Paul W. Marshall
MBA Class of 1960 Professor of Management Practice, Retired
Professor of Management, Paul W. Marshall, is affiliated with the Entrepreneurial Management Unit and teaches The Entrepreneurial Manager in the Turnaround Environment. This Elective Curriculum course focuses on the role of managers trying to execute an Operational Turnaround in a company in distress. He also teaches in the The Global Colloquium on Participant Centered Learning (GCPCL). This Executive Education program is attended by Professors from Business Schools in Asia, Europe and Latin America and focuses on how to teach using the case method and how to develop materials for case based courses. Previously he has been the Course Head for the Required Curriculum course entitled The Entrepreneurial Manager, and also taught the course entitled Running and Growing the Small Company in the Elective Curriculum of the MBA program and the Finance Course in the Required Curriculum. In 2011 he received the Charles M. Williams Award for teaching excellence. The MBA class of 2011 selected Professor Marshall to receive their Outstanding Professor Award. In 2008 he was named an Honorary Professor by Xiamen University in Xiamen, China. He also received the Outstanding Professor Award from the MBA Class of 1999 and the MBA class of 1998. Professor Marshall has been a member of the Harvard Business School faculty on two prior occasions. During his first appointment he served as course head for the Production and Operations Management course in the Required Curriculum. He also taught and developed material in Managerial Economics, Decision Analysis, Manufacturing Policy, and Project Management. Subsequently with a part-time appointment as Adjunct Professor he taught the Required Curriculum course, Management Policy and Practice. His most recent job before returning to Harvard was Chairman and CEO of Rochester Shoe Tree Company, Inc. He managed this company during a four-year turnaround and implemented a major reorganization and cost reduction program that improved profitability in the face of declining sales. In 1977 he was a cofounder of Putnam, Hayes and Bartlett, a Management Consulting firm. As a principal of this firm he directed studies to analyze the competitive dynamics within the International Steel Industry and the International Iron Ore Industry. He Co-authored 'Economics of International Steel Trade: Policy Implications for the United States' and was one of the American representatives to OECD conference on Future of the World Steel Industry. He also founded Marshall Bartlett Incorporated and while serving as a principal of this firm he conducted strategic reviews for companies with interests in the Health Care Industry, the Food Packaging Industry, and the Steel Production and Distribution Industry. He received a Bachelor of Science in Electrical Engineering with High Honors from the University of Cincinnati and his MBA with High Distinction and his DBA degree from Harvard. He is the co-author of three text and case books: New Business Ventures and the Entrepreneur, McGraw Hill Irwin, 2006; Operations Management: Text and Cases, Richard D. Irwin, 1975; Managerial Economics: Text and Cases, Richard D. Irwin, 1973. He is married to Judith Bartlett Marshall and they live in Cambridge, Massachusetts. They have three children—Tiffany, Christopher and Patrick. He has been a member of the Lexington Board of Selectmen, the Cary Library Board of Trustees and the Board of Governors of the Lexington Golf Club. He is Past President of the Massachusetts Municipal Association and a member of the Governor's Local Government Advisory Committee. He was a member of the Massachusetts Special Commission on Tax Reform and the Governor's Task Force on Local Finance. He currently serves on the Board of Directors of Union Corrugating Company, Rochester Shoe Tree Company, Inc. and MARTEST, Inc. He previously served on the Board of Directors of Raymond James Financial, BE Aerospace, and Foodbrands America. In 1995 he served as a member of the U.S. Export Import Bank Advisory Committee. In 1983, he received the Distinguished Alumnus Award from the University of Cincinnati College of Engineering.
-
Book
| 2006
New Business Ventures and the Entrepreneur
Michael J Roberts, Howard H. Stevenson, William A. Sahlman, Paul Marshall and Richard G. Hamermesh
Keywords: Entrepreneurship;
-
Text Book
| 1975
Operations Management: Text and Cases
Paul Marshall, William Abernathy, Jeffrey G. Miller, Richard P. Olsen, Richard S. Rosenbloom and D. Daryl Wyckoff
Keywords: Management;
Information;
Cases;
Citation: Marshall, Paul, William Abernathy, Jeffrey G. Miller, Richard P. Olsen, Richard S. Rosenbloom, and D. Daryl Wyckoff. Operations Management: Text and Cases. Homewood, IL: Richard D. Irwin, 1975.
-
Text Book
| 1973
Managerial Economics: Text and Cases
Paul Marshall, Charles J. Christenson and Richard F. Vancil
Keywords: Management;
Economics;
Information;
Cases;
-
Case
| HBS Case Collection
|
2009
(Revised from original 2007 version)
To JV or Not To JV? That Is the Question (for XTech in China)
Daniel J. Isenberg and Paul W. Marshall
XTech, a leading manufacturer of metal parts for the telecommunications industry, is being pushed by its large equipment vendor customers to establish a manufacturing operation in China. CEO Reinhold Hesse is debating several options: establishing a joint venture, contracting with a local partner, or setting up a wholly owned enterprise. Hesse must prepare his recommendation to the management team, which includes owners Jim and Debby Sharpe.
