NoTitle Author(s): Publication Date Product Number 1 A Note on Managing Process Flows Kamalini Ramdas Aug 13, 2005 9-UV0-427 2 Air Miles Canada: Rebranding the Air Miles Rewards Program Niraj Dawar, Ramasastry Chandrasekhar Nov 21, 2007 9-907-A09 Aligning Organizational Units and Employees: A Critical Step in the Strategy 3 Execution Process Robert S. Kaplan, David P. 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 6 Communications Research Boston Fights Drugs (A): Designing Charlotte Beers at Ogilvy & Mather 7 Worldwide (B) V. Kasturi Rangan, Jennifer Lawrence Herminia Ibarra, Nicole Sackley Oct 30, 1987 Jan 26, 1995 588031 495032 8 Dana Hall: Funding a Mission (A) Herman B. "Dutch" Leonard, Melissa Tritter, F. Warren McFarlan Jun 14, 2006 306090 Jamie Ladge Jul 21. 2003 9-804-002 500039 Samuel Chun Nov 3. David Chen Oct 30. 1999 13 Google Advertising Youngme Moon. Mark Leslie. Benjamin C. Mike Harkey May 3.9 Facebook William P. 2006 E220 10 Gillette's Launch of Sensor Pankaj Ghemawat. 2006 507038 . Applegate. Esty Sep 12. 1991 9-792-028 11 Global Healthcare Exchange 12 (Condensed) Goodyear: The Aquatred Launch Lynda M. Barnett. Rukstad. 2000 U0010C . 2004 504094 20 Is This Process Performing Well? Oct 1. Pai-Ling Yin Nov 5. Ronald T Wilcox Jul 11. Peter Yuan Sep 30. 1999 99N021 18 Ice-Fili (Abridged) Michael G. Wells. Henderson.: The Capital 17 Structure Decision Andrew Karolyi. Larry Wynant. 2007 9-UV0-787 15 Decision Hewlett-Packard-Compaq: The Merger Krishna G. John R. Palepu. Geoff Crum. 2007 Hutchison Whampoa Ltd. 2004 104048 2450BC 16 How to Discuss a Case William Ellet Apr 17.14 Green Ox Marian Moore. 2004 9-705-441 19 IKEA Invades America Youngme Moon Apr 27. Jonathan Barnett Apr 8. Geraldine R. Benjamin C. Brian L. Holt Oct 5.21 with Plenitude L'Oreal of Paris: Bringing "Class to Mass" Robert J. 2004 9-UV0-426 24 McDonald's Russia: Managing a Crisis Youngme Moon. 2001 9-502-040 26 Discuss Cases Note to the Student: How to Study and Robert F. Mathew Mateo Millett Sep 23. 2008 BH269 23 Process Capability Managing Variability: Process Control and Kamalini Ramdas Feb 2. Dolan Oct 23. 2001 UV0116 27 Petrolera Zuata. Kerry Herman Oct 21. Trevis Certo. 1998 299012 . Connelly. 1997 9-598-056 22 Decisions Managers and Their Not-So Rational S. Esty. 2002 503020 25 Mountain Dew: Selecting New Creative Douglas B. Petrozuata C. Laszlo Tihanyi Mar 1.A. Bruner Jun 21. Jose Luis Nueno. Quelch. 1998 Feb 9.28 Operational Control Processes to Strategy) Norton Planning and Budgeting (Linking Robert S. Kaplan. Sep 13. Diane Burton Feb 9. 1996 9-UV0-421 31 Saku Brewery Product Portfolio Planning at Estonia's Michael R.: Market Orientation Satyendra Singh Feb 25. 2008 9-908-A06 . James Leonard Sep 6. Weiss Sep 25. Jordan Mitchell Oct 17. 2005 905A28 32 Real Madrid Club de Futbol 33 Rob Parson at Morgan Stanley (B) John A. David P. Diane Burton M. 1998 9-504-063 498055 34 Rob Parson at Morgan Stanley (C) 35 Rob Parson at Morgan Stanley (D) M. Pearce. Gray. Diane Burton Apr 27. 2000 1622BC 29 Process Fundamentals Ann E. 1995 696023 30 Process Performance Measures Elliot N. 2004 Feb 13. 1998 9-498-056 498058 36 Sat & Co. Carin-Isabel Knoop M. 2007 R0704H 43 Policy (A) Thomas Medical Systems Outsourcing Thomas E. 2000 IMD036 . Vollmann. Claire Hurley Oct 17. Denyse Julien. Crossan. Robert J. 1982 582103 38 Starbucks Successful Performance Measurement: A Mary M. Denyse Julien. 1999 U9911B 40 Telewizja Wisla Walter Kuemmerle. 1997 9-898-033 41 The Birth of the Swatch Youngme Moon Jun 8. 1998 IMD033 44 Policy (Abridged) (A) Thomas Medical Systems Outsourcing Thomas E. Dolan Mar 11. Vollmann. Carlos Cordon Jan 1. Ariff Kachra Jun 18. Carlos Cordon Jan 1. 2004 504096 42 The Process Audit Michael Hammer Apr 1. Andrew Janower. 1998 98M006 39 Checklist Karen Carney Nov 1.37 Sealed Air Corp. 2006 50 (HBR Case Study) Why Are We Losing All Our Good People? Edward E. Inc.45 Policy (B) Thomas Medical Systems Outsourcing Thomas E. John R. Yoffie. 1998 IMD035 47 TiVo 2007: DVRs and Beyond David B. Carlos Cordon Jan 1. Travis Haglock Jun 9. Carlos Cordon Jan 1. Wells. 1998 IMD034 46 Policy (C) Thomas Medical Systems Outsourcing Thomas E. Wickham Skinner. Michael Slind Oct 15. Lawler III Jun 1. Denyse Julien. Denyse Julien. Vollmann. 2005 9-705-476 . Vollmann. Frantz Maurer 2189 206046 Apr 13. 2008 R0806X 51 Whole Foods Market. Heather Beckham Jun 12. 2007 9-708-401 Treadway Tire Company: Job Dissatisfaction and High Turnover at the 48 Lima Plant Understanding Corporate-Value-at-Risk Through a Comprehensive and Simple 49 Example C. Bertoneche. 2008 Marc L. Serbin Jan 10. 