More from the Author

• Case | HBS Case Collection | 2013

  National Instruments

  Lynda M. Applegate, Keri Pearlson and Natalie Kindred

  This case explores the use of social media to support product design, customer support, marketing and HR activities at National Instruments (NI). Based in Austin, Texas, with over $1 billion in 2011 sales, NI designs, produces, and sells software and hardware platforms that simplify development of its customers measurement and control systems. Its customers, ranging from individuals (professors and their students) to large corporations, consist primarily of scientists and engineers—a pedigree shared by most NI employees. Since dedicating a full-time position to formalizing the use of social media tools in 2006, NI has infused social capabilities into its internal and customer-facing business processes, strengthening relationships and value delivered. NI's story deepens our understanding of how to build a social business strategy, create game changing innovation processes, and measure the value of its social technology investments—a key challenge facing the company. By touching on NI's history and culture, the case also allows students to consider what elements of this company's organization and culture have allowed it to build a robust social business model.

  Citation:

  Applegate, Lynda M., Keri Pearlson, and Natalie Kindred. "National Instruments." Harvard Business School Case 813-001, April 2013.

  CiteView Details

  Related

• Case | HBS Case Collection | 2013 (Revised from original 2011 version)

  Home Essentials: Building a Global Service Business with Local Operations

  Lynda M. Applegate, William R. Kerr and David Lane

  Chris Exline founded Home Essentials, a furniture rental business targeted toward expatriates, in Singapore but rapidly moved the base of operations to Hong Kong. The company was highly successful in Singapore and Hong Kong and then pursued rapid global expansion. Lacking frameworks for deciding upon countries to enter and services to deliver in each country, Exline used gut instinct. Lacking control systems and information, he failed to identify problems early and had trouble understanding the root cause of failures. The global financial crisis intensified the problems. The case ends by describing how Exline was able to turn around the troubled company and develop necessary governance systems. The question of whether to once more attempt to grow beyond Hong Kong and, if so, the approach to take in selecting countries, is a central issue Exline faced at the time of the case.

  Keywords: Growth Management; Renting or Rental; Corporate Governance; Global Strategy; Failure; Singapore; Hong Kong;

  Citation:

  Applegate, Lynda M., William R. Kerr, and David Lane. "Home Essentials: Building a Global Service Business with Local Operations." Harvard Business School Case 811-078, January 2013. (Revised from original June 2011 version.)

  CiteView DetailsPurchase

  Related

• Supplement | HBS Case Collection | 2012

  Home Essentials: Building a Global Service Business with Local Operations (CW)

  Lynda M. Applegate and William R. Kerr

  Citation:

  Applegate, Lynda M., and William R. Kerr. "Home Essentials: Building a Global Service Business with Local Operations (CW)." Harvard Business School Spreadsheet Supplement 813-702, December 2012.

  CiteView DetailsPurchase

  Related