Publication Product

No Title Author(s):  Date Number

1 A Note on Managing Process Flows Kamalini Ramdas Aug 13, 2005 9-UV0-427

2 Air Miles Canada: Rebranding the Air Mile Niraj Dawar, Ramasastry Cha Nov 21, 2007 9-907-A09

Aligning Organizational Units and

Employees: A Critical Step in the Strategy Robert S. Kaplan, David P.
3 Execution Process Norton Aug 4, 2008 7688BC

4 Apple Computer, 2006 David B. Yoffie, Michael Slind Apr 12, 2006 9-706-496

5 Apple Inc., 2008 David B. Yoffie, Michael Slind Feb 29, 2008 9-708-480

Boston Fights Drugs (A): Designing V. Kasturi Rangan, Jennifer

6 Communications Research Lawrence Oct 30, 1987 588031
Charlotte Beers at Ogilvy & Mather Herminia Ibarra, Nicole
7 Worldwide (B) Sackley Jan 26, 1995 495032

Herman B. "Dutch" Leonard,

Melissa Tritter, F. Warren
8 Dana Hall: Funding a Mission (A) McFarlan Jun 14, 2006 306090
 9 Facebook William P. Barnett, Mark Lesli May 3, 2006 E220

Pankaj Ghemawat, Benjamin

10 Gillette's Launch of Sensor C. Esty Sep 12, 1991 9-792-028

Lynda M. Applegate, Jamie

11 Global Healthcare Exchange Ladge Jul 21, 2003 9-804-002

Goodyear: The Aquatred Launch

12 (Condensed) Samuel Chun Nov 3, 1999 500039

13 Google Advertising Youngme Moon, David Chen Oct 30, 2006 507038
 Marian Moore, Geraldine R.
14 Green Ox Henderson, Ronald T Wilcox Jul 11, 2007 9-UV0-787

Hewlett-Packard-Compaq: The Merger Krishna G. Palepu, Jonathan

15 Decision Barnett Apr 8, 2004 104048

16 How to Discuss a Case William Ellet Apr 17, 2007 2450BC

Andrew Karolyi, Larry

Hutchison Whampoa Ltd.: The Capital Wynant, Geoff Crum, Peter
17 Structure Decision Yuan Sep 30, 1999 99N021

Michael G. Rukstad, John R.

18 Ice-Fili (Abridged) Wells, Pai-Ling Yin Nov 5, 2004 9-705-441

19 IKEA Invades America Youngme Moon Apr 27, 2004 504094

20 Is This Process Performing Well? Oct 1, 2000 U0010C

 L'Oreal of Paris: Bringing "Class to Mass"
21 with Plenitude Robert J. Dolan Oct 23, 1997 9-598-056

Managers and Their Not-So Rational S. Trevis Certo, Brian L.

22 Decisions Connelly, Laszlo Tihanyi Mar 1, 2008 BH269

Managing Variability: Process Control and

23 Process Capability Kamalini Ramdas Feb 2, 2004 9-UV0-426

Youngme Moon, Kerry

24 McDonald's Russia: Managing a Crisis Herman Oct 21, 2002 503020

25 Mountain Dew: Selecting New Creative Douglas B. Holt Oct 5, 2001 9-502-040

Note to the Student: How to Study and

26 Discuss Cases Robert F. Bruner Jun 21, 2001 UV0116

Benjamin C. Esty, Mathew

27 Petrolera Zuata, Petrozuata C.A. Mateo Millett Sep 23, 1998 299012
 Planning and Budgeting (Linking
Operational Control Processes to Robert S. Kaplan, David P.
28 Strategy) Norton Sep 13, 2000 1622BC

29 Process Fundamentals Ann E. Gray, James Leonard Sep 6, 1995 696023

30 Process Performance Measures Elliot N. Weiss Sep 25, 1996 9-UV0-421

Product Portfolio Planning at Estonia's Michael R. Pearce, Jordan

31 Saku Brewery Mitchell Oct 17, 2005 905A28

John A. Quelch, Jose Luis

32 Real Madrid Club de Futbol Nueno, Carin-Isabel Knoop Apr 27, 2004 9-504-063
33 Rob Parson at Morgan Stanley (B) M. Diane Burton Feb 13, 1998 498055