Keywords: Joint Ventures;
Decision Choices and Conditions;
Global Strategy;
Production;
Supply Chain Management;
Partners and Partnerships;
Manufacturing Industry;
Telecommunications Industry;
China;
United States;
-
Case
| HBS Case Collection
|
2012
(Revised from original 2005 version)
Chuck's Wagon Inc.
Paul W. Marshall and Derek Lewis
This case describes the experiences of an HBS student as he takes on the challege of transitioning from an intern to a president at a small consumer packaged goods firm in Southern Texas. This HBS student is confronted with the opportunity to perform an operational and financial turnaround at the company within one year. Over his short tenure, he is forced to deal with several critical immediate issues that include product line shutdowns, immediate measurement systems, and executive team building.
Keywords: consumer goods;
operations strategy;
executive development;
Consumer Behavior;
Operations;
Consumer Products Industry;
Food and Beverage Industry;
Texas;
United States;
Citation: Marshall, Paul W., and Derek Lewis. " Chuck's Wagon Inc." Harvard Business School Case 805-100, November 2012. (Revised from original February 2005 version.)
-
Case
| HBS Case Collection
|
2012
(Revised from original 2007 version)
PRG-Schultz International
Paul W. Marshall and James Weber
PRG-Schultz will run out of cash within a couple of months unless the new CEO can reduce costs and restructure the company's debt. PRG was the dominant market leader in the audit recovery industry. The industry consisted of firms which employed accounting professionals to audit purchasing transactions to discover and collect funds owed to their clients. PRG had historically been profitable, and clients were satisfied with their service. In recent years, however, the industry overall and PRG's sales, had been in decline. This left PRG with a cost base that was no longer sustainable. The CEO must decide where to cut costs and how to convince creditors to give the company the time it needs to turn around. A bankruptcy reorganization is one option open to the company. Describes the audit recovery industry, the company's history, the CEO, the financial problems the company faced, and the first steps taken by the CEO to save the company.
Keywords: History;
Organizational Change and Adaptation;
Leadership;
Restructuring;
Cost Management;
Insolvency and Bankruptcy;
Borrowing and Debt;
Accounting Audits;
Accounting Industry;
Citation: Marshall, Paul W., and James Weber. " PRG-Schultz International." Harvard Business School Case 807-126, May 2012. (Revised from original March 2007 version.)
-
Case
| HBS Case Collection
|
2012
(Revised from original 2010 version)
Chrysler Fiat 2009
J. Bruce Harreld, Paul W. Marshall and David Lane
In spring 2009, Chrysler entered a prepackaged bankruptcy and existed 40 days later in a deal with Fiat, the U.S. Treasury, and the UAW that kept the automaker alive. Looking forward, what was necessary for Chrysler to move beyond the life support it had received? What was possible? Looking back, how should the company's restructuring be assessed?
Citation: Harreld, J. Bruce, Paul W. Marshall, and David Lane. " Chrysler Fiat 2009." Harvard Business School Case 811-030, April 2012. (Revised from original November 2010 version.)
-
Teaching Note
| HBS Case Collection
|
2012
Irving Tanning (TN)
Paul W. Marshall and Jim Sharpe
Citation: Marshall, Paul W., and Jim Sharpe. " Irving Tanning (TN)." Harvard Business School Teaching Note 812-053, April 2012.
-
Teaching Note
| HBS Case Collection
|
2012
Cable Data Systems (TN)
Paul W. Marshall and Jim Sharpe
Citation: Marshall, Paul W., and Jim Sharpe. " Cable Data Systems (TN)." Harvard Business School Teaching Note 812-060, April 2012.
-
Teaching Note
| HBS Case Collection
|
2012
Parmalat Uruguay (TN) (A) & (B)
Paul W. Marshall and Jim Sharpe
-
Teaching Note
| HBS Case Collection
|
2012
IBM Corporation Turnaround (TN)
Paul W. Marshall and Jim Sharpe
-
Teaching Note
| HBS Case Collection
|
2012
International Steel Group (TN)
Paul W. Marshall and Jim Sharpe
-
Teaching Note
| HBS Case Collection
|
2012
Newport Creamery (TN) (A) & (B)
Paul W. Marshall and Jim Sharpe
-
Teaching Note
| HBS Case Collection
|
2012
Jody Leleck at Broad Acres (TN) (A) & (B)
Paul W. Marshall and Jim Sharpe
-
Teaching Note
| HBS Case Collection
|
2012
(Revised from original 2012 version)
Chuck's Wagon Inc. (TN)
Paul W. Marshall and Jim Sharpe
Citation: Marshall, Paul W., and Jim Sharpe. " Chuck's Wagon Inc. (TN)." Harvard Business School Teaching Note 812-059, November 2012. (Revised from original April 2012 version.)
