6. Wal-Mart Stores in 2003 Setting: Description:
Publication Date: Sep 18, United States; Examine's Wal-Mart's development over three decades and provides financial and descriptive detail of its
2003 Retail industry; domestic operations. In 2003, Wal-Mart's Supercenter business has surpassed its domestic business as the
Availability: In Stock $245 billion largest generator of revenues. Its international operation seems poised to become the next growth driver for
Author(s): Pankaj Ghemawat, revenues; the company as it marches toward the trillion dollar sales mark. But problems are starting to surface even as
Stephen P. Bradley, Ken Mark 1965-2003 the company is winning recognition as the number one company in the Fortune 500--unions keep pressuring
Type: Case (Library) its minimum-wage employees and allegations of gender discrimination are alleged. Teaching purpose: To
Product Number: 9-704-430 introduce students to creating a competitive advantage.
Language: English Subjects Covered:
Revision Date: Competitive advantage, Corporate strategy, Discount department stores, Distribution planning, Information
Jan 30, 2004 technology, International business, Management controls, Mass merchandising.
Length: 32p Assignment Sheet and Assessment Rubric Available
In 1980, Apple was the leader of the personal computer industry, but by 2002 it had suffered heavy losses at
Apple Computer—2002 computer industry;
the hands of the Wintel camp. This case examines Apple's strategic moves as the PC industry evolves in the
David B. Yoffie, Yusi Wang Fortune 500; $5.4
21st century and poses the question: Can Steve Jobs make Apple "insanely great" again?
Product Number: 9-702-469 billion revenues;
Competitive advantage, Corporate strategy, Industry analysis, Strategy formulation.
Apple Computer, 2005 Apple has reaped the benefits of its innovative music player, the iPod. However, its PC and server business
David B. Yoffie, Barbara J. continue to hold small market share relative to the worldwide computer market over the past few years. Will
Mack the iPod lure new users to the Mac? Will Apple be able to produce another cutting-edge device quickly?
Product Number: 9-705-469 Subjects Covered:
Computer systems, Innovation.
Bitter Competition: The Setting:
Holland Sweetener Co. vs. Global; Sugars &
NutraSweet (A) sweeteners
The NutraSweet Co. has very successfully marketed aspartame, a low-calorie, high-intensity sweetener,
Publication Date: Dec 28, industry; large; $2
around the world. NutraSweet's position was protected by patents until 1987 in Europe, Canada, and Japan,
1993 billion revenues;
and until the end of 1992 in the United States. The case series describes the competition that ensued between
Availability: In Stock 1965-1992
NutraSweet and the Holland Sweetener Co. (HSC) following HSC's entry into the aspartame market in 1987.
Describes the subsequent move and countermove in both the marketplace and the courts. Also, discusses the
business "game" that takes place at both the tactical and value levels. Ends with the final countdown to the
Costello, Julia Kou
expiration of NutraSweet's U.S. patent.
Type: Case (Field)
Product Number: 9-794-079
Beverages, Competition, Food, Game theory, Patents, Strategy formulation.
Assignment Sheet and Assessment Rubric Available
Nov 13, 2000
6. Corporate Level Setting
Describes the development of a successful corporate strategy based on the acquisition and subsequent
consolidation of low-technology manufacturing companies. Starting with a company history and discussion of
Cooper Industries’ current business segments, the case goes on to detail the innovation of corporate headquarters in strategy
Corporate Strategy (A) formulation and operations. Highlights the synergistic possibilities in alike acquisitions and addresses the issue
David J. Collis; Toby Stuart of long-term value creation in acquisition-oriented firms. Emphasis is placed on the systems and procedures
1991 (Update 1995) 26 pages installed to implement the corporate strategy.
Subjects Covered: Acquisitions, Competition, Competitive strategy, Corporate strategy, Finance, Mergers,
Mergers & acquisitions, Strategic planning, Strategy formulation, Strategy implementation.
