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    HBS CaseRemove HBS Case →

    ← Page 3 of 75 Results →
    • 03 Dec 2012
    • HBS Case

    HBS Cases: Against the Grain

    by Martha Lagace

    Dealing with pervasive, institutionalized corruption is tough but not impossible. A new case study on Tanzania joins a series of cases in professor Karthik Ramanna's research that explore the deep-seated problems of corruption as well as multiple entrepreneurial paths to combat it. Closed for comment; 0 Comments.

    • 07 Nov 2012
    • HBS Case

    HBS Cases: Sir Alex Ferguson--Managing Manchester United

    by Sean Silverthorne

    For almost three decades, Sir Alex Ferguson has developed the Manchester United soccer club into one of the most recognized sports brands in the world. Professor Anita Elberse discusses the keys to Sir Alex's long-time success. Closed for comment; 0 Comments.

    • 10 Sep 2012
    • HBS Case

    HBS Cases: Branding Yoga

    by Kim Girard

    As yoga's popularity has grown into a $6 billion business, a cast of successful entrepreneurs has emerged with their own styles of the ancient practice. Yet yoga's rise underscores a larger question for Professor Rohit Deshpandé: Is everything brandable? Closed for comment; 0 Comments.

    • 13 Jun 2012
    • HBS Case

    HBS Cases: A Startup Takes On the Credit Ratings Giants

    by Maggie Starvish

    Moody's, Fitch, and Standard & Poor's dominated the credit ratings industry for decades. Could the recession weaken their hold? Professor Bo Becker discusses his case on super startup Kroll. Open for comment; 0 Comments.

    • 19 Mar 2012
    • HBS Case

    HBS Cases: Overcoming the Stress of ‘Englishnization’

    by Kim Girard

    CEOs of global companies increasingly mandate that their employees learn English. The problem: these workers can experience a loss of status and believe they aren't as effective in their learned language, says Assistant Professor Tsedal Neeley. Closed for comment; 0 Comments.

    • 12 Dec 2011
    • HBS Case

    HBS Cases: Clocky, the Runaway Alarm Clock

    by Carmen Nobel

    There had not been an innovative breakthrough in alarm clock design since the snooze button until entrepreneur Gauri Nanda created Clocky. Her runaway hit has been the inspiration for several cases written by Professor Elie Ofek. Closed for comment; 0 Comments.

    • 10 Nov 2011
    • HBS Case

    HBS Cases: Making Lincoln Center Cool Again

    by Kim Girard

    When Reynold Levy took over as president of New York's Lincoln Center for the Performing Arts, he faced challenges ranging from crumbling buildings to an aging customer base. How could the venerable institution get its high notes back? Key concepts include: The case teaches about budgets in tight fiscal times, managing challenging groups of constituents and board members, using technology wisely, and planning for a future in the digital world. It also shows that there are alternative paths for a CEO to take—and that a strong organizational leader can make up for many organizational shortcomings. Open for comment; 0 Comments.

    • 26 Sep 2011
    • HBS Case

    HBS Cases: Lady Gaga

    by Carmen Nobel

    What goes into creating the world's largest pop star? Before her fame hit, Lady Gaga's manager faced decisions that could have derailed the performer's career. A new case by Associate Professor Anita Elberse examines the strategic marketing choices that instead created a global brand. Closed for comment; 0 Comments.

    • 17 Jun 2011
    • HBS Case

    KFC’s Explosive Growth in China

    by Maggie Starvish

    In China, Yum! Brands is opening a KFC store every day. But this is not the KFC you know in America. A recent case study written by professor David Bell and Agribusiness Program director Mary Shelman reveals how the chicken giant adapted its famous fast-food formula for the local market. Closed for comment; 0 Comments.

    • 13 Jun 2011
    • HBS Case

    Mobile Banking for the Unbanked

    by Carmen Nobel

    A billion people in developing countries have no need for a savings account–but they do need a financial service that banks compete to provide. The new HBS case Mobile Banking for the Unbanked, written by professor Kash Rangan, is a lesson in understanding the real need of customers. Closed for comment; 0 Comments.

    • 25 May 2011
    • HBS Case

    QuikTrip’s Investment in Retail Employees Pays Off

    by Julia Hanna

    Instead of treating low-paid staffers as commodities, a new breed of retailers such as QuikTrip assigns them more responsibility and invests in their development, says professor Zeynep Ton. The result? Happy customers and even happier employees. Key concepts include: Unusual for a retailer, QuikTrip offers its operational employees above-average wages, job security, and significant benefits. By using operational efficiencies and standardization, QuikTrip reduces complexity to create higher employee productivity and fewer errors. By investing in employees and giving them more responsibility, QuikTrip enjoys a competitive advantage in service and benefits from continuous process improvement. Closed for comment; 0 Comments.