-
Teaching Note
| HBS Case Collection
|
2012
PRG-Shultz International (TN)
Paul W. Marshall and Jim Sharpe
-
Teaching Note
| HBS Case Collection
|
2012
(Revised from original 2006 version)
Jim Sharp: Extrusion Technologies Inc. (TN)
Paul W. Marshall
Teaching Note to 697078 and 697079.
-
Case
| HBS Case Collection
|
2012
(Revised from original 2006 version)
Hexcel Turnaround -- 2001 (A)
Paul W. Marshall, James Quinn and Reed Martin
Hexcel's new CEO is faced with deciding how to "take out" $60 million in cash costs in fiscal 2002, as two of the company's end markets--electronics and commercial aerospace--are expected to decline precipitously. Options include closing plants, exiting a business, or undertaking a major headcount reduction. Includes a description of Hexcel's private equity relationship with Goldman Sach's Capital Partners and presents the financial challenges of renegotiating bank lending covenants and managing maturing debt. Focuses on selecting a turnaround approach from the point of view of a general manager (the CEO).
Keywords: Private Equity;
Negotiation;
Management Teams;
Organizational Change and Adaptation;
Strategy;
Change Management;
Crisis Management;
Borrowing and Debt;
Aerospace Industry;
Electronics Industry;
United States;
Citation: Marshall, Paul W., James Quinn, and Reed Martin. " Hexcel Turnaround -- 2001 (A)." Harvard Business School Case 806-099, January 2012. (Revised from original March 2006 version.)
-
Supplement
| HBS Case Collection
|
2012
(Revised from original 2006 version)
Hexcel Turnaround -- 2001 (B)
Paul W. Marshall, James Quinn and Reed Martin
Supplements the (A) case.
Citation: Marshall, Paul W., James Quinn, and Reed Martin. " Hexcel Turnaround -- 2001 (B)." Harvard Business School Supplement 806-100, January 2012. (Revised from original March 2006 version.)
-
Supplement
| HBS Case Collection
|
2012
(Revised from original 2006 version)
Hexcel Turnaround -- 2001 (C)
Paul W. Marshall, James Quinn and Reed Martin
Supplements the (A) case.
Citation: Marshall, Paul W., James Quinn, and Reed Martin. " Hexcel Turnaround -- 2001 (C)." Harvard Business School Supplement 806-101, January 2012. (Revised from original March 2006 version.)
-
Case
| HBS Case Collection
|
2012
(Revised from original 2009 version)
Jody Leleck at Broad Acres (A)
Paul W. Marshall and Andrew Goldin
Jody Leleck has been appointed the principal of Broad Acres Middle School in Montgomery County, Maryland. The school is underperforming all other schools in the district, and she has been asked to improve the performance.
Keywords: Education;
Middle School Education;
Performance Evaluation;
Performance Improvement;
Performance Productivity;
Education Industry;
Maryland;
Citation: Marshall, Paul W., and Andrew Goldin. " Jody Leleck at Broad Acres (A)." Harvard Business School Case 810-042, June 2012. (Revised from original November 2009 version.)
-
Case
| HBS Case Collection
|
2011
Keurig and Green Mountain Coffee Roasters
Paul W. Marshall, Thomas R. Eisenmann, Shikhar Ghosh and Lauren Barley
Provides background information for a negotiations exercise in which students will represent either Keurig, a startup that has developed an innovative "portion pack" coffee brewing solution, or Green Mountain Coffee Roasters (GMCR), a fast-growing premium coffee roaster interested in licensing Keurig's technology. The negotiation will determine the royalty to be paid to Keurig by GMCR, which will bear capital expenditures, and whether GMCR secures exclusive distribution rights to Keurig's system.
Keywords: Negotiation;
Food and Beverage Industry;
-
Case
| HBS Case Collection
|
2012
(Revised from original 2007 version)
Parmalat Uruguay (A)
Paul Marshall and Gustavo Herrero
Three young MBAs create a partnership to acquire the assets of Parmalat in Uruguay. Focuses on their analysis prior to submitting a bid and their plan for improving the operations once their bid is accepted. In addition to improving operations, they must negotiate with creditors to reduce the debt burden on the company.
Keywords: Mergers and Acquisitions;
Restructuring;
Entrepreneurship;
Borrowing and Debt;
Negotiation;
Performance Improvement;
Uruguay;
Citation: Marshall, Paul, and Gustavo Herrero. " Parmalat Uruguay (A)." Harvard Business School Case 807-103, November 2012. (Revised from original March 2007 version.)