34 Rob Parson at Morgan Stanley (C) M. Diane Burton Feb 9, 1998 9-498-056
35 Rob Parson at Morgan Stanley (D) M. Diane Burton Feb 9, 1998 498058

36 Sat & Co.: Market Orientation Satyendra Singh Feb 25, 2008 9-908-A06
37 Sealed Air Corp. Robert J. Dolan Mar 11, 1982 582103

Mary M. Crossan, Ariff

38 Starbucks Kachra Jun 18, 1998 98M006

Successful Performance Measurement: A

39 Checklist Karen Carney Nov 1, 1999 U9911B

Walter Kuemmerle, Andrew

40 Telewizja Wisla Janower, Claire Hurley Oct 17, 1997 9-898-033

41 The Birth of the Swatch Youngme Moon Jun 8, 2004 504096

42 The Process Audit Michael Hammer Apr 1, 2007 R0704H

Thomas Medical Systems Outsourcing Thomas E. Vollmann, Denyse

43 Policy (A) Julien, Carlos Cordon Jan 1, 1998 IMD033

Thomas Medical Systems Outsourcing Thomas E. Vollmann, Denyse

44 Policy (Abridged) (A) Julien, Carlos Cordon Jan 1, 2000 IMD036
 Thomas Medical Systems Outsourcing Thomas E. Vollmann, Denyse
45 Policy (B) Julien, Carlos Cordon Jan 1, 1998 IMD034

Thomas Medical Systems Outsourcing Thomas E. Vollmann, Denyse

46 Policy (C) Julien, Carlos Cordon Jan 1, 1998 IMD035

47 TiVo 2007: DVRs and Beyond David B. Yoffie, Michael Slind Oct 15, 2007 9-708-401

Treadway Tire Company: Job

Dissatisfaction and High Turnover at the C. Wickham Skinner, Heather
48 Lima Plant Beckham Jun 12, 2008 2189
Understanding Corporate-Value-at-Risk
Through a Comprehensive and Simple Marc L. Bertoneche, Frantz
49 Example Maurer Apr 13, 2006 206046

Why Are We Losing All Our Good People?

50 (HBR Case Study) Edward E. Lawler III Jun 1, 2008 R0806X

51 Whole Foods Market, Inc. John R. Wells, Travis Haglock Jun 9, 2005 9-705-476
 Xerox Corp.: The Customer Satisfaction Melvyn A.J. Menezes, Jon D.
52 Program Serbin Jan 10, 1991 591055

Pankaj Ghemawat, Jose Luis

53 ZARA: Fast Fashion Nueno Apr 1, 2003 9-703-497
 Type: Description:

This is a Darden case study.

This note focuses on the fundamentals of managing process flows. A process viewpoint
is useful when the goal is to manage operational metrics such as capacity, cost,
inventory, or responsiveness. The note examines Little's Law, the fundamental
relationship among three important metrics: average inventory, average throughput
Case time, and average throughput rate in any system that is in equilibrium

Air Miles, the largest third party loyalty program in Canada, has more than nine million
subscribers. Competition in the loyalty card market is heating up with the entry of
Aeroplan and the myriad of proprietary loyalty programs launched by retailers and other
brands, and Air Miles seeks to tighten its relationship with customers. Paradoxically, for
a data-driven company focused on influencing consumers individually, Air Miles opts to
develop and launch a mass advertising campaign to reconnect with consumers, and
Case just as importantly, to re-energize internally.

A truly effective management system for aligning business unit strategy with operations
must address how strategy is integrated across diverse organizational units, and how to
align employees with the strategy. This chapter describes the best practices companies
use to align business units, support units, and employees to strategy.

