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• Case | HBS Case Collection | 2013 (Revised from original 2006 version)

  China: 'To Get Rich is Glorious'

  Richard H.K. Vietor and Julia Galef

  In 1978, Deng Xiaoping assumed the leadership of an impoverished China, after Mao Zedong's disastrous Cultural Revolution. During the next 17 years, Deng applied pragmatic policies to liberalize the Chinese economy gradually while maintaining the power of the Communist state. In hindsight, this strategy was among the most successful development strategies ever. Reviews Chinese political history and explores in detail eight parts of Deng's development strategy. Concludes by looking at the problems facing Jiang Zemin in 1997 as he takes control of China for the next leg of economic development.

  Keywords: History; Leadership; Privatization; Policy; Macroeconomics; Economic Systems; Development Economics; Government and Politics; Business Strategy; Growth and Development Strategy; China;

  Citation:

  Vietor, Richard H.K., and Julia Galef. "China: 'To Get Rich is Glorious'." Harvard Business School Case 707-022, April 2013. (Revised from original November 2006 version.)

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• Case | HBS Case Collection | 2013

  America's Budget Impasse

  Richard H.K. Vietor

  In the spring of 2013, Barak Obama faced a difficult budgetary challenge—reducing fiscal deficits over ten years without dampening the weak economic recovery but soon enough to avoid another breach of the debt ceiling, with potential default. Finally, in April, he released his budget—calling for spending cuts and tax hikes adding to 1.8 trillion (over ten years). However, in the preceding two weeks, both the House Republicans and the Senate Democrats had approved budget resolutions that were exceedingly different. Now, amidst flurries over gun control and immigration reform came the time to bargain on the macroeconomy of the United States.

  Keywords: United States; competitiveness; stimulus; Budgeting;

  Citation:

  Vietor, Richard H.K. "America's Budget Impasse." Harvard Business School Case 713-078, April 2013.

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

  LinkedIn Corporation, 2012

  David Yoffie and Liz Kind

  Since its inception in 2003, LinkedIn had become a leading Silicon Valley institution with a brand name that was recognizable throughout the U.S. and in many countries overseas. As of March 2012, LinkedIn was the world's largest professional network on the Internet with $522.2 million in revenue in 2011 and more than 150 million members in over 200 countries. Unlike other major social networking sites, LinkedIn focused exclusively on fostering connections within the professional market. As LinedIn's CEO thought about the future, he recognized the challenges in continuing to massively scale the company. At the same time, he focused on how LinkedIn could continue to use its vast amount of data to provide additional products and services for its members and customers.

  Keywords: social networking; media; technology; strategy; Growth Management; Internet; Corporate Strategy; Social and Collaborative Networks; Brands and Branding; Service Industry; Media and Broadcasting Industry; California;

  Citation:

  Yoffie, David, and Liz Kind. "LinkedIn Corporation, 2012." Harvard Business School Case 713-420, March 2013. (Revised from original August 2012 version.)

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