-
Case
| HBS Case Collection
|
2012
(Revised from original 2003 version)
Newport Creamery (A)
Paul Marshall and Todd Thedinga
Describes the operating challenges of Newport Creamery, a Rhode Island-based chain of ice cream restaurants. Profiles the company's transition from longtime family ownership to a real estate developer, the developer's expansion strategy, and the company's subsequent difficulties. The company is forced to seek Chapter 11 protection and eventually a court-appointed interim CEO spends 2 weeks evaluating whether to recommend keeping the company in Chapter 11 or converting to a Chapter 7 case. During the evaluation period, the interim CEO has to manage the company's financial crisis.
Keywords: Insolvency and Bankruptcy;
Family Business;
Crisis Management;
Food and Beverage Industry;
United States;
Citation: Marshall, Paul, and Todd Thedinga. " Newport Creamery (A)." Harvard Business School Case 803-130, October 2012. (Revised from original January 2003 version.)
-
Case
| HBS Case Collection
|
2011
(Revised from original 2002 version)
Union Corrugating Company (A)
Paul W. Marshall and Julia Stevens
Lauri Union graduates from Harvard Business School and takes over her family's steel-corrugated roofing and siding manufacturing firm, which her mother has most recently run. The industry is mature, entry barriers to competitors are low, and the company is over 50 years old and performing poorly. This case details Union's efforts to turn the company around by changing the management team to help increase sales, streamline operations, improve customer service and employee morale, and confront a culture of low expectations and performance.A rewritten version of an earlier case.
Keywords: Family Business;
Gender Characteristics;
Entrepreneurship;
Leading Change;
Organizational Change and Adaptation;
Organizational Culture;
Family Ownership;
Industrial Products Industry;
Manufacturing Industry;
Steel Industry;
Citation: Marshall, Paul W., and Julia Stevens. " Union Corrugating Company (A)." Harvard Business School Case 803-065, February 2011. (Revised from original October 2002 version.)
-
Teaching Note
| HBS Case Collection
|
2011
(Revised from original 2006 version)
Union Corrugating Company (A) (TN)
Paul W. Marshall
Teaching Note to 803065.
Keywords: Construction Industry;
-
Case
| HBS Case Collection
|
2010
(Revised from original 2010 version)
Paradise Travel Advisory Service
Paul W. Marshall, Charles Anthony Miller and Collins Pettus Ward
New managers in a troubled company are faced with developing and implementing a plan to increase revenue in a travel service business.
Keywords: Business Plan;
Entrepreneurship;
Borrowing and Debt;
Revenue;
Problems and Challenges;
Travel Industry;
Citation: Marshall, Paul W., Charles Anthony Miller, and Collins Pettus Ward. " Paradise Travel Advisory Service." Harvard Business School Case 811-020, September 2010. (Revised from original August 2010 version.)
-
Background Note
| HBS Case Collection
|
2010
(Revised from original 2009 version)
A Note on Cost Reduction in Financially Troubled Organizations
Paul W. Marshall
This note discusses methods for reducing costs, particularly labor costs, in a financially distressed organization.
Keywords: Financial Crisis;
Entrepreneurship;
Cost Management;
Financial Condition;
Labor;
Crisis Management;
-
Supplement
| HBS Case Collection
|
2012
(Revised from original 2009 version)
Jody Leleck at Broad Acres (B)
Paul W. Marshall and Andrew Goldin
Explores the results of Jody Leleck's efforts to turn around underperforming Broad Acres Middle School.
Keywords: Middle School Education;
Performance Improvement;
Education Industry;
Citation: Marshall, Paul W., and Andrew Goldin. " Jody Leleck at Broad Acres (B)." Harvard Business School Supplement 810-043, June 2012. (Revised from original November 2009 version.)
-
Case
| HBS Case Collection
|
2008
Chunghwa Telecom Co., Ltd. (A)
Paul W. Marshall, Michael Shih-ta Chen and Keith Chi-ho Wong
In late November 2000, Chunghwa Telecom Co., Ltd., the once-monopolized telecom operator owned by the Taiwanese government, was on its way to privatization. Mr. C.K. Mao, Chairman of the company, who headed the job only three months earlier, after its prior chairman resigned unexpectedly in the midst of chaos brought by the resistance of its staff who feared losing their civil servant status after privatization. Also facing Mao was the forthcoming deregulation of the telecommunication industry on the island which would bring about new competitors on fixed-line services, in addition to the already competitive mobile communication segment where the company's once dominant market share was heavily eroded. Mao had to decide on the pricing strategies for the company's various product lines, including fixed line, mobile services, as well as data communication. He also needed to ponder on how to revise the company's compensation system to better motivate its staff in a deregulated market and communicate all these changes to the unionized labor force.
Keywords: Entrepreneurship;
Governing Rules, Regulations, and Reforms;
Employee Relationship Management;
Leading Change;
Organizational Change and Adaptation;
Privatization;
Competition;
Telecommunications Industry;
Taiwan;
Citation: Marshall, Paul W., Michael Shih-ta Chen, and Keith Chi-ho Wong. " Chunghwa Telecom Co., Ltd. (A)." Harvard Business School Case 808-137, April 2008.