7. Allianz (A1): An Insurer Setting: Description:
Acquiring a Bank? Germany; Financial The deal of the year in 2002, was the acquisition of Dresdner Bank by Allianz. Written from the perspectives of
Joseph L. Bower, Marc L. services; 37 billion Allianz's CEO, Henning Schulte-Noelle, before and after the deal and a regional manager implementing the
Bertoneche, Anders Sjoman, euros revenues; concept of a full-line financial service provider. Presents the original question facing Schulte-Noelle: "Should
Sonja E. Hout 2000-2001 Allianz acquire Dresdner?"
Pub. Date: August 16, 2004 Subjects Covered:
Product Number: 9-305-013 Acquisitions, Banking, Financial services, Implementation, Insurance, Strategic planning.
Google, Inc. Mountain View, CA;
Publication Date: United States;
Jan 12, 2006 Advertising Describes Google's history, business model, governance structure, corporate culture, and processes for
Revision Date: industry; Internet managing innovation. Reviews Google's recent strategic initiatives and the threats they pose to Yahoo,
Feb 21, 2006 & online services Microsoft, and eBay. Asks what Google should do next. One option is to stay focused on the company's core
Availability: In Stock industries; competence, i.e., developing superior search solutions and monetizing them through targeted advertising.
Author(s): Software industry; Another option is to branch into new arenas, for example, build Google into a portal like Yahoo or MSN; extend
Thomas R. Eisenmann, Kerry $6.1 billion Google's role in e-commerce beyond search, to encompass a more active role as an intermediary (like eBay)
Herman revenues; 5,000 facilitating transactions; or challenge Microsoft's hegemony over the PC desktop by developing software to
Type: Case (Library) employees; 2005 compete with Office and Windows.
Product Number: 9-806-105
Language: English A rewritten version of an earlier case.
United States; Describes the transformation of a company's corporate-level strategy. Begins by laying out the strategy that
Personal care brought the Newell Co. stunning success for nearly three decades. The highly integrated, internally consistent
products; strategy was tailored for manufacturing and selling a particular genre of products to a particular kind of
Household product customer. In the mid-1990s, Newell encountered some shifts in its competitive environment and a subtle
industry; $7.75 erosion in profits. In 1999, the $3.5 billion company paid a 49% premium to acquire the $2.5 billion
Strategy in Transition
billion revenues; Rubbermaid Co., in part for its product development process and strong consumer brands. After the
Cynthia A. Montgomery,
47,000 employees; acquisition, the profits of the combined enterprise deteriorated at an accelerated rate and the CEO was
Rhonda Kaufman, Carole A.
2001-2003 replaced. In less than a year, a fundamentally new strategy was announced, profits improved, and both Wall
Street and major retailers were encouraged. Some setbacks followed, leading to reduced earnings and revised
Pub. Date: March 23, 2004
expectations. Exposes students to the pains and struggles of changing a deeply ingrained and long-lived
Product Number: 9-704-491
strategy. Also forces them to confront the question of whether the new strategy is the right one and the
markers one should seek to prove the case.
Acquisitions, Competition, Corporate strategy, Mergers, Mergers & Acquisitions, Strategic planning, Strategy
formulation, Strategy implementation.
7. Acquisition and Setting
Hewlett-Packard-Compaq: Computer industry;
The Merger Decision $70 billion
Publication Date: revenues; 140,000
Apr 8, 2004 employees;
Revision Date: 2001-2002 Hewlett-Packard's proposed $24 billion acquisition of rival Compaq marked the largest merger in the history of
Sep 14, 2004 the computer industry. The merger was Hewlett-Packard's response to sweeping changes impacting the
Availability: In Stock technology industry. The severity of the stock market's reaction to the deal's announcement, coupled with a
Author(s): "slim but sufficient" 51.4% shareholder approval margin, left many wondering whether the deal was beneficial
Krishna G. Palepu, Jonathan for shareholders.
