Ciba Specialty Chemicals

by Forest L. Reinhardt

Abstract

Based on extensive interviews, this case discusses the environmental policies of a successful firm in the specialty chemicals business. Executives at Ciba have differentiated products along environmental lines and have used environmental scrutiny as a tool for cutting costs. Discusses these initiatives and also the firm's efforts to improve its management of environmental risk. Calls attention to the relationships among environmental policies, the competitive position of the firm, and the firm's overall strategy.

Keywords: Environmental Sustainability; Business or Company Management; Cost Management; Risk Management; Business Strategy; Globalized Firms and Management; Competitive Advantage; Chemical Industry;

Format: Print

23 pages

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Citation:

Reinhardt, Forest L. "Ciba Specialty Chemicals." Harvard Business School Case 799-086, January 1999.

About the Author

Forest L. Reinhardt

John D. Black Professor

Business, Government and the International Economy

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Case | HBS Case Collection | 2013 (Revised from original 2012 version)

Colbún and the Future of Chile's Power

Forest Reinhardt and Shon R. Hiatt

This case is about Colbún, Chile's second largest electricity generator, which is facing significant uncertainty regarding the cost and availability of alternative energy sources. Problems with the contracted supply of natural gas and the volatility of oil prices, coupled with pressure from collective activists, force Colbún to revise its business strategy and its sourcing mix. The case also deals with the pros and cons of various energy sources in view of their perceived environmental impact. The company's CEO, Bernardo Larrain Matte, has to take all these different considerations into account when planning Colbún's future, especially in the light of new opportunities and challenges posed by global climate change. The case analyzes the operations of Colbún to illustrate the complexities associated with conducting business under the influence of global energy markets, political uncertainty, and environmental activism.

Keywords: energy; Energy Industry; chile; environmental protection; Energy Generation; Energy Industry; South America; Chile;

Citation:
Reinhardt, Forest, and Shon R. Hiatt. "Colbún and the Future of Chile's Power." Harvard Business School Case 713-047, April 2013. (Revised from original November 2012 version.)

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Case | HBS Case Collection | 2013 (Revised from original 2012 version)

Olam: On a New Course

David E. Bell, Forest Reinhardt and Mary Shelman

From modest beginnings as a cashew trader in Nigeria, Olam, founded by Indian nationals in 1989, has grown into a leading global agricultural trading company, with annual revenues of $14 billion. The company recently has begun investing in farms and in the production of packaged goods, shifting from its traditional focus on the midstream of the value chain. The case raises questions involving competitive positioning, corporate strategy, sustainable development, and the management of business and political risk.

Citation:
Bell, David E., Forest Reinhardt, and Mary Shelman. "Olam: On a New Course." Harvard Business School Case 513-044, April 2013. (Revised from original December 2012 version.)

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Teaching Note | HBS Case Collection | 2013

Colbún and the Future of Chile's Power (TN)

Forest L. Reinhardt and Shon R. Hiatt

Keywords: Energy Industry; Chile; South America;

Citation:
Reinhardt, Forest L., and Shon R. Hiatt. "Colbún and the Future of Chile's Power (TN)." Harvard Business School Teaching Note 713-054, March 2013.

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