-
Supplement
| HBS Case Collection
|
2008
Chunghwa Telecom Co., Ltd. (B)
Paul W. Marshall, Michael Shih-ta Chen and Keith Chi-ho Wong
In late November 2000, Chung Telecom Co., Ltd., the once-monopolized telecom operator owned by the Taiwanese government, was on its way to privatization. Mr. C.K. Mao, Chairman of the company, was headed the job only three months earlier, after its prior chairman resigned unexpectedly in the midst of chaos brought by the resistance of its staff who feared losing their civil servant status after privatization. Also facing Mao was the forthcoming deregulation of the telecommunication industry on the island which would brought about new competitors on fixed line services, in addition to the already competitive mobile communication segment where the company's once dominant market share was heavily eroded. Mao had to decide on the pricing strategies for the company's various product lines, including fixed line, mobile services, as well as data communication. He also needed to ponder on how to revise the company's compensation system to better motivate its staff in a deregulated market and communicate all these changes to the unionized labor force.
Keywords: State Ownership;
Jobs and Positions;
Monopoly;
Privatization;
Competition;
Decisions;
Motivation and Incentives;
Labor and Management Relations;
Resignation and Termination;
Compensation and Benefits;
Price;
Status and Position;
Telecommunications Industry;
Public Administration Industry;
Taiwan;
Citation: Marshall, Paul W., Michael Shih-ta Chen, and Keith Chi-ho Wong. " Chunghwa Telecom Co., Ltd. (B)." Harvard Business School Supplement 808-138, April 2008.
-
Supplement
| HBS Case Collection
|
2007
(Revised from original 2007 version)
Parmalat Uruguay (B)
Paul W. Marshall and Gustavo A. Herrero
Three young MBAs create a partnership to acquire the assets of Parmalat in Uruguay. Focuses on their analysis prior to submitting a bid and their plan for improving the operations once their bid is accepted. In addition to improving operations, they must negotiate with creditors to reduce the debt burden on the company.
Keywords: Mergers and Acquisitions;
Partners and Partnerships;
Bids and Bidding;
Borrowing and Debt;
Performance Improvement;
Planning;
Uruguay;
Citation: Marshall, Paul W., and Gustavo A. Herrero. " Parmalat Uruguay (B)." Harvard Business School Supplement 807-119, December 2007. (Revised from original March 2007 version.)
-
Teaching Note
| HBS Case Collection
|
2012
(Revised from original 2006 version)
Fleet Managed Assets Division (TN)
Paul W. Marshall
Keywords: Asset Management;
Financial Services Industry;
-
Teaching Note
| HBS Case Collection
|
2006
Hexcel Turnaround -- 2001 (TN) (A), (B) and (C)
Paul W. Marshall
-
Teaching Note
| HBS Case Collection
|
2006
A Fall before Rising: The Story of Jai Jaikumar (TN) (A) and (B)
Paul W. Marshall, H. Kent Bowen and Steven C. Wheelwright
-
Case
| HBS Case Collection
|
2006
(Revised from original 2004 version)
Fleet Managed Assets Division (A)
Paul W. Marshall and Todd H Thedinga
Paul Kennedy, executive director of Fleet's Managed Asset Division, must decide whether to extend further credit to Polaroid Corp. in the fall of 2001. Polaroid's credit rating had been declining rapidly, but it was a major employer in the Boston area with many employees who were Fleet Bank customers.
Citation: Marshall, Paul W., and Todd H Thedinga. " Fleet Managed Assets Division (A)." Harvard Business School Case 804-098, November 2006. (Revised from original January 2004 version.)
-
Case
| HBS Case Collection
|
2006
(Revised from original 2003 version)
Union Corrugating Company (B)
Paul W. Marshall and Julia Stevens
Lauri Union, president of Union Corrugating Co., has successfully transformed her family's corrugated steel roofing and siding manufacturer into a successful enterprise. Reviews how Union turned the struggling company around and also considers the management structure she put in place so that she could effectively run the Fayetteville, N.C.-based company from her home in Boston. In 2003, the company is facing a number of competitive threats, and Union is wondering how best to address these threats, while also seeking a greater balance in her life between work and family.
Citation: Marshall, Paul W., and Julia Stevens. " Union Corrugating Company (B)." Harvard Business School Case 804-003, August 2006. (Revised from original November 2003 version.)
-
Teaching Note
| HBS Case Collection
|
2006
Jamie Dimon and Bank One (TN) (A) and (B)
Paul W. Marshall
Teaching Note to 804107 and 804108.
-
Teaching Note
| HBS Case Collection
|
2006
Vermeer Case Series (TN)
Paul W. Marshall
Teaching Note to (397-078), (397-079), (397-080), (397-081), (397-082), (397-085), (397-110), and (397-121).
