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Showing 8,876 through 8,900 of 15,737 results

U.S. Bank of Washington

by Scott P. Mason Elizabeth R. Lawrence

A vice president of the U.S. Bank of Washington, a subsidiary of U.S. Bancorp, is asked to review a $6.5 million loan request from the Redhook Ale Brewery, a Seattle-based microbrewery. The case provides an understanding of the U.S. commercial banking industry and the role of a loan officer, and asks the student to assess a proposed loan. Provides an opportunity for financial statement and cash flow analysis.

Performance Pay at Safelite Auto Glass (A)

by Brian J. Hall Carleen Madigan Edward Lazear

Describes a company's changing of its compensation and incentive plan. In particular, it shows how a change from hourly pay to piece rate pay (for windshield installers) affected productivity, pay, and turnover.

Starbucks Coffee Company: Transformation and Renewal

by Nancy F. Koehn Kelly Mcnamara Nora N. Khan Elizabeth Legris

Starbucks Coffee Company: Transformation and Renewal analyzes the turnaround and reconstruction of Starbucks Coffee Company from 2008 to 2014 as led by CEO and co-founder Howard Schultz. The case offers executives and students an opportunity to examine in depth how Schultz and his team saved Starbucks from near-collapse, by both executing a deep, comprehensive return to its core values and, at the same time, investing in a range of new products, customer experiences and organizational capabilities designed to make the company fit for enduring success in a turbulent global economy. Set against the backdrop of the Great Recession, the case also considers the impact of unprecedented important shifts in consumer spending and confidence as well as new competitive forces on Starbucks' transformation. The case concludes by examining Schultz's own leadership journey, the lessons he learned personally during Starbucks transformation, and how he is using these lessons-within Starbucks and on the national stage-to redefine the roles and responsibilities of a public corporation in the 21st century.

MINI USA: Finding a New Advertising Agency (A)

by David B. Godes

Selling an intangible like advertising services is a difficult task. The first step is to understand how brands buy these services. What are they looking for? What do they need to learn? How do they go about assessing things like creativity, trust, and loyalty? This set of cases puts the students into the roles of the seller (an advertising agency named Butler, Shine, Stern and partners) and the buyer (MINI USA) and asks them to develop a sales strategy for advertising services. As outlined in the (B) case, the agency developed an intriguing and original approach to assessing the intangibles and students are asked to react to it from a sales perspective and to attempt to generalize the approach to other sales domains.

The Performance of the Biotech Industry: Promise Versus Reality

by Gary P. Pisano

Throughout the history of biotech, expectations have been high. The promise of the industry was that the through different (and superior) technology, the process of drug R&D would be transformed, and this transformation would lead to an avalanche of new drugs, and, of course, fuel profitability. In addition, it has been widely expected and perceived that smaller biotech firms are more productive at R&D than established pharmaceutical giants. This chapter explores these assumptions, examining the performance of the biotech industry over thirty years and presenting data on financial returns, profitability, and R&D productivity. This chapter is excerpted from "Science Business: The Promise, the Reality, and the Future of Biotech."

Thermo Electron Corp.

by Carliss Y. Baldwin Joetta Forsyth

George Hatsopoulos, CEO at Thermo Electron Corp., is considering whether to issue shares in a subsidiary via an initial public offering (IPO). The company has developed an unusual corporate structure in which subsidiaries fund new ventures by raising debt and equity in the capital markets, rather than through the parent company.

U.S. Airline Industry in 1995

by Anita M. Mcgahan Julia Kou

Describes the economic logic leading to the deregulation of the U.S. airline industry in 1978 and subsequent competitive developments. The roles of computerized reservation systems, airport hubs, route strategies, and fleet management are raised as unanticipated tactical responses. The decision focus of the case emphasizes the prospect of regulation. A rewritten version of an earlier case.

