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Clinical Change at Intermountain Healthcare
By Richard Bohmer, Erika M. Ferlins. 2006
Provides a detailed description of the way in which several improvements and innovations in clinical care were arrived at. Describes…
individual insights, how these were evaluated and validated, and how they were translated into improved medical practices. The changes in medical care include improvements in primary care, intensive care, and inpatient ward care. Detailed descriptions of each innovation are provided, along with a description of the processes of innovation, generation, and capture. It relates closely to Intermountain (A), which describes the organizational structure Intermountain has put in place to support these processes.Standards for Enterprise Management Control
By Xianzhi Zhang. 2015
This book is mainly about facilitating the dissemination of management control, a field now finding application at a growing number…
of organizations, among commercial practitioners. It provides essential insights on management control as applied to Chinese enterprises and cross-border organizations. The book is divided into four parts. Part 1 provides the necessary background and framework for a discussion on enterprise management control standards, while Part 2 introduces a basic standard for enterprise management control. Part 3 introduces application guidelines for enterprise management control standards, and lastly Part 4 presents several case studies on the application of enterprise management control standards.Arrow Electronics--The Apollo Acquistion
By Stephen P. Kaufman. 2006
Having already made 10 acquisitions of competitors in the last decade, the CEO of Arrow is evaluating the acquisition of…
another small competitor to boost sales, become #1 in a niche market segment, and achieve economies of scale. He is struggling with whether the deal makes strategic sense given forecasts that this niche segment is declining, whether the price is too high given the competitor's lack of profitability, and how to integrate the company into Arrow to maximize its value if he does the deal. Provides information to permit valuing the acquisition and developing a post-merger integration strategy and plan.C.K. Coolidge, Inc. (Abridged)
By John S. Hammond. 2006
Coolidge (CKC), a chemical manufacturer, is being sued for patent infringement. The plaintiffs are the patent holder and its sole…
licensee, who is also a CKC competitor. An analyst at CKC has done a breakeven decision analysis from CKC's perspective, balancing going to court with settling out of court, but no analysis has been done for the plaintiffs.Financing the Business: Where's the Money?
By Richard Luecke. 2004
This chapter describes the financing requirements that businesses typically encounter in different phases of the business life cycle, from start-up…
to maturity. It also provides an overview of the sources they turn to in securing financing during those phases. Two types of business--lifestyle and entrepreneurial--illustrate the general course of financing from start-up through expansion.Organizing the Enterprise: Which Form Is Best for You?
By Richard Luecke. 2004
One key issue every entrepreneur must address when starting a new business is the legal form the enterprise will adopt.…
This chapter covers the various legal forms of organization available to U.S. businesses, the advantages and disadvantages of each, and determining which form is best for you.Finding and Evaluating the Opportunity: Is It Real and Large Enough?
By Richard Luecke. 2004
Entrepreneurial people are always generating ideas for potential businesses. But how can they sift through these ideas and recognize the…
few that represent true business opportunities? This chapter lists the five characteristics of a genuine opportunity, explores where to look for such opportunities, and defines the process of evaluating them--all essential steps to establishing profitable new ventures.Werner von Siemens and the Electric Telegraph
By Geoffrey G. Jones, Bjoern Von Siemens. 2010
This case describes the nineteenth century founding by Werner Siemens of the Siemens electrical business in Germany. Werner's dual role…
as inventor and entrepreneur is explored as he created one of the world's first multinational enterprises, whose growth initially rested on its pioneering role in the new telegraph industry. Werner sent his brothers to open businesses in Great Britain and Russia, and the case explores the advantages and disadvantages of family business as a form of organization, as well as the challenges growing it poses for such family firms.Smartix: Swinging for the Fences
By Noam Wasserman. 2008
Vivek Khuller has built Smartix by attracting classmates to co-found it with him, learning how to pitch it to top…
VC firms and potential strategic partners, and honing the concept and business model by testing it in smaller venues. Now, he is facing the implications of the choices he has made in each of these areas and has to decide how to manage those implications.Eastern North Carolina Farming
By Frank Stephenson, Barbara Nichols Mulder. 2014
Settled as a maritime and agricultural colony, North Carolina's history has always been intertwined with agriculture and farming. After the…
Civil War, North Carolina became the nation's top grower of tobacco, and one of the country's largest tobacco companies--the American Tobacco Company--flourished from the huge quantities of Eastern North Carolina-grown tobacco that was purchased. With the growing success of cotton farming and other crops and livestock--including corn, peanuts, and hogs--the region was particularly rich in subsistence farming. Over the course of the 20th century, farming and agriculture went through tremendous change. The familiar landscape of cotton and tobacco began to shift and include more varied crops, such as soybeans and sweet potatoes. At the same time, hand tools were exchanged for tractors and combines. Eastern North Carolina Farming showcases the rich history of this agriculturally dynamic region while telling the individual stories of farmers who grew for families, markets, and distribution.Coca-Cola Company (A): The Rise and Fall of M. Douglas Ivester (Abridged)