This chapter is excerpted from "Execution Premium: Linking Strategy to Operations for
HBS Press Chap Competitive Advantage."
Apple has reaped the benefits of its innovative music player, the iPod. However, its PC and
server business continue to hold small market share relative to the worldwide computer over
the past few years. Will the iPod lure new users to the Mac? Will Apple be able to produce
Case (Library) another cutting-edge device quickly?
In January 2007, three decades after its incorporation, Apple Computer shed the second word
in its name and became Apple Inc. With that move, the company signaled a fundamental shift
away from its historic status as a vendor of the Macintosh personal computer (PC) line. Mac
sales remained vital to Apple's future, but they now accounted for less than half of its total
revenue. The company's line of iPod media players, its iTunes online content store and its
newly launched iPhone mobile handset business made up increasingly large shares of its
operations. In early 2008, on the strength of sky-rocketing sales in those areas and by
resurgent sales of Macintosh products, Apple's revenues and its stock price reached record
levels. The case explores the sustainability of Apple's current business model, one that
positioned the company simultaneously in the PC industry and the consumer electronics
industry. While Apple enjoyed a high market share in digital media players and in online music
sales, it remained a niche player in the worldwide PC industry. The case examines the history of
Apple's strategic moves under the leadership of CEOs Jobs, Sculley, Spindler, Amelio, and
(again) Jobs; places those moves in the context of structural features of the evolving PC
Case (Library) industry; and covers the iPod and iPhone businesses at considerable length.

Describes in detail the research mounted by five individuals with a $20,000 budget to combat
drug abuse among Boston's school-going population. Using the focus group methodology they
discover that most of the current anti-drug advertising is useless. They create their own
Case (Field) storyboards but are not sure if they are truly better.
Updates CEO Beers' progress two years after her initiation of a massive organizational change
Supplement (Fieeffort. Designed as an in-class handout.

Dana Hall is a private all-girls school in New England facing a crisis in its mission. As social
norms shift away from single-sex education, the school's enrollment is falling and deficits are
becoming the norm. At the same time, the modern vision for girls' education requires an even
greater investment in science and sports--at a time when Dana Hall's resources are lower than
ever before. Can the school stay true to its mission? How will it find the funding? Through the
story of Blair Jenkins, head of school, this case examines the difficult mission and funding
Case (Field) decisions facing many nonprofit organizations.
 In just over two years, Mark Zuckerberg had built the Internet directory service
Facebook from nothing more than an idea into a national phenomenon worthy of a
reported $750 million buyout offer. The organization had grown from just a few friends
programming around a kitchen table to a full-fledged technology business with over 100
employees and 7.4 million users. Zuckerberg would have to develop an organizational
strategy that could allow the company to keep up with its underlying growth metrics,
while ensuring Facebook's consumer experience was better than its alternative's. The
company's core market--college students--was prone to switching, and potential new
markets--college students outside the United States and high school students--were rife
with well-funded entrants that were a step ahead of Facebook. Focusing the
organization on the right objectives would be critical; getting the company to perform
efficiently against those objectives would be a challenge for Facebook CEO and 21-
Case (Field) year-old Harvard drop-out Mark Zuckerberg.

The introduction of the Sensor Shaving System, one of the biggest product launches ever,
forced Gillette to reevaluate its strategy in its shaving and non-shaving business. It had to
decide whether to go ahead with the launch and if so, at what scale. Permits analysis of the
Case (Library) margins and volumes the Sensor is likely to achieve, and issues of sustainability and flexibility.

Founded in March 2000 at the height of the dot-com bubble, Global Healthcare Exchange (GHX)
was one of 90 online marketplaces in the health care industry. The company's founders were
among the largest suppliers in the industry, including Johnson & Johnson, GE Medical, Abbot,
Baxter, and Medtronic. Becton-Dickinson, Braun, Guidant, Tyco, Siemens, C.R. Bard, and other
key suppliers joined shortly after the company was founded. At the time of the case (spring
2003), GHX was the largest of the three remaining online health care marketplaces and
ownership had expanded to include the leading players across all parts of the value chain,
including health care providers and managed care organizations. Group purchasing
organizations, distributors, and company executives must address key strategic issues,
including integrating its latest merger, achieving profitability, defining a fair pricing strategy,
Reprint and determining the pace of global expansion.
Goodyear is planning to launch an innovative new tire in a price sensitive and highly
competitive category. The case deals with channel conflicts and management issues arising in
Case (Field) mature product categories.

