HR5
Jeffrey Pfeffer
1997
George Zimmer, CEO of the Men’s Wearhouse, is considering what has made the firm so successful; what, if anything, it should do differently to continue to succeed; and how to manage its growth and culture as the firm expands in the very competitive men’s…
GS9
Hau Lee, Seungjin Whang, G. Schmidt
1997
This case describes the complex legacy information systems which supported HP’s NADO organization, and the implementation of SAP R/3 software as a replacement. The SAP R/3 software system will be used to support sales and distribution, production planning…
E40
Harold Grousbeck, N Mansour
1997
The case covers the leverage buy-out of an outdoor advertising company by Hellman & Friedman and Karl Eller. Eighteen months after it is bought, the investors are faced with the choice of going public or selling to a strategic buyer. The case also…
E36
Harold Grousbeck, N Mansour
1997
The case reviews the efforts of Barry Schneider as he attempts to consolidate the carpet installation industry. Other issues include Board of Directors, financings, and decision to sell.
E239
Constance Bagley, Rakesh Khanna
1997
Examines several legal issues faced by Samantha Fine, the CEO of Next Step, a software concern that is focused on the World Wide Web and planning an initial public offering. Describes Fine’s computer-related experience prior to founding Next Step and…
E2
H. Grousbeck, Nick Mansour, L. Snedeker
1997
Reviews the start-up and growth of Gordon Biersch, a brewpub chain. As the case ends, the founders want to roll out the concept nationally and are considering the issues of organizational design and financing. They are also considering selling a majority…
SM69
R. Burgelman, T. Tzuo
1997
Examines this broadband technology.
M278
Rajiv Lal, Sanjay Sood
1997
Arthur C. Martinez, newly appointed CEO of Sears Merchandise Group, must decide how to turn around Sears’ slumping retail sales performance. After decades of dominance, Sears had lost its top retailing position to Wal-Mart. Martinez’s task is to determine…
SM19A
Robert Burgelman, J Kolotouros, J Maggioncalda
1997
Discusses the strategic challenges facing Disney in 1996, especially those relating to the proliferation of digital content and the influence of information technologies. Provides the opportunity to discuss the importance of distribution channels in a…
A157
Mary Barth, Linda Bethel, Evelyn Hu, Paul Reist
1997
Quaker Oats acquired Snapple less than one year ago for $2 billion. Snapple’s sales were declining, calling into question the value of the $1.3 billion in goodwill Quaker Oats had recognized at the acquisition. Quaker Oats management needs to decide what…
EC15
Garth Saloner, A Michael Spence, James McJunkin, Todd Reynders
1997
This business case study focuses on Cisco’s strategy of using acquisitions and alliances to gain access to world-class technologies and people. In June 1997, Mike Volpi, vice president of business development, was considering how Cisco Systems, based in…
SM28B
Thomas Hellmann, Wassilis Chamalidis, Giuseppe Curatolo, Michael Schmier
1996
After completing an LBO, Joe Rossi, the new CEO of Cambia Vision, faces the challenge of redefining the strategy of a small firm that competes against.
This case is available for purchase from ECCH.
SM28A
Thomas Hellmann, Wassilis Chamalidis, Giuseppe Curatolo, Michael Schmier
1996
After completing an LBO, Joe Rossi, the new CEO of Cambia Vision, faces the challenge of redefining the strategy of a small firm that competes against large competitors in the maturing market for intraocular lenses. Joe Rossi not only changes the domestic…
SM27
homas Hellmann, Jeff Blackburn, Stephanie Kozinski, Matthew Murphy
1996
Symantec includes acquisition of entrepreneurial companies as part of its growth strategy. This case examines the motivation for each party to engage in the transaction and focuses on how Symantec manages the process of the acquisition, from the initial…
SM26
Paul Pfleiderer, Thomas Hellmann
1996
This study critically analyzes the involvement of the U.S. commercial banking sector in the provision of funds and financial services to the U.S. venture capital industry.
SM24A
Robert Burgelman, Carrie Oliver
1996
Discusses the strategic challenges facing Electronic Arts in 1995 as they try to maintain their leading position in the video game industry. Addresses the evolution, competitive environment, and key trends in the industry, as well as the position and…
P20B
David Baron, Michael Ting, Keith Krehbiel, Erik Johnson, Daniel P. Kessler
1996
This case focuses on non-market strategy formulation by a high technology company to obtain a congressional directive requiring the Federal Communications Commission (FCC) to establish an open architecture standard that would allow its control network…
P20A
David Baron, Michael Ting, Erik Johnson
1996
This case focuses on nonmarket strategy formulation by a high technology company to obtain a congressional directive requiring the Federal Communications Commission (FCC) to establish an open architecture standard that would allow its control network…
OIT20
Charles Bonini
1996
Global Financial, a subsidiary of a major heavy equipment manufacturer, makes loans to customers for purchases of the parent company equipment. Global Financial’s loan application process is the major subject of this case. Customers are unhappy with the…
OB33
Joanne Martin, Debra Meyerson
1996
Consists of eight separate parts. These parts can be used separately, a few at a time, or all eight at once. Link.Com: A Silicon Valley Legend is a short introduction that provides a brief overview of the company. Link.Com is a large, multinational…
M286
Chuck Glew, Rajiv Lal, Mark Lotke, Mario Palumbo, Marc Schwartz
1996
ETrade pioneered the electronic deep-discount brokerage business and experienced phenomenal growth by making extensive use of technology to achieve significant cost advantages over traditional firms. ETrade’s strategy has been to pass these cost savings…
M284B
Mitchell Kristofferson, Rajiv Lal
1996
The transition to value pricing required changes in product development as well as in the roles of brand managers and the sales force, and coincided with a significant drop in both shipments and sales. In championing such a radical change, Durk Jager had…
M284A
Mitchell Kristofferson, Rajiv Lal
1996
Executive vice president Durk Jager was convinced that the huge sums being spent on trade and consumer promotion could be put to better use, and that P&G should overhaul its pricing strategy to one of consistent list prices with little, if any…
M283
Rajiv Lal, Doug Okun
1996
News that Wal-Mart, the biggest, most powerful retailer in the world, was entering the Canadian market with an instant presence by buying 122 Woolco stores caused pandemonium at Hudson’s Bay Co. (HBC) and its Zellers discount chain. Faced with the…