1991 591055 53 ZARA: Fast Fashion Pankaj Ghemawat. Menezes. Jon D. 2003 9-703-497 .52 Program Xerox Corp. Jose Luis Nueno Apr 1.: The Customer Satisfaction Melvyn A.J. the fundamental relationship among three important metrics: average inventory. average throughput time. Sculley. In early 2008. the iPod. inventory. The case examines the history of Apple's strategic moves under the leadership of CEOs Jobs. While Apple enjoyed a high market share in digital media players and in online music sales. Designed as an in-class handout. Mac sales remained vital to Apple's future. the company signaled a fundamental shift away from its historic status as a vendor of the Macintosh personal computer (PC) line. Spindler. Amelio. Air Miles opts to develop and launch a mass advertising campaign to reconnect with consumers. Can the school stay true to its mission? How will it find the funding? Through the story of Blair Jenkins. and (again) Jobs. A process viewpoint is useful when the goal is to manage operational metrics such as capacity. and employees to strategy. to re-energize internally. has more than nine million subscribers. places those moves in the context of structural features of the evolving PC industry. or responsiveness.000 budget to combat drug abuse among Boston's school-going population. At the same time. The company's line of iPod media players. Will the iPod lure new users to the Mac? Will Apple be able to produce another cutting-edge device quickly? In January 2007. However. They create their own Case (Field) storyboards but are not sure if they are truly better. this case examines the difficult mission and funding decisions facing many nonprofit organizations. Updates CEO Beers' progress two years after her initiation of a massive organizational change Supplement (Field) effort. the largest third party loyalty program in Canada. 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 how to align employees with the strategy. 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. The note examines Little's Law. on the strength of sky-rocketing sales in those areas and by resurgent sales of Macintosh products. This chapter describes the best practices companies use to align business units. three decades after its incorporation. Competitive HBS Press Chapter This chapter is excerpted from "Execution Premium: Linking Strategy to Operations for Advantage. As social norms shift away from single-sex education. it remained a niche player in the worldwide PC industry. and average throughput rate in any system that is in equilibrium Air Miles. Case Case Case (Library) Case (Library) Describes in detail the research mounted by five individuals with a $20. but they now accounted for less than half of its total revenue. Apple Computer shed the second word in its name and became Apple Inc. for a data-driven company focused on influencing consumers individually." Apple has reaped the benefits of its innovative music player. Paradoxically.Type: Description: This is a Darden case study. Dana Hall is a private all-girls school in New England facing a crisis in its mission. and Air Miles seeks to tighten its relationship with customers. the school's enrollment is falling and deficits are becoming the norm. Using the focus group methodology they discover that most of the current anti-drug advertising is useless. Case (Field) . its PC and server business continue to hold small market share relative to the worldwide computer over the past few years. support units. its iTunes online content store and its newly launched iPhone mobile handset business made up increasingly large shares of its operations. 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. A truly effective management system for aligning business unit strategy with operations must address how strategy is integrated across diverse organizational units. cost. This note focuses on the fundamentals of managing process flows. and covers the iPod and iPhone businesses at considerable length. and just as importantly. Apple's revenues and its stock price reached record levels. head of school. With that move. Case (Field) In just over two years. It is on track to bring in roughly $9. getting the company to perform efficiently against those objectives would be a challenge for Facebook CEO and 21year-old Harvard drop-out Mark Zuckerberg. Global Healthcare Exchange (GHX) was one of 90 online marketplaces in the health care industry. which would place it fourth among American media companies in total ad sales. forced Gillette to reevaluate its strategy in its shaving and non-shaving business. 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 company's founders were among the largest suppliers in the industry. Siemens. Google is the number one search engine in America with 99% of its revenues deriving from its simple. one of the biggest product launches ever. while ensuring Facebook's consumer experience was better than its alternative's. text-only advertising services. Focusing the organization on the right objectives would be critical. achieving profitability. The introduction of the Sensor Shaving System. 