In mid-2006, Google is the number one search engine in America with 99% of its
revenues deriving from its simple, text-only advertising services. It is on track to bring in
roughly $9.5 billion in advertising revenue in 2006, which would place it fourth among
American media companies in total ad sales, ahead of giants such as NBC Universal
and Time Warner. However, it has also begun to explore new ways to expand its online
advertising model, experimenting with more elaborate forms of advertising (involving
graphics, animation, and video). Google has also begun exploring the radio/television
advertising space. Each of these forays is raising a number of key questions for
Google, including whether it is possible to reconcile these advertising formats with its
Case (Library) current business philosophy.
 This is a Darden case study.

Ever find yourself looking for the perfect case for an exam or mid-term? They can be
quite rare. "Green Ox" was written specifically for a mid-term exam in an MBA
Marketing Management class. Rather than focus on one particular concept or issue
(e.g., segmentation, product line depth), the case challenges students to develop a
marketing strategy for a food and beverage manufacturer's new line of sports
beverages that contain beneficial antioxidants. Focal decisions include choosing a
segmentation scheme(s), choosing a specific target segment(s), and articulating a
positioning statement(s) for the new product - in light of market trends, customer
information, and competitor positions. Students must also make recommendations
regarding the product name, number of products in the line, and the price (including a
break-even analysis). Distribution and promotion issues are downplayed, yet there is
sufficient information to determine whether students' recommendations on the larger
Case issues account for the necessary integration of the 4Ps.

Hewlett-Packard's proposed $24 billion acquisition of rival Compaq marked the largest merger
in the history of the computer industry. The merger was Hewlett-Packard's response to
sweeping changes impacting the technology industry. The severity of the stock market's
reaction to the deal's announcement, coupled with a "slim but sufficient" 51.4% shareholder
Case (Library) approval margin, left many wondering whether the deal was beneficial for shareholders.
Case discussions can be exciting and revelatory, or they can be aimless and seemingly
pointless. This chapter provides some guidelines for students who are new to the case method
HBS Press Chap for developing discussion skills.

Hutchison Whampoa was considering strategies for its long-term capital structure. The
HK$35 billion Hong Kong-based conglomerate had ambitious growth plans in multiple
business sectors in different geographies. Traditionally, like many of its domestic peers,
Hutchison had relied entirely on short- to medium-term bank loans. Its demand for long-
term financing, attractive rates in other capital markets (especially the United States),
and concern about a more diversified investor base had led Hutchison to explore other
financing options. In particular, the company was debating the benefits of a Yankee
Bond Offering. At the time, Hutchison had already approached Moody's and Standard
& Poor's for a bond rating.
Case (Field)

Designed as an overview of all aspects of the strategy process: industry analysis, positioning,
dynamics and sustainability, and scope issues of corporate strategy, including vertical
integration, horizontal diversification, and location issues. Ice-Fili is the largest ice cream
producer in Russia in 2002, but is facing strong competition from Nestle despite its success
over other multinational competitors. Contains detailed exhibits, allowing deeper analyses. A
Case (Field) rewritten version of an earlier case.

In 2002, the IKEA Group is the world's top furniture retailer, with 154 stores worldwide. In the
United States, IKEA operates 14 stores, all of which have been enormously popular despite
their self-service requirements. The company's goal is to have 50 stores in operation in the
Case (Library) United States by 2013. Explores various options for managing this growth strategy.