    • 04 Apr 2011
    • HBS Case

    Reinventing the National Geographic Society

    by Sean Silverthorne

    How do you transform a 123-year-old cultural icon and prepare it for the digital world? Slowly, as a new case on the "National Geographic Society" by David Garvin demonstrates. Open for comment; 0 Comments.

    • 24 Jan 2011
    • HBS Case

    Terror at the Taj

    by Julia Hanna

    Under terrorist attack, employees of the Taj Mahal Palace and Tower bravely stayed at their posts to help guests. A look at the hotel's customer-centered culture and value system. Open for comment; 0 Comments.

    • 29 Nov 2010
    • HBS Case

    United Breaks Guitars

    by Julia Hanna

    A new case coauthored by HBS marketing professor John Deighton and research associate Leora Kornfeld offers an object lesson in the dangers social media can bring for big, recognizable companies and their brands. From the HBS Alumni Bulletin. Open for comment; 0 Comments.

    • 25 Oct 2010
    • HBS Case

    Tesco’s Stumble into the US Market

    by Sean Silverthorne

    UK retailer Tesco was very successful penetrating foreign markets—until it set its sights on the United States. Its series of mistakes and some bad luck are captured in a new case by Harvard Business School marketing professor John A. Quelch. Key concepts include: Entering the US, Tesco deserves credit for creating a neighborhood market approach—emphasizing fresh produce and meats, and good quality but value-priced prepared meals. By not partnering or hiring local executives, Tesco missed the opportunity to learn more about the habits and needs of target customers. Tesco rightly aimed to scale the concept as soon as possible so that fixed overhead investments in its own distribution centers could be spread across a larger number of stores. Perhaps Tesco's original rollout plan was too ambitious, with executives assuming that the company would get everything right on the first try. Tesco has listened to its customers, learned from its mistakes, and made appropriate midcourse corrections. Closed for comment; 0 Comments.

    • 28 Jun 2010
    • HBS Case

    Cincinnati Children’s Hospital Medical Center

    by Julia Hanna

    A recent Harvard Business School case by HBS professors Amy C. Edmondson and Anita Tucker explores how one hospital implemented its own version of health-care reform, taking overall performance levels from below average to the top 10 percent in the industry. From the HBS Alumni Bulletin. Key concepts include: The case offers valuable takeaways for future managers of any complex service organization. A key takeaway for students is the power of transparency as a mechanism for change. Benchmarking themselves to an internal standard helped the group get beyond rationalizing poor performance as an unavoidable consequence of the complexity of patient care. Closed for comment; 0 Comments.

    • 15 Mar 2010
    • HBS Case

    Developing Asia’s Largest Slum

    by Julia Hanna

    In a recent case study, HBS assistant professor Lakshmi Iyer and lecturer John Macomber examine ongoing efforts to forge a public-private mixed development in Dharavi—featured in the film Slumdog Millionaire. But there is a reason this project has languished for years. From the HBS Alumni Bulletin. Closed for comment; 0 Comments.

    • 08 Feb 2010
    • HBS Case

    Looking Behind Google’s Stand in China

    by Sean Silverthorne

    Google's threat to pull out of China is either a blow for Internet freedom or cover for a failed business strategy, depending on with whom you talk. Professor John A. Quelch looks behind the headlines in a new case. Key concepts include: China has become more emboldened and self-confident as a result of its increasing economic significance. Google acted precipitously without giving due consideration to the impact of its announcement on stakeholders. The Google issue has become a cause célèbre that exacerbates the already fragile and festering U.S.-China relationship. Closed for comment; 0 Comments.

    • 18 Nov 2009
    • HBS Case

    Customer Feedback Not on elBulli’s Menu

    by Julia Hanna

    The world is beating a path to Chef Ferran Adrià's door at elBulli, but why? In professor Michael Norton's course, students learn about marketing from a business owner who says he doesn't care whether or not customers like his product. Closed for comment; 0 Comments.

    • 11 Mar 2009
    • HBS Case

    The Energy Politics of Russia vs. Ukraine

    by Garry Emmons

    A recent Harvard Business School case looks at Russia's decision in 2006 to cut off supply of natural gas to Ukraine's energy company—a move repeated this year. Is Russia just an energy bully? Students of professor Rawi Abdelal learn there is nothing black and white when it comes to Russia's energy politics. From HBS Alumni Bulletin. Key concepts include: The Western notion that Russia uses energy as a weapon is a media oversimplification of very complicated politics. Gazprom is the country's single most important company and biggest taxpayer. Because natural gas is much cleaner than oil or coal, Europe will likely become even more dependent on Russian gas. Energy can be a tool for influence but it's not an effective tool for domination. Russia will be in trouble if Europe decides to stop buying Russian gas. Closed for comment; 0 Comments.

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