brands in the recreational boating industry. The founder then considers management succession and the need to improve financial planning and control systems to capitalize on brand value.
Is it ever appropriate to restrict people's liberties to protect them from their own bad decisions? One of the advantages of the nineteenth-century economic view of human nature is that it leads to straightforward answers to these kinds of questions. To almost any policy problem, the believer in rationality replies: leave it up to the market. But unfortunately, the freedom of personal choice has proven not to be the cure-all that its proponents claim it to be. Even when people know what they want out of life, they often lack the decision-making competence to obtain these goals. In this chapter, Ubel describes the efforts of behavioral economists to challenge the traditional economic view that society faces an all-or-nothing choice between liberty and coercion. This chapter is excerpted from "Free Market Madness: Why Human Nature Is at Odds with Economics--and Why It Matters."
Gary Van Spronsen, president of Miller SQA, has been asked to leave the thriving subsidiary he helped to reinvent to join Herman Miller's corporate initiative on innovation. Miller SQA has pioneered processes new to the Herman Miller organization, such as computer-assisted sales and value chain integration. This case details the innovations that have led to a completely new business model for a previously underserved market and highlights the integration of target customer, product design, manufacturing, and supply chain management. Includes color exhibits.
Although many managers are proficient in reading financial statements, most are not yet masters of the accounting concepts and processes from which this data is derived. This chapter examines seven key accounting issues that affect your performance as a manager: GAAP, accrual vs. cash accounting, accounting for inventories, accounting for depreciation, the account treatment of leases, the principle of historic cost, and cost accounting.
Introduces students and executives to the case method and provides a generalized approach to cases.
Select your format based upon: 1) how you want to read your book, and 2) compatibility with your reading tool. To learn more about using Bookshare with your device, visit the Help Center.
Here is an overview of the specialized formats that Bookshare offers its members with links that go to the Help Center for more information.
- Bookshare Web Reader - a customized reading tool for Bookshare members offering all the features of DAISY with a single click of the "Read Now" link.
- DAISY (Digital Accessible Information System) - a digital book file format. DAISY books from Bookshare are DAISY 3.0 text files that work with just about every type of access technology that reads text. Books that contain images will have the download option of ‘DAISY Text with Images’.
- BRF (Braille Refreshable Format) - digital Braille for use with refreshable Braille devices and Braille embossers.
- MP3 (Mpeg audio layer 3) - Provides audio only with no text. These books are created with a text-to-speech engine and spoken by Kendra, a high quality synthetic voice from Ivona. Any device that supports MP3 playback is compatible.
- DAISY Audio - Similar to the Daisy 3.0 option above; however, this option uses MP3 files created with our text-to-speech engine that utilizes Ivonas Kendra voice. This format will work with Daisy Audio compatible players such as Victor Reader Stream and Read2Go.