When you are trying to improve a manufacturing or service process, don't rely on your
intuition. Instead, use process analytics--the study of the processes used in manufacturing or
services--to construct a workflow for the first several units produced. The key metrics to watch:
1) the bottleneck, or the most time-consuming step in the process; 2) the cycle time or time
elapsed between completion of successive units; 3) the utilization; and 4) the start-to-finish
Harvard Managetime, or throughput. Then test alternate scenarios to determine maximum efficiency.
 To maximize their effectiveness, color cases should be printed in color.

L'Oreal's strategy is to "trickle down" technology over time from high-end outlets like
department stores to mass-markets, such as drugstores. The mass market brand
Plenitude has become the market leader in France, but even eight years after
introduction in the United States, the product continues to lose money. The case
presents qualitative market research data to enable students to diagnose the problem
Case and develop an action plan. Includes color exhibits.

Today's corporate environment requires managers to be excellent decision makers. Their ability
to make fast, widely-supported, and effective decisions will, in large part, shape the
performance of their firms. In this article, we describe two cognitive systems that influence
decision making. System 1 refers to a process that is fast, effortless, and intuitive. System 2 is
a slow, controlled, and rule-governed decision-making process. Both are important to a wide
variety of managerial decisions, and they interact with each other. There are, however, a
number of forces at work that hinder the effectiveness of these processes. For example, we
know from prospect theory that managers are unwilling to incur loss, so much so that they
often make irrational decisions based on a small probability that they could avoid such loss.
Another example, the escalation of commitment, explains why managers may continue to
dedicate resources to failed projects. We describe these and other biases, with a view toward
helping managers better understand the problems of decision making and improve the
Case (Field) effectiveness of their decisions.

This is a Darden case study.

This technical note provides an introduction to quality management tools, with a focus
Case on the concepts of process control and process capability.

In August 1998, George Cohon, founder and senior chairman of McDonald's Russia, is facing an
economic state of emergency. Russia is in the midst of a severe currency crisis--the ruble has
plummeted in value, creating massive inflation and widespread economic disarray. Traffic in the
26 restaurants has plummeted, and Cohon is struggling to figure out how to entice consumers
back to McDonald's. Cohon is debating two issues: whether to raise prices and whether to add
Case (Field) low-priced items, such as cabbage soup, to the menu.

To maximize their effectiveness, color cases should be printed in color.

Highlights the key role of selecting creative in brand communications, the challenges of
building a brand in a turbulent cultural environment, the challenges of extending an
advertising campaign, and the interpretation of ads as a crucial senior management
Case skill. Includes color exhibits.

This is a Darden case study.

This technical note, written for students, gives a first "how to do it" introduction to
studying by the case method. The note argues that success follows from a combination
of good attitude, good "infrastructure," and good execution. This could be distributed
along with a course syllabus or advance materials and was written with the objective of
Case (Field) helping students more quickly achieve levels of effective preparation and discussion.

Petrozuata is a proposed $2.5 billion oil-field development project in Venezuela. The case is set
in 1997 as the project sponsors, Conoco and PDVSA (Venezuela's national oil company), are
planning to meet with various development agencies and rating agencies regarding the
proposed financial structure. The sponsors hope to raise a portion of the $1.5 billion debt in the
capital markets, which will require an investment-grade rating. The key questions are whether
the project will achieve an investment-grade rating and, if not, how to finance the project.
Describes what turned out to be an extremely well-crafted financial transaction, one that was
Case (Field) named "Deal of the Year" in 1997 by virtually every journal covering project finance.
 Integrating the Balanced Scorecard with an organization's planning and budgeting processes is
critical for creating a Strategy-Focused Organization. Most organizations use the budget as
their primary management system for establishing targets, allocating resources, and reviewing
performance, and few have integrated their budgeting and performance review processes with
the strategic planning process. This chapter shows how companies have used a strategy-
focused management system based on the Balanced Scorecard to integrate these processes
HBS Press Chap and overcome important barriers to strategy implementation.