MindTree: A Community of Communities

by David A. Garvin Rachna Tahilyani

MindTree is a mid-sized Indian IT services company known for its knowledge management practices, its collaborative communities, and its strong culture and values. The CEO has set a goal of becoming a $1 billion company by 2014; to reach that goal, employees must create several new businesses. The head of knowledge management must decide how his function should change in order to become more supportive of innovation and new business development.

Starbucks Coffee Company in the 21st Century

by Katherine Miller Nancy F. Koehn Marya Besharov

The case explores the opportunities and challenges confronting Starbucks in the early 21st century. For more than 15 years, Starbucks has grown swiftly and successfully, helping create a large, dynamic market for specialty coffee, building one of the world's most powerful brands, and forging a new business model based on industry disrepair and responsible global citizenship. In 2008, Starbucks leadership faces a range of issues--inside and out of the company--related to that success. This case examines these issues in the context of a changing economy, increased competition, evolving consumer priorities, and the organization's place on the larger global stage.

Tysons Corner

by William J. Poorvu Richard E. Crum

Hollinswood Associates, a joint venture partnership, has developed and operated a Marriott Hotel in Tysons Corner, Virginia. The partnership has been very successful in the past but it is now facing a significant cash flow deficit. Designed to examine how a partnership evolves to deal with changing circumstances. Also exposes students to both the hotel industry and hotel development. The complex operating environment of the hotel industry provides a natural setting in which to explore partnership conflicts.

Performance Management at Intermountain Healthcare

by Richard Bohmer Alexander C. Romney

Intermountain Healthcare is a 21-hospital integrated delivery system serving Utah and southern Idaho that is nationally recognized for its highly structured approach to managing the quality of clinical care. This case describes Intermountain's system for improving clinical performance that makes use of the organization's extensive set of standardized clinical protocols and associated clinical process and outcome measures. The measures underpin a sophisticated set of financial incentives that are applied to both administrative and clinical staff. The case allows students to evaluate the strengths and weaknesses of financial incentives in clinical medicine.

Starbucks and Conservation International

by James E. Austin Cate Reavis

Starbucks, the world's leading specialty coffee company, developed a strategic alliance with Conservation International, a major international environmental nonprofit organization. The purpose of the alliance was to promote coffee-growing practices of small farms that would protect endangered habitats. The collaboration emerged from the company's corporate social responsibility policies and its coffee procurement strategy. The initial project was in the southern Mexican state of Chiapas and resulted in the incorporation of shade-grown coffee into the Starbucks product line, providing an attractive alternative market for the farmer cooperatives at a time when coffee producers were in economic crisis due to plummeting world prices. Simultaneously, the company had to deal with growing pressures from nonprofit organizations in the Fair Trade movement, demanding higher prices for farmers. Starbucks was reviewing the future of its alliance with Conservation International and its new coffee procurement guidelines aimed at promoting environmentally, socially, and economically sustainable coffee production. The nature of the industry puts the case in the global context from both the supply and demand sides.

There Is Good Money and There Is Bad Money

by Clayton M. Christensen Michael E. Raynor

The type of investment capital that corporate executives provide to new-growth businesses and the type of capital that managers accept represent fundamental early choices because they define investor expectations. According to the authors, the best money during the nascent years of a business is patient for growth but impatient for profit. This chapter will help corporate executives understand why this type of money tends to facilitate success while examining why the other type of capital--impatient for growth but patient for profit--is likely to condemn innovators if invested at the early stages.

Tyranny of Success: Managing for Today and Tomorrow

by Michael L. Tushman Charles A. O'Reilly

This chapter addresses the central challenge of managing for both short-term advantages and long-term strategic renewal, and suggests that developing this ability depends on a deep understanding of the dynamics of innovation and organizational change.

Minds Viewed Globally: A Personal Introduction--An Overview of the Five Minds for the Future

by Howard Gardner

The world of the future-with its ubiquitous search engines, robots, and other computational devices-will demand capacities that until now have been mere options. To meet this new world on its own terms, we should begin to cultivate these capacities now. This chapter describes the five minds that will be in demand in the future.