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. GE Medical. Goodyear is planning to launch an innovative new tire in a price sensitive and highly competitive category. Baxter. Zuckerberg would have to develop an organizational strategy that could allow the company to keep up with its underlying growth metrics.5 billion in advertising revenue in 2006. including integrating its latest merger. and company executives must address key strategic issues. and Medtronic. The case deals with channel conflicts and management issues arising in mature product categories.4 million users. Braun. Guidant. including health care providers and managed care organizations. At the time of the case (spring 2003). animation. ahead of giants such as NBC Universal and Time Warner. Google has also begun exploring the radio/television advertising space. Case (Field) Case (Library) In mid-2006. and determining the pace of global expansion. The company's core market--college students--was prone to switching. defining a fair pricing strategy. Abbot. and issues of sustainability and flexibility. it has also begun to explore new ways to expand its online advertising model. However. Permits analysis of the margins and volumes the Sensor is likely to achieve.R. Case (Library) Reprint Founded in March 2000 at the height of the dot-com bubble. Bard. Each of these forays is raising a number of key questions for Google. C. It had to decide whether to go ahead with the launch and if so. and video). experimenting with more elaborate forms of advertising (involving graphics. . including whether it is possible to reconcile these advertising formats with its current business philosophy. at what scale. 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. 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. Becton-Dickinson. Tyco. distributors. including Johnson & Johnson. and other key suppliers joined shortly after the company was founded. Group purchasing organizations. The key metrics to watch: 1) the bottleneck. In 2002. product line depth). positioning. Then test alternate scenarios to determine maximum efficiency. and the price (including a break-even analysis). "Green Ox" was written specifically for a mid-term exam in an MBA Marketing Management class. Hewlett-Packard's proposed $24 billion acquisition of rival Compaq marked the largest merger in the history of the computer industry. Hutchison had relied entirely on short. The severity of the stock market's reaction to the deal's announcement. Case (Field) Case (Library) When you are trying to improve a manufacturing or service process. choosing a specific target segment(s). the IKEA Group is the world's top furniture retailer. but is facing strong competition from Nestle despite its success over other multinational competitors. don't rely on your intuition. This chapter provides some guidelines for students who are new to the case method HBS Press Chapter developing discussion skills. and concern about a more diversified investor base had led Hutchison to explore other financing options.4% shareholder approval margin.This is a Darden case study. and competitor positions. 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. or they can be aimless and seemingly pointless. with 154 stores worldwide. In the United States. Students must also make recommendations regarding the product name. including vertical integration. Ever find yourself looking for the perfect case for an exam or mid-term? They can be quite rare. attractive rates in other capital markets (especially the United States). like many of its domestic peers. The company's goal is to have 50 stores in operation in the United States by 2013. Rather than focus on one particular concept or issue (e. The HK$35 billion Hong Kong-based conglomerate had ambitious growth plans in multiple business sectors in different geographies. the company was debating the benefits of a Yankee Bond Offering. dynamics and sustainability. 3) the utilization. or the most time-consuming step in the process. use process analytics--the study of the processes used in manufacturing or services--to construct a workflow for the first several units produced. all of which have been enormously popular despite their self-service requirements. allowing deeper analyses. for Hutchison Whampoa was considering strategies for its long-term capital structure. coupled with a "slim but sufficient" 51. and articulating a positioning statement(s) for the new product . Update Article . At the time. Explores various options for managing this growth strategy. 