This note provides an introduction for a course or module covering the basic elements of
production or service operations and how processes are managed. Begins by discussing the
activities that take place in a "process." Analysis tools such as the process flow diagram are
provided. The types of management choices involved in designing, operating, and improving
processes are described. Measures of process performance and basic process analysis are
introduced. The different cost structures, capabilities, and performance characteristics of
alternative types of processes are touched upon. Finally, the note focuses briefly on the
complexity stemming from uncertainty and variability in processes and their external
Note environments. A rewritten version of an earlier note.

This is a Darden case study.

This note defines a variety of performance measures that are useful in process
analysis. It explains the meaning and usefulness of these concepts through a list of
Case definitions followed by examples.

The CEO and the marketing director of Saku Olletehase AS of Estonia must decide on the
company's product portfolio plan. Saku enjoyed market leadership in Estonia with its brand
Saku Originaal; however, the strength in market share has weakened in recent years due to
increasing competition and greater marketing acumen from other domestic producers.
Although domestic beer sales have fallen, the company has experienced increases in other
product lines, such as alcoholic long drinks, cider, and nonalcoholic beverages, which
complement its existing agreement to sell Pepsi and 7Up. For the last three years, the company
has had the exclusive right to resell three well-known international beer brands (Guinness,
Kilkenny, and Carlsberg) in Estonia. With so many options and finite marketing resources, the
Case (Field) company needs to decide where to focus its effort.

In June 2004, Florentino Perez, a well-known Spanish businessman, was elected president of
Real Madrid, one of the world's top soccer clubs. In his campaign, Perez had promised to turn
around the club's finances, bring in world-class talent, and expand the club's brand around the
world through multiple channels. As re-election looms four years later, his management team
reflects on initiatives to date and challenges ahead as described in the case. Also describes the
Case (Field) soccer industry and the trends transforming it.
Supplement (FieSupplements the (A) case.

A year after Rob Parson's manager decided to postpone Parson's promotion, Parson's new
manager Gary Stuart faces the decision of promotion again. Stuart considers whether the
efforts Parson had made were sufficient. Teaching purpose: To explore managerial problems
Case (Field) associated with performance appraisal and performance management.
Supplement (FieSupplements the (C) case.

The Sat & Co. case demonstrates how market orientation can be achieved and how its
implementation can lead to superior business performance in the context of the machine tool
industry. Sat & Co. consisted of two divisions: the lathe division that manufactured the lathe
machines, and the computer numerical control (CNC) division that assembled CNC machines.
The capacity of both divisions was underutilized. The problem was that the lathe division
manufactured very basic lathe machines and the CNC division assembled very technologically
advanced machines. As a result, both divisions failed to satisfy their customers' needs. The
lathe division was poorly market-oriented, whereas the CNC division was overly market-
oriented. The chairperson of the board of directors was adamant that both divisions must
survive, and that a market orientation must be achieved, i.e. the company must meet
Case customers' needs and must improve its business performance.
 Market leadership and technological innovation have marked Sealed Air's participation in the
U.S. protective packaging market. Several small regional producers have introduced products
which are less effective than Sealed Air's but similar in appearance and cheaper. The company
must determine its response to this new competition. Feasible options range from doing
nothing to introducing a new product. Raises product line management issues, particularly
cannibalization, and affords the opportunity for the development of a marketing plan for any
Case (Field) new product introduction. Software for this case is available (9-587-513).

Starbucks is faced with the issue of how it should leverage its core competencies against
various opportunities for growth, including introducing its coffee in McDonalds, pursuing further
expansion of its retail operations, and leveraging the brand into other product areas. The case
is written so that students need to first identify where Starbucks' competencies lie along the
value chain, and then assess how well those competencies can be leveraged across the various
alternatives. Also provides an opportunity for students to assess what is driving growth in this
company. Starbucks has a tremendous appetite for cash since all its stores are corporate, and
investors are betting that it will be able to continue its phenomenal growth so it needs to walk
Case (Field) a fine line between leveraging its brand to achieve growth and not eroding it in the process.

Does your performance measurement system actually boost performance? Here's a checklist
for ensuring meaningful performance measurement. Includes an annotated "If you want to
Harvard Managelearn more" section and a sidebar on "soft" metrics entitled "Measuring the Soft Stuff."