Keywords: Entrepreneurship;
Management;
-
Case
| HBS Case Collection
|
2006
(Revised from original 2005 version)
Henry Walters (A)
Paul W. Marshall
Presents a custom program for NFL players.
Keywords: Sports;
Citation: Marshall, Paul W. " Henry Walters (A)." Harvard Business School Case 805-136, March 2006. (Revised from original April 2005 version.)
-
Case
| HBS Case Collection
|
2012
(Revised from original 2003 version)
Jamie Dimon and Bank One (A)
Paul W. Marshall and Todd H Thedinga
On March 27, 2000, Jamie Dimon was hired as CEO to turn around Bank One. Describes the issues he faces, as he prepares to present an action plan to the board.
Keywords: Change Management;
Management Teams;
Governing and Advisory Boards;
Planning;
Banking Industry;
United States;
Citation: Marshall, Paul W., and Todd H Thedinga. " Jamie Dimon and Bank One (A)." Harvard Business School Case 804-107, July 2012. (Revised from original December 2003 version.)
-
Case
| HBS Case Collection
|
2006
(Revised from original 2003 version)
Jamie Dimon and Bank One (B)
Paul W. Marshall and Todd H Thedinga
To distribute only after discussion of HBS case 9-804-107. Describes the decisions made by Jamie Dimon as the new CEO in July 2000 and summarizes the progress of his turnaround over the next three years.
Citation: Marshall, Paul W., and Todd H Thedinga. " Jamie Dimon and Bank One (B)." Harvard Business School Case 804-108, February 2006. (Revised from original December 2003 version.)
-
Case
| HBS Case Collection
|
2004
(Revised from original 2006 version)
Keurig
Paul W. Marshall and Jeremy Dann
Nick Lazaris becomes Keurig's third CEO in three years, after one founder was fired and the other decided to leave the company. He inherits a company that has made several abortive attempts to launch its new coffee brewing system. Now, problems with crucial suppliers threaten the next proposed launch plan.
Keywords: Resignation and Termination;
Product Launch;
Supply Chain Management;
Problems and Challenges;
Risk and Uncertainty;
Manufacturing Industry;
Citation: Marshall, Paul W., and Jeremy Dann. " Keurig." Harvard Business School Case 899-180, June 2004. (Revised from original March 1999 version.)
-
Case
| HBS Case Collection
|
2012
(Revised from original 2003 version)
Irving Tanning
Paul W. Marshall and Johanna Regine Naunton Blaxall
Irving Tanning, one of the few remaining U.S. leather tanneries, has successfully emerged from bankruptcy. The CEO is now looking at strategic options for the future of Irving.
Keywords: Insolvency and Bankruptcy;
United States;
Citation: Marshall, Paul W., and Johanna Regine Naunton Blaxall. " Irving Tanning." Harvard Business School Case 804-082, June 2012. (Revised from original December 2003 version.)
-
Case
| HBS Case Collection
|
2004
(Revised from original 2003 version)
International Steel Group
Paul W. Marshall and Todd H Thedinga
Profiles veteran investor Wilbur L. Ross, Jr.'s plan to turn around the aging steel assets of LTV, formerly America's second largest integrated steel producer. Purchasing several key assets from LTV under Section 363 of the Bankruptcy Code, Ross is able to acquire the assets free of any pension or healthcare liabilities to retirees. Examines the challenges Ross faces as he tries to make the reborn steel company into a global player as one of the world's lowest cost producers. To accomplish this, he must negotiate a new agreement with the steelworkers' union, transform the old LTV culture, and secure long-term contracts with the right customers who could fulfill ISG's capacity requirements.
Keywords: Corporate Entrepreneurship;
Strategic Planning;
Lawfulness;
Labor Unions;
Organizational Culture;
Agreements and Arrangements;
Global Strategy;
Assets;
Steel Industry;
United States;
Citation: Marshall, Paul W., and Todd H Thedinga. " International Steel Group." Harvard Business School Case 803-162, January 2004. (Revised from original February 2003 version.)
-
Case
| HBS Case Collection
|
2003
(Revised from original 2003 version)
Cable Data Systems
Paul W. Marshall and Todd H Thedinga
Describes the operating challenges of Cable Data Systems (CDS), a minority-owned cable installation company with a dual mission of maximizing profits and providing employment opportunities to minorities in urban markets. Following the merger of two cable installation companies in the Boston metro area, management at the combined entity (CDS) forecasts strong growth for its services. Accordingly, they build out the workforce and support infrastructure. But the company begins to lose cash in light of volatile customer demand and high labor costs. The latter is exacerbated by deteriorating and unresolved union issues. Examines the choices the CEO has to increase revenue and reduce labor costs. The decision is further complicated by outstanding issues with the previous owner, who has remained employed by the new company.