2) the cycle time or time elapsed between completion of successive units. customer information.. segmentation. Contains detailed exhibits. Case (Field) Designed as an overview of all aspects of the strategy process: industry analysis. Traditionally. and 4) the start-to-finish Harvard Management or throughput. and scope issues of corporate strategy. IKEA operates 14 stores. and location issues. The merger was Hewlett-Packard's response to sweeping changes impacting the technology industry. left many wondering whether the deal was beneficial for shareholders.in light of market trends. Its demand for longterm financing. Distribution and promotion issues are downplayed. Focal decisions include choosing a segmentation scheme(s). time. number of products in the line.to medium-term bank loans. yet there is sufficient information to determine whether students' recommendations on the larger issues account for the necessary integration of the 4Ps. horizontal diversification. A rewritten version of an earlier case. In particular. Case Case (Library) Case discussions can be exciting and revelatory. Ice-Fili is the largest ice cream producer in Russia in 2002.g. Hutchison had already approached Moody's and Standard & Poor's for a bond rating. Instead. how to finance the project. and Cohon is struggling to figure out how to entice consumers back to McDonald's. Today's corporate environment requires managers to be excellent decision makers. Highlights the key role of selecting creative in brand communications. the product continues to lose money. good "infrastructure. to the menu. Conoco and PDVSA (Venezuela's national oil company). There are. the challenges of extending an advertising campaign. and effective decisions will. This could be distributed along with a course syllabus or advance materials and was written with the objective of helping students more quickly achieve levels of effective preparation and discussion. The case is set in 1997 as the project sponsors. such as drugstores. founder and senior chairman of McDonald's Russia. with a view toward helping managers better understand the problems of decision making and improve the effectiveness of their decisions. one that was named "Deal of the Year" in 1997 by virtually every journal covering project finance. In August 1998. Case This technical note provides an introduction to quality management tools. System 2 is a slow. In this article. This technical note. if not. The note argues that success follows from a combination of good attitude. so much so that they often make irrational decisions based on a small probability that they could avoid such loss. The sponsors hope to raise a portion of the $1. Includes color exhibits. explains why managers may continue to dedicate resources to failed projects. Describes what turned out to be an extremely well-crafted financial transaction. Cohon is debating two issues: whether to raise prices and whether to add low-priced items." and good execution. color cases should be printed in color. in large part. Another example. the escalation of commitment. Traffic in the 26 restaurants has plummeted. Case Case (Field) This is a Darden case study. L'Oreal's strategy is to "trickle down" technology over time from high-end outlets like department stores to mass-markets. Both are important to a wide variety of managerial decisions. we describe two cognitive systems that influence decision making. We describe these and other biases. which will require an investment-grade rating. and the interpretation of ads as a crucial senior management skill. and they interact with each other. we know from prospect theory that managers are unwilling to incur loss. The key questions are whether the project will achieve an investment-grade rating and. Case Case (Field) Case (Field) Petrozuata is a proposed $2. Their ability to make fast. is facing an economic state of emergency. Includes color exhibits. but even eight years after introduction in the United States. System 1 refers to a process that is fast. color cases should be printed in color. shape the performance of their firms. effortless. and rule-governed decision-making process. George Cohon. are planning to meet with various development agencies and rating agencies regarding the proposed financial structure. widely-supported. however. The mass market brand Plenitude has become the market leader in France. written for students. Case (Field) To maximize their effectiveness. creating massive inflation and widespread economic disarray. and intuitive.5 billion debt in the capital markets.To maximize their effectiveness. gives a first "how to do it" introduction to studying by the case method. This is a Darden case study. controlled. such as cabbage soup. Russia is in the midst of a severe currency crisis--the ruble has plummeted in value. the challenges of building a brand in a turbulent cultural environment. a number of forces at work that hinder the effectiveness of these processes. with a focus on the concepts of process control and process capability. For example.5 billion oil-field development project in Venezuela. The case presents qualitative market research data to enable students to diagnose the problem and develop an action plan. . the company needs to decide where to focus its effort. Case Case (Field) Case (Field) Supplement (Field) Supplements the (A) case. The chairperson of the board of directors was adamant that both divisions must survive. the company must meet customers' needs and must improve its business performance. the company has had the exclusive right to resell three well-known international beer brands (Guinness. With so many options and finite marketing resources. and few have integrated their