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

  Intel: Strategic Decisions in Locating a New Assembly and Test Plant (A)

  Juan Alcacer and Kerry Herman

  In mid-2005, Intel is examining its options for where to locate its next assembly and test plant. On its short list of potential sites include locations in China, India, Thailand, and Vietnam. Each country has its own unique benefits and risks related to infrastructure, governance, education, business culture, intellectual property protection, labor markets, experience working with Western firms, and tax breaks and other incentives. Intel's General Manager for Assembly and Test, Brian Krzanich, has to consider all of these factors as well as Intel's criteria for its new facility's location and make his recommendation to the company's board of directors. Which country and location should Intel choose?

  Keywords: strategic positioning; Location choices; Location strategies; technology; Geographic Location; Global Strategy; Technology; Strategy; Technology Industry; United States; China; India; Thailand; Viet Nam;

  Citation:

  Alcacer, Juan, and Kerry Herman. "Intel: Strategic Decisions in Locating a New Assembly and Test Plant (A)." Harvard Business School Case 713-406, April 2013. (Revised from original September 2012 version.)

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• Teaching Note | HBS Case Collection | 2013

  Danaher Corporation (TN)

  David Collis

  Citation:

  Collis, David. "Danaher Corporation (TN)." Harvard Business School Teaching Note 713-412, April 2013.

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• Case | HBS Case Collection | 2013

  The Walt Disney Company: The Entertainment King (Abridged)

  Michael G. Rukstad and David J. Collis

  The first ten pages of this case are comprised of the company's history, from 1923 to 2001. The Walt years are described, as is the company's decline after his death and its resurgence under Eisner. The last five pages are devoted to Eisner's strategic challenges in 2001: managing synergy, managing the brand, and managing creativity. Students are asked to think about the keys to Disney's mid-1980s turnaround, about the proper boundaries of the firm, and about what Disney's strategy should be beyond 2001.

  Keywords: Company History; Managerial Roles; Brands and Branding; Organizational Change and Adaptation; Creativity; Corporate Strategy; Boundaries; Entertainment and Recreation Industry;

  Citation:

  Rukstad, Michael G., and David J. Collis. "The Walt Disney Company: The Entertainment King (Abridged)." Harvard Business School Case 713-475, April 2013.

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