Type: Case (Library)
Product Number: 9-104-048
9. Setting: Description:
Asia; Europe; Lincoln Electric, a 100-year-old manufacturer of welding equipment and consumables based in Cleveland,
United States; Ohio, motivates its U.S. employees through a culture of cooperation between management and labor and an
Welding; $1.1 unusual compensation system based on piecework and a large bonus based on individual contribution to the
billion revenues; company's performance. Despite opening a few international sales and production ventures in Canada,
6,300 employees; Australia, and France, Lincoln remained focused on manufacturing in the United States until 1988. At that
Lincoln Electric: Venturing
1988-1997 time, the company's new CEO expanded manufacturing through acquisitions and greenfields in 11 new
countries, attempting to transfer its unique management philosophy to each. However, Lincoln was unable to
Christopher A. Bartlett, Jamie
replicate its highly productive system abroad. Operational problems led to a major restructuring in the early
1990s, supervised by Anthony Massaro, a newcomer to the company. In 1996, Massaro was named CEO and
Pub. Date: January 14, 1998
set about expanding the company's manufacturing base through a new strategy. The case concludes in Asia,
Product Number: 9-398-095
where Lincoln's regional president is trying to decide whether and how to establish a manufacturing presence
in Indonesia, and in particular whether to try to transfer Lincoln's unique incentive-driven management
Incentives, International business, International operations, Manufacturing, Multinational corporations,
Appliance industry; Atlas must decide whether to acquire La Indeca, increasing its Central American presence, or to focus on
$43 million larger Latin American markets where higher growth is possible. In the year 2000, Jorge Rodriguez was in
revenues; 850 charge of Atlas Electrica, the largest home appliance firm in Central America. Although it had almost doubled
Atlas Electrica: employees; 2000 its sales in the 1990s, by the end of the decade Atlas was experiencing a declining market share in its home
International Strategy region and facing increasing competition from outside the region, especially from Mexican and Korean
Michael E. Porter, Arturo Condo multinationals. At the time, Atlas' main competitor in Central America, El Salvador-based Indeca, was up for
Pub. Date: November 07, sale. Atlas Electrica, based in Costa Rica, served more than a dozen Latin American countries. Since its
2003 establishment in 1961, it had served Central American markets with different types of home appliances, later
Product#: 704435 focusing on white-goods for middle-income segments of Central American consumers. In the mid-1990s,
through a strategic alliance with Sweden's AG Electrolux, Atlas had expanded to Latin American markets
beyond Central America.
Alliances, Competitive advantage, Developing countries, Emerging markets, Globalization.
Global; Europe; Describes the development of the international strategies and organizations of two major competitors in the
Philips versus Matsushita: A
Japan; Electronics global consumer electronics industry. The history of both companies is traced and their changing strategic
New Century, a New Round
industry; large; postures and organizational capabilities are documented. Particular attention is given to the major
Christopher A. Bartlett
$40 billion-$60 restructuring each company is forced to undertake as its competitive position is eroded. A rewritten version of
Pub. Date: September 21,
billion revenues; an earlier case.
270,000 Subjects Covered:
Product Number: 9-302-049
employees; Competition, Electronics, International operations, Multinational corporations, Organizational change,
1970-2001 Organizational structure, Strategy implementation.
10. 9. Cooperative Strategy Setting Description
Japan; France; On Wednesday, May 29, 2002, the board of directors of Renault-Nissan BV (RNBV) met for the first time to
Automotive discuss the state of the alliance between Renault SA and Nissan Motors-two of the world's largest automakers.
industry; $36 RNBV was a 50/50 joint venture company established in March of that year to oversee the strategy of the
The Renault-Nissan Alliance billion revenues; alliance and all activities undertaken jointly by Renault and Nissan. The new company would "steer alliance
Publication Date: 140,000 strategy and supervise common activities on a global level, while respecting the identity and culture of each
May 9, 2003 employees; company and not interfering in operations." Executives at both companies believed much had been
Availability: In Stock 2002-2003 accomplished in the first three years of the alliance. Nissan, under Carlos Ghosn's leadership, had improved its
Author(s): finances dramatically and was rapidly reemerging as a major player in the global auto industry. Moreover, the
Michael Y. Yoshino, Perry L. alliance partners were in line with their initial forecast of $3.3 billion in cost savings and synergies promised by
Fagan 2002, according to their internal reporting. As the board prepared to meet, Louis Schweitzer and Ghosn
Type: Case (Field) believed the alliance faced difficult challenges ahead. To what extent would the two companies be able to
Product Number: 9-303-023 realize further savings and synergies, particularly in the areas of manufacturing and additional sales? How
Length: 26p should the RNBV board address issues that had surfaced as employees of the two firms worked together
across disparate corporate and national cultures, functions, and geographies? Ultimately, would the two firms
be able to strike a balance between deepening their alliance while "respecting the identity and culture of each
company and not interfering in operations?"