budgeting and performance review processes with the strategic planning process. and that a market orientation must be achieved. Teaching purpose: To explore managerial problems associated with performance appraisal and performance management. This note defines a variety of performance measures that are useful in process analysis. and expand the club's brand around the world through multiple channels. consisted of two divisions: the lathe division that manufactured the lathe machines.e. As a result. Sat & Co. his management team reflects on initiatives to date and challenges ahead as described in the case. In June 2004. The types of management choices involved in designing. Begins by discussing the activities that take place in a "process. whereas the CNC division was overly marketoriented. The different cost structures. cider. A rewritten version of an earlier note. Stuart considers whether the efforts Parson had made were sufficient. Also describes the soccer industry and the trends transforming it. and Carlsberg) in Estonia. Florentino Perez. such as alcoholic long drinks. and This note provides an introduction for a course or module covering the basic elements of production or service operations and how processes are managed. Kilkenny. Measures of process performance and basic process analysis are introduced. operating. and performance characteristics of alternative types of processes are touched upon. For the last three years. allocating resources. the company has experienced increases in other product lines. . The capacity of both divisions was underutilized. Parson's new manager Gary Stuart faces the decision of promotion again. Case (Field) Supplement (Field) Supplements the (C) case. Case The Sat & Co. the note focuses briefly on the complexity stemming from uncertainty and variability in processes and their external environments. which complement its existing agreement to sell Pepsi and 7Up. and reviewing performance. a well-known Spanish businessman. was elected president of Real Madrid. The problem was that the lathe division manufactured very basic lathe machines and the CNC division assembled very technologically advanced machines. Finally. In his campaign. i. The CEO and the marketing director of Saku Olletehase AS of Estonia must decide on the company's product portfolio plan. and the computer numerical control (CNC) division that assembled CNC machines. capabilities. Most organizations use the budget as their primary management system for establishing targets. and improving processes are described. This chapter shows how companies have used a strategyfocused management system based on the Balanced Scorecard to integrate these processes HBS Press Chapter overcome important barriers to strategy implementation. As re-election looms four years later. Note This is a Darden case study. Perez had promised to turn around the club's finances. however. one of the world's top soccer clubs." Analysis tools such as the process flow diagram are provided. and nonalcoholic beverages. Although domestic beer sales have fallen. Saku enjoyed market leadership in Estonia with its brand Saku Originaal. 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. bring in world-class talent. The lathe division was poorly market-oriented. It explains the meaning and usefulness of these concepts through a list of definitions followed by examples.Integrating the Balanced Scorecard with an organization's planning and budgeting processes is critical for creating a Strategy-Focused Organization. the strength in market share has weakened in recent years due to increasing competition and greater marketing acumen from other domestic producers. A year after Rob Parson's manager decided to postpone Parson's promotion. both divisions failed to satisfy their customers' needs. and then assess how well those competencies can be leveraged across the various alternatives. the others will be ineffective. Together. A 1999 EFMD award winner. The company must determine its response to this new competition. The author describes how several companies--including Michelin. The firm begins with an objective to purchase assemblies instead of components. Case (Field) Case (Field) . Also involves analysis of economics and valuation of TV stations. and investors are betting that it will be able to continue its phenomenal growth so it needs to walk a fine line between leveraging its brand to achieve growth and not eroding it in the process. The case is written so that students need to first identify where Starbucks' competencies lie along the value chain. This objective evolves until the supplier takes over a large part of the engineering design as well as the product database creation and maintenance. Also includes a discussion of SMH. Describes the various elements that made the Swatch different from any watch the industry had ever seen. they only provide the potential to deliver high performance. Many problems are encountered. However. PEMM is different from other