Keywords: Selection and Staffing;
Employment;
Forecasting and Prediction;
Urban Scope;
Cost Management;
Infrastructure;
Labor Unions;
Demand and Consumers;
Demographics;
Media and Broadcasting Industry;
Telecommunications Industry;
Boston;
Citation: Marshall, Paul W., and Todd H Thedinga. " Cable Data Systems." Harvard Business School Case 803-132, October 2003. (Revised from original February 2003 version.)
-
Case
| HBS Case Collection
|
2003
(Revised from original 2002 version)
Circles: Series D Financing
Paul W. Marshall and Kristin Lieb
Circles, a corporate concierge company on the verge of profitability, must make a decision whether to take a D-round venture capital despite ever-changing and ever-worsening terms. A four-year-old company with several major clients, it has met its business plan projections and finds itself only a month or two away from profitability. Co-founder Janet Kraus works with her board and management team to consider alternatives to taking venture capital money. Together, they weigh the pros and cons of different types of funding and growth strategies and, ultimately, they must decide which path to pursue.
Keywords: Cost vs Benefits;
Financing and Loans;
Management Teams;
Growth and Development Strategy;
Negotiation Process;
Venture Capital;
Governing and Advisory Boards;
Entrepreneurship;
Service Industry;
Consulting Industry;
Massachusetts;
Citation: Marshall, Paul W., and Kristin Lieb. " Circles: Series D Financing." Harvard Business School Case 803-062, October 2003. (Revised from original November 2002 version.)
-
Case
| HBS Case Collection
|
2003
(Revised from original 2003 version)
Newport Creamery (B)
Paul W. Marshall and Todd H Thedinga
Supplements the (A) case.
Keywords: Food and Beverage Industry;
United States;
Citation: Marshall, Paul W., and Todd H Thedinga. " Newport Creamery (B)." Harvard Business School Case 803-131, May 2003. (Revised from original January 2003 version.)
-
Supplement
| HBS Case Collection
|
2003
Jim Sharpe: Extrusion Technology, Inc.
Richard G. Hamermesh and Paul W. Marshall
Jim Sharpe discusses his early career at General Electric to his decision to purchase and run a small company. The discussion includes a detailed acquisition financing proposal, which resulted in Sharpe being able to raise virtually all of the financing from some combination of the seller and the bank.
Keywords: Personal Development and Career;
Entrepreneurship;
Business Startups;
Mergers and Acquisitions;
Financing and Loans;
-
Background Note
| HBS Case Collection
|
2002
(Revised from original 2002 version)
A Note on the Value of Information in an Entrepreneurial Venture
Paul W. Marshall
Uses a decision analysis framework to analyze the value of gaming information before making a full investment in an entrepreneurial venture.
Keywords: Decisions;
Entrepreneurship;
Investment;
Framework;
Business or Company Management;
-
Background Note
| HBS Case Collection
|
2002
Note on Business Model Analysis for the Entrepreneur
Richard G. Hamermesh, Paul W. Marshall and Taslim Pirmohamed
Describes the primary elements and defining characteristics of a company's business model from the perspective of an entrepreneur. Introduces several analytic techniques and provides illustrative examples of business models to support the analytic framework presented.
Keywords: Business Model;
Entrepreneurship;
Framework;
Mathematical Methods;
Opportunities;
Perspective;
-
Case
| HBS Case Collection
|
2002
(Revised from original 2001 version)
Tracmail
Paul W. Marshall, Carin-Isabel Knoop and Suma Raju
Tracmail, an online customer service company based in India, is trying to handle support services (e-mail and chat) for companies worldwide. In its quest to break into global markets, Tracmail is contemplating a joint venture with a U.S. call center. Tracmail is also grappling with issues such as setting up a U.S. sales force (when the majority of the company's workforce is based in India) as well as convincing American companies to entrust their entire customer service department to a foreign company.
Keywords: Salesforce Management;
Globalized Firms and Management;
Business Startups;
Joint Ventures;
Service Industry;
Information Technology Industry;
India;
United States;
Citation: Marshall, Paul W., Carin-Isabel Knoop, and Suma Raju. " Tracmail." Harvard Business School Case 801-037, January 2002. (Revised from original February 2001 version.)
-
Case
| HBS Case Collection
|
2001
(Revised from original 2001 version)
ScreamingMedia Inc.
Paul W. Marshall and Michele Lutz
Keywords: Organizational Change and Adaptation;
Strategic Planning;
Web Services Industry;
Citation: Marshall, Paul W., and Michele Lutz. " ScreamingMedia Inc." Harvard Business School Case 801-371, September 2001. (Revised from original April 2001 version.)
-
Teaching Note
| HBS Case Collection
|
2001
ScreamingMedia Inc. TN
Paul W. Marshall and Michelle Lutz
Citation: Marshall, Paul W., and Michelle Lutz. "ScreamingMedia Inc. TN." Harvard Business School Teaching Note 802-077, September 2001.