By Carin-Isabel Knoop, Michael D Watkins, Cate Reavis. 2007
This is a shortened version of The Coca-Cola Company (A): The Rise and Fall of M. Douglas Ivester, HBS case…
#9-800-355. It eliminates some background detail and the financial data and exhibits. As with the original case, it chronicles the appointment of Douglas Ivester as CEO of Coca-Cola and the missteps that led to his dismissal.TH!NK: The Norwegian Electric Car Company
By David Kiron, Joseph B Lassiter. 2007
On August 1, 2007, 61-year-old Jan-Olaf Willums' plane was flying along the Greenland coastline on his way back to Norway…
after intense discussions with several prominent U.S. venture capital investors, among them Kleiner Perkins and Rockport Capital Partners, about investing in a plan to accelerate his company's entry into the North American market. A successful engineer, entrepreneur, and sustainable development champion, Willums was CEO of Think Global AS (TH!NK), a privately held Norwegian maker of electric vehicles (EVs). Having already raised $85 million in venture backing, TH!NK was just a few months away from the broad European launch of its line of EVs, the first commercially available, highway-safe cars in the world that produced zero greenhouse emissions.General Electric vs. Westinghouse in Large Turbine Generators (C)
By Michael E. Porter. 1980
There is lots of advice around for starting a business, but less for when it is established but un-profitable, or…
gets into difficulties. This is a guide to help you when the going gets tough. It acts as a smoke detector - to help spot the early warning signs of approaching difficulty, and as a fire extinguisher - for immediate use in a crisis. It will help you to turn a business around by explaining: why businesses fail, how to spot the warning signs, key ways to stabilise your finances, how to devise a realistic recovery plan, and how to manage that plan into effective action.AEP: Carbon Capture and Storage
By Richard H.K. Vietor. 2010
By October 2010, American Electric Power, the largest coal-fired, electric utility in the United States, had been operating a carbon…
capture and sequestration pilot plant for one year. Using a proprietary, Alstom chilled ammonia technology, AEP was capturing and sequestering 90% of the carbon dioxide in a small waste stream at its Mountaineer plant in West Virginia. As part of its larger carbon reduction strategy, AEP was launching construction of a $680 million demonstration plan, partially funded with DOE money. Mike Morris, AEP's chairman, was frustrated though, that Congress had not passed a cap-and-trade bill, and was worried how he would recover AEP's share of this huge investment. Could he find partners in this cutting-edge demonstration, or at least, add it to his utility rate base?John Mackey and Whole Foods Market
By Katherine Miller, Nancy F. Koehn. 2007
Traces the history of organic agriculture from its pre-industrial roots to the present day, and examines the growth of Whole…
Foods Market in the context of the broader growth of the organic industry. Also investigates John Mackey's role as a founder and leader of the largest natural-foods retailer in the world.Intellectual Ventures
By David B. Yoffie, Alison Berkley Wagonfeld, Andrei Hagiu. 2009
Intellectual Ventures creates and acquires intellectual property, which it then seeks to monetize through non-exclusive licensing. In early 2009, as…
an increasing number of companies were trying to position themselves as leading intermediaries in the market for intellectual property, IV was looking for the best business model to become such a leading intermediary. Its model was predicated on making it easy for small inventors to monetize their inventions and IP (by selling it to IV) and then using its scale and aggregate IP portfolio to extract revenues from potential licensees (usually technology companies).Hans Wilsdorf and Rolex
By Geoffrey G. Jones, Alexander Atzberger. 2005
Explores the creation of the Rolex watch by Hans Wilsdorf. Provides a case study of how one of the world's…
leading luxury brands was created and, more generally, provides a vehicle for exploring the competitive advantage of Switzerland in watchmaking (and other industries). Although Switzerland was a traditional watchmaking center, Wilsdorf-who was neither a watchmaker nor Swiss-created this successful brand through his emphasis on quality and reliability, combined with celebrity marketing.Globalizing Consumer Durables: Singer Sewing Machine Before 1914
By David Kiron, Geoffrey G Jones. 2003
Examines the global strategy of Singer, one of the world's first multinationals, before 1914. Singer, a U.S. pioneer of the…
modern sewing machine, established its first foreign factory in Scotland in 1867. Investments followed in manufacturing and marketing in other countries, especially Russia. By 1914, Singer held a remarkable 90% share of all sewing machine sales outside the United States and was the seventh largest firm in the world. Examines why sewing machines became one of the world's first global products and the entrepreneurial and organizational factors behind Singer's international success. Taught as the first case in the MBA elective Evolution of Global Business.Satera Team at Imatron Systems, Inc. (A)
By Teresa M. Amabile, Elizabeth A. Schatzel. 2003
Escalating conflict has erupted within the Satera product development team, resulting from the conflicting cognitive styles of the two senior…
mechanical engineers. The conflict has taken a toll on both project progress and team morale, endangering one of the most important initiatives at Imatron Systems, Inc. After discussing the situation with VP of R&D Rick Levinger, team leader Gary Pinto realizes he must take decisive action. This case presents a profile of the company, the team, the Satera project, and the team members, focusing on Pinto and the dueling engineers. Through a detailed description of their vastly different problem-solving preferences, and the interactions in which those differences become most apparent, the conflict presents a common problem that managers must face when working with creative people on creative projects.