frameworks. Claire and her partner have to resolve questions about strategic partners. determine how well a process is able to function. because it applies to all industries and all processes." more" section and a Claire Hurley and her business partner have obtained a supra-regional TV license for Poland. enablers are not enough to develop high-performance processes. A large medical electronics firm is refining its outsourcing policies and the new ways in which it needs to work with its suppliers. A company must also possess or establish organizational capabilities that allow the business to offer a supportive environment. Software for this case is available (9-587-513). The firm begins with an objective to purchase assemblies instead of components. protective packaging market. Clorox. but the product comes to market and is successful. Traces the history of the watch industry up to the early 1980s. A 1999 EFMD award winner. particularly cannibalization. This objective evolves until the supplier takes over a large part of the engineering design as well as the product database creation and maintenance. and leveraging the brand into other product areas. exploring how the company has managed Case (Library) the Swatch brand in the context of its brand portfolio (nine global watch brands in total. Case (Field) Starbucks is faced with the issue of how it should leverage its core competencies against various opportunities for growth. which controls Swatch. and assess process-based transformation efforts. and deal structures. Process enablers. and affords the opportunity for the development of a marketing plan for any new product introduction. Does your performance measurement system actually boost performance? Here's a checklist for ensuring meaningful performance measurement. Highlights challenges of raising capital from foreign partners. progress Article A large medical electronics firm is refining its outsourcing policies and the new ways in which it needs to work with its suppliers. the enablers and the capabilities provide an effective way for companies to plan and evaluate process-based transformations. company valuation. which affect individual processes. Includes an annotated "If you want to learn Harvard Management Update Article sidebar on "soft" metrics entitled "Measuring the Soft Stuff. Several small regional producers have introduced products which are less effective than Sealed Air's but similar in appearance and cheaper. formulate.S. 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. Teaching purpose: Explores the challenges of starting a media company in Poland. Allows discussion of entrepreneurial start-ups in transition economies. and Schneider National--have successfully used PEMM in various ways and at different stages to evaluate the Harvard Business Review of their process-based transformation efforts. when the Swatch was introduced. They are mutually interdependent--if any are missing. Raises product line management issues. the Swatch is the best-selling watch in history.) new framework that helps executives comprehend. 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. pursuing further expansion of its retail operations. such as Capability Maturity Model Integration (CMMI). Many problems are encountered. Case (Field) In 1993.Case (Field) Market leadership and technological innovation have marked Sealed Air's participation in the U. He has identified two distinct groups of characteristics that are needed for business processes to perform exceptionally well over a long period of time. including introducing its coffee in McDonalds. but the product comes to market and is successful. Tetra Pak. Shell. CSAA. Feasible options range from doing nothing to introducing a new product. Implementing it required making six other bets: continuing to sell stand-alone DVRs in the retail market. They also perceive limited opportunity for career advancement. and an evolutionary plan for how to interact with supplier partners. That was Roger's big bet. a major distribution deal with cable operator Comcast. She explains that although people join companies for rational motives. they stay for emotional ones. Harvard Business Review Article it's often too late. The company develops noncore technology clusters. thinks that Helen should take a hard look at Mary. cluster teams to manage each cluster. entering the audience research business. 