Honda-Rover (A): Crafting United Kingdom;
an Alliance Europe;
Publication Date: Automotive
Mar 1, 1999 industry; large; $7
Faced with vexing financial challenges in 1993, British Aerospace (BAe) is determined to shed its loss-making
Revision Date: billion revenues;
automaker, Rover. It offers to sell its stake in Rover to Honda, Rover's partner since 1979, but Honda is
Nov 6, 2001 40,000 employees;
reluctant to raise its stake in Rover. Meanwhile, BMW approaches BAe with a confidential bid to buy out Rover.
Availability: In Stock 1979-1993
This case places these developments within the context of the history of the British auto industry, Rover's
heritage, evolution of the Honda-Rover partnership, and the rationale for BMW's interest in Rover. The case
James K. Sebenius, Ashish
series describes subsequent developments.
Nanda, Ron S. Fortgang
Type: Case (Library)
Product Number: 9-899-223
Focuses on Millennium’s strategy to grow and revolutionize drug development through the use of new
technologies such as genomics. Describes how Millennium Pharmaceuticals—a fast-growing biotechnology firm
in Cambridge, MA—has used strategic alliances to finance the development of technology platforms based on
Millennium Pharmaceuticals, the latest breakthroughs in genomics. As the firm considers developing pharmaceutical drugs itself, they face
Inc. (A) a number of challenges: 1) Can they revolutionize drug development by making it more predictable, faster,
Stefan Thomke; Ashok and less costly? 2) How should they select their alliances such that they move closer to becoming a
Nimgade pharmaceutical firm and still attract the funding needed for their strategy? 3) How can they continue to grow
Pub. Date: December 21, 1999 rapidly and attract and retain some of the best minds in the pharmaceutical industry?
Subjects Covered: Alliances, Biotechnology, Competitive strategy, Corporate strategy, Employee retention,
Entrepreneurship, Financing, Innovation & entrepreneurship, Marketing, Operations management,
Pharmaceuticals, , Product development, Product life cycle, Strategy implementation.
13. Howard Schultz and Seattle, WA; Retail
Starbucks Coffee Company industry; $2.2
Publication Date: billion revenues;
Investigates the entrepreneur's strategic initiatives to develop a mass market for specialty coffee in the 1980s
Feb 13, 2001 37,000 employees;
and 1990s. These initiatives included the development of premium products, rapid expansion of company-
Revision Date: 1982-2001
owned stores--each with attractive retail environments and responsive customer service--and, especially, the
Sep 30, 2005
creation of a strong brand. Also devotes considerable attention to how Schultz built the Starbucks
Availability: In Stock
organization, examining the consistent emphasis that he and his colleagues placed on the company's
relationship with its employees, how Schultz financed Starbucks' early expansion, how vertical integration
Nancy F. Koehn
ensured quality control, and how--strategically and operationally--the company managed its phenomenal
Type: Case (Pub Mat)
domestic and international growth after 1993.
Product Number: 9-801-361
Boston, MA; United Benaree Wiley, an African American, female HBS graduate (class of 1972), was appointed CEO and president
States; 5 in 1991 of The Partnership, a Boston-based nonprofit dedicated to developing leadership potential in
employees; 2005 professionals of color and in increasing their representation in area businesses and institutions. The
Bennie Wiley at The
organization suffered from a lack of unity among the board, an unclear mission, and financial challenges,
including debt in excess of $100,000. Starting with only an administrative assistant, Wiley built the
Laura Morgan Roberts, Victoria
organization from the ground up, using her ability to develop and nurture relationships as the basis for
growth. In December 2004, Wiley announced her impending retirement, leaving the organization with the
Pub. Date: October 24, 2005
strategic challenge of moving its programs and services to a level of greater impact (beyond the Boston
Product Number: 9-406-012
community), without the leadership of its heralded CEO.