Performance Indicator

by Kenneth Corts

Performance Indicator is a start-up that holds patents on the use of color-change technology to indicate when golf balls have been damaged by exposure to water. Because golfers put two to five used golf balls into play for every one new ball they buy, the used golf ball market cuts severely into the sales of manufacturers. Performance Indicator's technology would dramatically curtail the availability of used balls, doubling or tripling the size of the market for new golf balls. At the time of the case, the founders have been pursuing this idea full time for five years, but have yet to convince any manufacturers to license their technology.

STAR TV in 1993: (A)

by Pankaj Ghemawat Timothy J. Keohane

Describes STAR TV, a pan-Asian satellite network that has standardized its strategy across its target markets. STAR's acquisition by Rupert Murdoch's News Corporation provides an opportune point to analyze whether the viability of this strategy is likely to increase or decrease over time. This analysis sets up a broader discussion of the dynamics of globalization.

Perfect CEO

by G. Felda Hardymon Ann Leamon

A venture capitalist must decide among three highly qualified candidates to be CEO of a start-up software company. Each has unique strengths and weaknesses and will take the company in very different directions. Whom should he recommend to the board?

Types of Strategy: Which Fits Your Business?

by Harvard Business Review Press

Every for-profit entity shares the same goal: to identify and pursue a business strategy that will give it a defensible and profitable hold on some segment of the marketplace. But there are many strategy frameworks available. This chapter describes the four basic strategies from which all others derive, enabling you to pick which one best fits your business.

Staples: A Year in the Life of a Start-Up

by Myra M. Hart

The case provides information on the development of the office superstore concept, building partnerships, creating the business plan, and recruiting a management team. Focuses on the detailed level of decision making required to transform an idea into a viable business. Heavy emphasis is placed on operating plans and integration. A rewritten version of earlier cases.

Mindfulness: An Essential Element of Resonant Leadership

by Annie Mckee Richard Boyatzis

Leaders develop their resonance and renew themselves by cultivating three essential elements: mindfulness, hope, and compassion. This chapter looks at what mindfulness is, how it works, and how effective leaders cultivate it to manage the inevitable cycle of sacrifice and renewal and to sustain their resonance.

Staples.com

by Thomas R. Eisenmann Joanna Jacobson Gillian Morris

Staples.com, the online unit of the U.S. office supplies retailing chain Staples, faces a range of strategic and organizational issues as it accelerates its growth. Should it pursue only existing Staples customers or consumers who do not shop in Staples stores? How quickly should it add services (e.g. legal, payroll, accounting) to its product offering? Which operating functions should be shared between the online units and the core business? Should Staples.com be spun off as a tracking stock?

The Theory Behind the Practice: A Brief Introduction to the Adaptive Leadership Framework

by Alexander Grashow Marty Linsky Ronald Heifetz

These are extraordinary times. Change is all around and the challenges of adapting and remaining competitive are urgent. Now, more than ever, leaders must be equipped to handle adaptive challenges and build the adaptive capacity of their organizations. First explored by authors Ron Heifetz and Marty Linsky in their books, "Leadership without Easy Answers" and "Leadership on the Line," adaptive leadership is the practice of mobilizing people to tackle though challenges and thrive, taking the best from history into the future. This chapter offers a primer on the theory of adaptive leadership. This chapter was originally published as chapter 2 of "The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World."

Mina O'Reilly at Logan Airport's TSA

by Michel Anteby Erin Mcfee

Mina O'Reilly, an officer at Logan Airport's Transportation Security Administration (TSA) in Boston, must discipline an employee responsible for a security breach that resulted in a 45-minute terminal closure during peak hours, a potential threat to traveler safety, and travel delays across the U.S. O'Reilly considers the impact of her decision on a shifting labor force: the growing divide between those employees deeply committed to the mission and those joining to simply find a job. The senior TSA staff and airlines are calling for accountability, but the person responsible for the breach is a passionate and valued employee who has been with TSA since its formation. As her shift approaches, O'Reilly must decide whether or not she can clock in as usual.

Showing 8,876 through 8,900 of 15,737 results

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