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 line foreman segment. Treadway Tire's plant in Lima. a pivotal new product. Helen must also become an attentive listener. sandal-wearing. Texas in 1980. F. So how did John Mackey come to be christened Chainsaw John Mackey? Case (Library) .Case (Field) A large medical electronics firm develops correct policies for outsourcing. interest rate risk. Jim Cornelius. and happiness? Chainsaw John Mackey did. the executive director of the Corporate Executive Board's leadership council. Morale surveys. cluster teams to manage each cluster. This CEO took a five-month sabbatical to hike the Appalachian Trail. joy. who is not safeguarding the firm's talent. More credentials: Sales-per-square foot of $690 and rising. and an evolutionary plan for how to interact with supplier partners. shows how to use corporate-value-at-risk to measure and manage a firm's global exposure to risk. A seven-year streak near the top of Fortune's list of best companies to work for in America. the CEO of human resources consultancy Keeping the People. and they must cope with the needs and interests of both. Ohio must confront strong job dissatisfaction and high turnover among its line foremen. A 1999 EFMD award winner. Jean Martin. No salary higher than eight times the average salary. He advises Helen to meet face-to-face with her most talented employees and assure them that she understands their concerns and desires. TiVo was a maker of digital video recorder (DVR) products and a distributor of DVR technology. and commodity price risk. The company develops noncore technology clusters. Using a comprehensive and simple example of a firm exposed to foreign exchange risk. the chairman and CEO of Bristol-Myers Squibb. despite rapidly eroding market share. urges Helen to support a mission and culture to which employees will feel connected. distributing TiVo service in partnership with cable and satellite TV providers (which also functioned as TiVo's chief competitors in the DVR market). such as a disconnect between the firm's long-standing focus on innovative design and a more recent concern with profitability. and a key intellectual property lawsuit were all reaching points of critical impact. The candid discussions can expose the "triggering events" that impel people to leave. 2007. Team-based hiring with a two-thirds majority required. A 1999 EFMD award winner. once faced a potential employee exodus as interim CEO of the pharmaceutical company. Leadership in DVR technology and a TV-centric user interface arguably positioned TiVo to become something more than a consumer electronics company. By the time unhappy workers tell their managers what's going on. A single store in Austin. leveraging TiVo's intellectual property both through litigation and in the marketplace. In late 2007. Rogers believed that macro-trends in the home entertainment industry--the convergence of standard television with the delivery of video content via broadband Internet. markets. A large medical electronics firm develops correct policies for outsourcing. college dropout create a company manifesting love. thinks that Sambian's employees need a forum in which they can speak openly about their discontent. the head of international people and organization capability for Microsoft. Can a short-sleeved. Facing mounting pressure to reduce costs and increase productivity. and expanding into nonU. that strategy was due for a major test.S. Case (Field) Case (Field) Case Note Sambian stop the talent drain? Four experts comment on this fictional case study in R0806A and R0806Z. and the related crisis faced by companies whose business models relied on TV advertising--played to TiVo's unique strengths. developing a platform for DVR-based advertising. 144 stores in 2004. Hiring by means of teams and a vote requiring a two-thirds majority. Incentives based on the bottom line. Solving the problem requires rethinking the philosophy that guides workforce management and changing the Treadway culture that has grown up around that philosophy. The foremen are caught in the middle of an adversarial relationship between the union and management. Leigh Branham. Anna Pringle. and the drive to achieve the corporate goals of customer satisfaction motivate this review. Powered by ZARA's success. ahead of return on assets (ROA) and market share. ZARA observes what's selling and what's not and continuously adjusts what it produces and merchandises on that basis. Case (Field) . which has set up an extremely quick response system for its ZARA chain. A decision has to be made regarding the type of guarantee to introduce. Also described are the customer satisfaction measurement system. making it one of the most global retailers in the world. Market research has been conducted on customer responses to four different types of guarantees.Case (Field) 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. it faces important questions concerning its future growth. its goals. and the action steps for implementation. an apparel retailer from Spain. At Xerox customer satisfaction is the number one priority. Focuses on Inditex. the success of the program to date. and followup. The case focuses on analyzing the strategic role of the customer satisfaction program. the data analyses. Inditex has expanded into 39 countries. To increase customer satisfaction and to drive the organization to higher levels of performance top management believes that Xerox should offer a satisfaction guarantee. But in 2002. Instead of predicting months before a season starts what women will want to wear.