Claire Hurley and her business partner have obtained a supra-regional TV license for Poland.
Their company has received initial funding from Polish investors and now faces the difficult
challenge of raising an additional $7 million to fund the start of operations of a TV station.
Claire and her partner have to resolve questions about strategic partners, company valuation,
and deal structures. Teaching purpose: Explores the challenges of starting a media company in
Poland. Allows discussion of entrepreneurial start-ups in transition economies. Also involves
analysis of economics and valuation of TV stations. Highlights challenges of raising capital from
Case (Field) foreign partners.

In 1993, the Swatch is the best-selling watch in history. Traces the history of the watch
industry up to the early 1980s, when the Swatch was introduced. Describes the various
elements that made the Swatch different from any watch the industry had ever seen. Also
includes a discussion of SMH, which controls Swatch, exploring how the company has managed
Case (Library) the Swatch brand in the context of its brand portfolio (nine global watch brands in total.)
new framework that helps executives comprehend, formulate, and assess process-based
transformation efforts. He has identified two distinct groups of characteristics that are needed
for business processes to perform exceptionally well over a long period of time. Process
enablers, which affect individual processes, determine how well a process is able to function.
They are mutually interdependent--if any are missing, the others will be ineffective. However,
enablers are not enough to develop high-performance processes; they only provide the
potential to deliver high performance. A company must also possess or establish organizational
capabilities that allow the business to offer a supportive environment. Together, the enablers
and the capabilities provide an effective way for companies to plan and evaluate process-based
transformations. PEMM is different from other frameworks, such as Capability Maturity Model
Integration (CMMI), because it applies to all industries and all processes. The author describes
how several companies--including Michelin, CSAA, Tetra Pak, Shell, Clorox, and Schneider
National--have successfully used PEMM in various ways and at different stages to evaluate the
Harvard Businesprogress of their process-based transformation efforts.
A large medical electronics firm is refining its outsourcing policies and the new ways in which it
needs to work with its suppliers. The firm begins with an objective to purchase assemblies
instead of components. This objective evolves until the supplier takes over a large part of the
engineering design as well as the product database creation and maintenance. Many problems
are encountered, but the product comes to market and is successful. A 1999 EFMD award
Case (Field) winner.
A large medical electronics firm is refining its outsourcing policies and the new ways in which it
needs to work with its suppliers. The firm begins with an objective to purchase assemblies
instead of components. This objective evolves until the supplier takes over a large part of the
engineering design as well as the product database creation and maintenance. Many problems
are encountered, but the product comes to market and is successful. A 1999 EFMD award
Case (Field) winner.
 A large medical electronics firm develops correct policies for outsourcing. The company
develops noncore technology clusters, cluster teams to manage each cluster, and an
Case (Field) evolutionary plan for how to interact with supplier partners. A 1999 EFMD award winner.

A large medical electronics firm develops correct policies for outsourcing. The company
develops noncore technology clusters, cluster teams to manage each cluster, and an
Case (Field) evolutionary plan for how to interact with supplier partners. A 1999 EFMD award winner.
2007, that strategy was due for a major test. TiVo was a maker of digital video recorder (DVR)
products and a distributor of DVR technology. Rogers believed that macro-trends in the home
entertainment industry--the convergence of standard television with the delivery of video
content via broadband Internet, and the related crisis faced by companies whose business
models relied on TV advertising--played to TiVo's unique strengths. Leadership in DVR
technology and a TV-centric user interface arguably positioned TiVo to become something more
than a consumer electronics company. That was Roger's big bet. Implementing it required
making six other bets: continuing to sell stand-alone DVRs in the retail market, despite rapidly
eroding market share; distributing TiVo service in partnership with cable and satellite TV
providers (which also functioned as TiVo's chief competitors in the DVR market); developing a
platform for DVR-based advertising; entering the audience research business; leveraging TiVo's
intellectual property both through litigation and in the marketplace; and expanding into non-
U.S. markets. In late 2007, a pivotal new product, a major distribution deal with cable operator
Case (Field) Comcast, and a key intellectual property lawsuit were all reaching points of critical impact.

