James Phills, Lyn Denend
2005
In the most basic sense, a market failure occurs whenever the production or allocation of goods or services by a market is suboptimal. On one hand, this can mean that the output, price, or distribution of products is either inefficient in the sense that…
James Phills, Lyn Denend
2005
David Green, Victoria Hale, and Jim Fruchterman had each developed unique and innovative solutions that addressed glaring “market failures.” For Green, and his organization Project Impact, it was a new approach to manufacturing low-cost, high-quality…
Jeremy Bahr, William Meehan III, Maisie O'Flanagan, Brian Tayan
2005
Victoria Chang, Chip Heath
2005
Bad sportsmanship used to mean a basketball player not acknowledging a foul or a tennis player saying a ball was out when it really hit the line. Recent examples of bad sportsmanship included activity that was substantially more serious. In 2001, the…
Victoria Chang, Chip Heath
2005
Bad sportsmanship used to mean a basketball player not acknowledging a foul or a tennis player saying a ball was out when it really hit the line. Recent examples of bad sportsmanship included activity that was substantially more serious. In 2001, the…
Victoria Chang, Chip Heath
2005
Bad sportsmanship used to mean a basketball player not acknowledging a foul or a tennis player saying a ball was out when it really hit the line. Recent examples of bad sportsmanship included activity that was substantially more serious. In 2001, the…
Dani Kerrigan, Joanna Newman, Kathryn Shaw, Alex Tauber
2005
The vignette chronicles Amy Baker’s quest to start her own company. It describes Baker’s professional experience before she decides to pursue an entrepreneurial career as well as the factors that finally pushed Baker to pursue this path. Baker gave…
Mark Leslie, Alex Tauber
2005
For three years after its spin-off from Lucent in late 2000, Avaya struggled with how to best structure its go-to-market organization. The case chronicles Avaya’s repeated attempts to create an effective go-to-market structure. It finally ends in late…
Mark Leslie, Alex Tauber
2005
This case is a follow up of the Avaya A case. The Avaya A case deals with creating a go-to-market organizational structure for the company. The Avaya B case focuses on many of the issues associated with rolling out the new go-to-market structure. The case…
H. Grousbeck, Timothy Groseclose, Alicia Seiger
2005
The case details the rise of Coinstar networks from a 5 store pilot program to a national phenomenon that changed the way the Fed recycles coins. The case tracks Coinstar’s founder, Jens Molbak, as he makes difficult decisions having to do with raising…
R. Ellis, Mike Harkey, Garth Saloner
2005
Mother and son tandem Toby and Greg Waldorf started Destination-U, an online college matching service, in April 2004. Greg had a deep background in start-ups and technology companies, most notably as an early investor in eHarmony, an online dating…
Feryal Erhun, Jay Hopman, Hau Lee, Mary Murphy-Hoye, Paresh Rajwat
2005
In July 2001, eight months after the release of Intel’s Pentium®4 processor, sales of the new product had not met expectations. This was due in large part to significant downturns in world markets following record microprocessors demand in 1999 and early…
H. Grousbeck, Joel Peterson, Alex Tauber
2005
The case represents a series of four vignettes confronted by a fast growth start-up in the airline industry, JetBlue. The vignettes span the spectrum of operational issues – from how to confront employee situations to how to effectively manage a Board…
H. Grousbeck, Joel Peterson, Alex Tauber
2005
The case represents a series of four vignettes confronted by a fast growth start-up in the airline industry, JetBlue. The vignettes span the spectrum of operational issues - from how to confront employees situation to how to effectively manage a Board…
Garth Saloner, Angie Strange, Alex Tauber, Amanda West
2005
The vignette starts at the time Jo Anne Heywood was promoted to be the CEO of Converged Networks. This promotion was almost by coincidence. That is, Heywood had just been hired as the CTO of Converged Networks as the company prepared to raise its third…
Garth Saloner, Angie Strange, Alex Tauber, Amanda West
2005
The vignette is a continuation of the Jo Anne Heywood (A) vignette. In the first vignette, Heywood wonders how she should approach her first Board meeting with the news that sales have significantly missed projections. In the (B) vignette, although…
Emily Melton, Garth Saloner
2005
The vignette briefly recounts the story of how Katrina Garnett single-handedly launched Crossworlds, a successful enterprise application company. The vignette then focuses on two issues that Garnett must wrestle with as she tries to “manage” her Board of…
Mark Leslie, James Lattin, Mike Harkey
2005
This case examines three fictional vignettes concerning ethical dilemmas in the sales force. The vignettes are directed at presenting the perspective of the CEO or VP of Sales. The fictional company around which these three vignettes center is called…
Seungjin Whang, Alyssa J. Rapp
2005
New Vine Logistics was founded in 2001 by Katie Schumacher, a member of the failed Wineshoppers.com start-up operational team. Ms. Schumacher believed that Wineshopper’s approach to inventory management, logistics, and general operational challenges…
Lyn Denend, R. McKern
2005
This note provides an overview of India’s IT services industry, using Michael’s Porter’s ‘Diamond of National Advantage’ framework. Specifically, it assesses how India uses its factor conditions, demand conditions, related and supporting industries, and…
James Lattin, Mark Leslie, Alicia Seiger
2005
The case details the challenges OuterBay faced with respect to its decision to pursue an OEM deal with a very large and well established technology company, EMC. It begins with a description of both companies’ businesses, the history of their relationship…
Hau L. Lee, Seungjin Whang, David Hoyt
2005
In 2005, POSCO was the world’s most competitive steel company, and one of the largest. From its founding in 1967 in South Korea, it had built its success on technology, and on highly efficient, integrated steel plants. The business environment was…
Aisa Aiyer, Carly Irestone, Garth Saloner, Alex Tauber
2005
The vignette starts by presenting Rosemary Brooks’ background. After seven years at Lockheed, Brooks was interested in joining a company where she could take more of a “customer facing” role. Brooks’ healthy appetite for risk, her desire to make an impact…
Carly Irestone, Kathryn Shaw, Angela Shelton, Alex Tauber
2005
This vignette chronicles how the birth of Sheryle Bolton’s second son with a life threatening illness made Bolton reconsider her professional ambitions. Her son’s misfortune had grounded Bolton in the belief that whatever she did professionally had to…