African Americans, Business models, Careers & career planning, Diversity, General management, Growth
strategy, Leadership, Minority & ethnic groups, Nonprofit sector, Power & influence, Women in business.
Cleveland, OH; Genius? That is not what they were calling Bill Belichick in Cleveland. Why? Four losing seasons in five years.
Sports industry; Fans hurled trash and insults. The media resented him. Ownership abandoned him. Players quit on him. Very
$100 million different from the three Super Bowls in five years Belichick would win with the New England Patriots a few
Bill Belichick and the revenues; 200 years later. Different players? Different ownership? Different management styles? Different strategies?
Cleveland Browns employees; 1995 Different coach? Find out. What happened when the Browns hired a man who began studying football strategy
John R. Wells, Travis Haglock at the age of six? A man with a degree in economics who almost became an MBA candidate before accepting a
Product Number: 9-706-415 job in football that paid $25 a week. A man who was long recognized as one of the best assistant coaches in
the NFL. Learn how Belichick managed the players, the coaches, the owner, the media, etc.
Business history, CEO, Human resources management, Leadership, Management philosophy, Strategy
formulation, Strategy implementation.
14. 13. Strategic Setting
Internal Entrepreneurship Europe; United
at the Dow Chemical Co. States; Chemical
Publication Date: industry; $28
Jan 1, 2003 billion revenues;
Revision Date: 2000-2001
Jul 29, 2003
Availability: In Stock Describes how a corporate entrepreneur shapes an internal growth venture within the company, mobilizes the
Author(s): resources that are needed to implement the venture, and achieves success. Complementing his
Bala Chakravarthy, Hans Huber entrepreneurial behavior, however, is the support that he receives from several senior managers in the firm.
Allows a careful examination of the challenges for corporate entrepreneurship in a large multinational firm and
Type: Case (Field) the roles that senior executives have to play to support it.
Product Number: IMD145
Source: IMD - International
Institute for Management
Ingvar Kamprad and IKEA Europe; Global;
Publication Date: Stockholm;
May 7, 1990 Sweden; Zurich;
Revision Date: Furniture industry;
Traces the development of a Swedish furniture retailer under the leadership of an innovative and
Jul 22, 1996 Retail industry;
unconventional entrepreneur whose approaches redefine the nature and structure of the industry. Traces
Availability: In Stock large; $2.5 billion
IKEA's growth from a tiny mail order business to the world's largest furniture dealership. Describes the
Author(s): revenues; 1989
innovative strategic and organizational changes Kamprad made to achieve success. In particular, focuses on
Christopher A. Bartlett, Ashish
his unique vision and values and the way they have become institutionalized as IKEA's binding corporate
culture. The trigger issue revolves around whether this vital "corporate glue" can survive massive expansion
Type: Case (Field)
into the United States and the Eastern Bloc and Kamprad's replacement as CEO by a "professional manager."
Product Number: 9-390-132
The Path to a Spin-off--
Nortel Networks to
NetActive: One Form of
Jan 1, 2004 Describes the exploratory learning processes a new venture undergoes as it evolves its breakthrough/radical
Revision Date: innovation--an algorithm that makes software rentable--within Nortel Network's Business Venture Group.
Feb 9, 2004 Details the challenges of managing under high uncertainty and within a white space opportunity. Focuses on
Availability: In Stock the project leader and the leader of the Business Ventures Group as she evolves her processes for managing a
Author(s): portfolio of potential breakthrough innovations. Highlights the following key issues: exploratory marketing,
Gina Colarelli O'Connor, Mark P. business model creation, team composition within the venture, and the venture's relationship to the mother
Type: Case (Field)
Product Number: BAB067
Source: Babson College