Treadway Tire's plant in Lima, Ohio must confront strong job dissatisfaction and high turnover
among its line foremen. The foremen are caught in the middle of an adversarial relationship
between the union and management, and they must cope with the needs and interests of both.
They also perceive limited opportunity for career advancement. Solving the problem requires
rethinking the philosophy that guides workforce management and changing the Treadway
culture that has grown up around that philosophy. Facing mounting pressure to reduce costs
and increase productivity, director of human resources Ashley Wall must work quickly to
analyze the root causes of the problem and provide an action plan to reduce turnover of the
Case line foreman segment.
Using a comprehensive and simple example of a firm exposed to foreign exchange risk, interest
rate risk, and commodity price risk, shows how to use corporate-value-at-risk to measure and
Note manage a firm's global exposure to risk.
Sambian stop the talent drain? Four experts comment on this fictional case study in
R0806A and R0806Z. Anna Pringle, the head of international people and organization
capability for Microsoft, thinks that Helen should take a hard look at Mary, who is not
safeguarding the firm's talent. Helen must also become an attentive listener. F. Leigh
Branham, the CEO of human resources consultancy Keeping the People, thinks that
Sambian's employees need a forum in which they can speak openly about their
discontent. The candid discussions can expose the "triggering events" that impel
people to leave, such as a disconnect between the firm's long-standing focus on
innovative design and a more recent concern with profitability. Jim Cornelius, the
chairman and CEO of Bristol-Myers Squibb, once faced a potential employee exodus
as interim CEO of the pharmaceutical company. He advises Helen to meet face-to-face
with her most talented employees and assure them that she understands their
concerns and desires. Jean Martin, the executive director of the Corporate Executive
Board's leadership council, urges Helen to support a mission and culture to which
employees will feel connected. She explains that although people join companies for
rational motives, they stay for emotional ones. By the time unhappy workers tell their
Harvard Businesmanagers what's going on, it's often too late.

Can a short-sleeved, sandal-wearing, college dropout create a company manifesting love, joy,
and happiness? Chainsaw John Mackey did. This CEO took a five-month sabbatical to hike the
Appalachian Trail. More credentials: Sales-per-square foot of $690 and rising. Hiring by means
of teams and a vote requiring a two-thirds majority. A single store in Austin, Texas in 1980;
144 stores in 2004. A seven-year streak near the top of Fortune's list of best companies to
work for in America. Team-based hiring with a two-thirds majority required. Incentives based
on the bottom line. Morale surveys. No salary higher than eight times the average salary. So
Case (Library) how did John Mackey come to be christened Chainsaw John Mackey?
 In August 1990 the president and executive vice president of Xerox are reviewing the progress
made on its customer satisfaction program. The emphasis placed on the program, the success
of the program to date, and the drive to achieve the corporate goals of customer satisfaction
motivate this review. At Xerox customer satisfaction is the number one priority, ahead of return
on assets (ROA) and market share. The case focuses on analyzing the strategic role of the
customer satisfaction program, its goals, and the action steps for implementation. Also
described are the customer satisfaction measurement system, the data analyses, and follow-
up. To increase customer satisfaction and to drive the organization to higher levels of
performance top management believes that Xerox should offer a satisfaction guarantee. Market
research has been conducted on customer responses to four different types of guarantees. A
Case (Field) decision has to be made regarding the type of guarantee to introduce.

Focuses on Inditex, an apparel retailer from Spain, which has set up an extremely quick
response system for its ZARA chain. Instead of predicting months before a season starts what
women will want to wear, ZARA observes what's selling and what's not and continuously
adjusts what it produces and merchandises on that basis. Powered by ZARA's success, Inditex
has expanded into 39 countries, making it one of the most global retailers in the world. But in
Case (Field) 2002, it faces important questions concerning its future growth.