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

  Relational Contracts and the Roots of Sustained Competitive Advantage

  Rebecca M. Henderson

  This note focuses on organizational "competencies" or "capabilities" as a potential source of sustained competitive advantage. Research in this area hypothesizes that some firms outperform their competition because they can do things that their rivals cannot.

  Citation:

  Henderson, Rebecca M. "Relational Contracts and the Roots of Sustained Competitive Advantage." Harvard Business School Technical Note 313-105, April 2013. (Revised from original January 2013 version.)

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

  Domino's Pizza

  David E. Bell, Phillip Andrews and Mary Shelman

  Domino's Pizza is the world's second-largest pizza company with 9,436 stores globally, 95% of which are franchised. Domino's franchisees in the U.S. market were able to purchase fresh dough, cheese, pizza toppings, and other menu ingredients and store supplies directly from the company-owned supply chain system. When commodity prices became more volatile in 2007 and 2008, executives at Domino's changed the way they worked with suppliers and franchisees to manage costs and risks, and better leverage the assets of the supply chain system. As the company prepared to accelerate international growth in 2011 and beyond, executives contemplated how to best apply their purchasing and supply chain knowledge into new international markets.

  Keywords: Food and Beverage Industry;

  Citation:

  Bell, David E., Phillip Andrews, and Mary Shelman. "Domino's Pizza." Harvard Business School Case 512-004, April 2013. (Revised from original December 2011 version.)

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• Case | HBS Case Collection | 2013 (Revised from original 2010 version)

  Kepak and the Future of the Irish Beef Industry

  David E. Bell, Damien P. McLoughlin and Mary Shelman

  As Ireland's third largest beef processor, Kepak faces new opportunities as well as significant challenges from the collapse of the "Celtic Tiger." The government has identified food and agriculture as one way the country could significantly grow exports. However, the beef industry is suffering from overcapacity and from an inefficient farming structure. CEO John Horgan is considering the best way to position Kepak for success, including the possibility of an umbrella Irish beef brand, opportunities for "co-opetition" within the industry, and how to expand the firm's successful convenience foods business to more countries.

  Keywords: Animal-Based Agribusiness; Economic Sectors; Policy; Growth and Development Strategy; Marketing; Competition; Cooperation; Agriculture and Agribusiness Industry; Food and Beverage Industry; Republic of Ireland;

  Citation:

  Bell, David E., Damien P. McLoughlin, and Mary Shelman. "Kepak and the Future of the Irish Beef Industry." Harvard Business School Case 511-070, April 2013. (Revised from original December 2010 version.)

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