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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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• Teaching Note | HBS Case Collection | 2013 (Revised from original 2007 version)

  Goodyear and the Threat of Government Tire Grading (TN)

  Felix Oberholzer-Gee and Dennis Yao

  Teaching note to 707494.

  Keywords: Rubber Industry; United States;

  Citation:

  Oberholzer-Gee, Felix, and Dennis Yao. "Goodyear and the Threat of Government Tire Grading (TN)." Harvard Business School Teaching Note 707-537, April 2013. (Revised from original March 2007 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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