-
Case
| HBS Case Collection
|
2001
(Revised from original 2001 version)
ClubTools, Inc.
Paul W. Marshall and Kristin Perry
Discusses the development of an Internet start-up by a recent HBS graduate. Details the company's business plan, incubation, technology development, marketing strategy, and search for funding.
Keywords: Business Startups;
Business Plan;
Cash Flow;
Marketing Strategy;
Financing and Loans;
Technological Innovation;
Internet;
Forecasting and Prediction;
Citation: Marshall, Paul W., and Kristin Perry. " ClubTools, Inc." Harvard Business School Case 801-164, June 2001. (Revised from original February 2001 version.)
-
Teaching Note
| HBS Case Collection
|
2001
Tracmail TN
Paul W. Marshall, Carin-Isabel Knoop and Suma Raju
Teaching Note for (9-801-037).
Keywords: Service Industry;
Information Technology Industry;
India;
United States;
Citation: Marshall, Paul W., Carin-Isabel Knoop, and Suma Raju. " Tracmail TN." Harvard Business School Teaching Note 801-417, May 2001.
-
Case
| HBS Case Collection
|
2001
Omni Industries: Going Public
Carin-Isabel Knoop, Paul W. Marshall and Suma Raju
Keywords: Going Public;
-
Case
| HBS Case Collection
|
2000
(Revised from original 2000 version)
Kendle International Inc.
Dwight B. Crane, Paul W. Marshall and Indra Reinbergs
Candace Kendle and Christopher Bergen, the CEO and COO of Kendle International, Inc., are reviewing ways to finance the growth of their privately-owned company. Kendle is a contract research organization that conducts clinical drug trials for pharmaceutical and biotechnology companies. To compete more effectively, Kendle plans to grow through international acquisitions. It is now time to decide whether to go ahead with a full program of two European acquisitions, a large debt financing through Nationsbank, and an initial public offering to repay the debt and provide cash for future acquisitions. The falling stock prices of Kendle's competitors add pressure to the situation. Teaching purpose: To develop skills in designing and implementing an integrated financial and acquisition strategy.
Keywords: Acquisition;
Financing and Loans;
Venture Capital;
Stock Options;
Banks and Banking;
Debt Securities;
International Finance;
Financial Strategy;
Management Skills;
Private Ownership;
Initial Public Offering;
Biotechnology Industry;
Pharmaceutical Industry;
Citation: Crane, Dwight B., Paul W. Marshall, and Indra Reinbergs. " Kendle International Inc." Harvard Business School Case 200-033, October 2000. (Revised from original February 2000 version.)
-
Case
| HBS Case Collection
|
2000
(Revised from original 1999 version)
Prime Designs
Paul W. Marshall
A student takes the role of the father who is the CEO of a family business. A non-family manager has asked for a meeting. Agenda topics are: your son's latest proposal and managers' desire to own equity.
Keywords: Labor and Management Relations;
Family Ownership;
Employee Stock Ownership Plan;
Citation: Marshall, Paul W. " Prime Designs." Harvard Business School Case 800-198, August 2000. (Revised from original December 1999 version.)
-
Case
| HBS Case Collection
|
2000
(Revised from original 1999 version)
Superior Printing
Paul W. Marshall
Students must take the role of a family member who is the CEO of a commercial printing business. Discusses how you will finance growth and still maintain dividends for other family members.
Keywords: Family Business;
Business Growth and Maturation;
Investment Return;
Management Teams;
Corporate Finance;
Citation: Marshall, Paul W. " Superior Printing." Harvard Business School Case 800-197, August 2000. (Revised from original December 1999 version.)
-
Case
| HBS Case Collection
|
2000
SummerWinds Garden Centers
Paul W. Marshall and Amy L Minnick
-
Teaching Note
| HBS Case Collection
|
2000
(Revised from original 1999 version)
Keurig TN
Paul W. Marshall
Teaching Note for (9-899-180).
Keywords: Manufacturing Industry;
Citation: Marshall, Paul W. " Keurig TN." Harvard Business School Teaching Note 800-113, March 2000. (Revised from original November 1999 version.)
-
Teaching Note
| HBS Case Collection
|
1999
Crunch TN
Paul W. Marshall and Jeremy Dann
Teaching Note for (9-899-233).
Citation: Marshall, Paul W., and Jeremy Dann. " Crunch TN." Harvard Business School Teaching Note 800-146, November 1999.
-
Case
| HBS Case Collection
|
1999
(Revised from original 1998 version)
Chantal Cookware Corp.
H. Kent Bowen, Paul W. Marshall and Stephanie Dodson
Chantal Cookware is a small, private company with a 15-year record of success in the design, assembly, and sale of high-end cookware. It experiences serious setbacks when consumers' tastes shift from colorful enamel-on-steel products to commercial-style cookware. Thurlow must decide how to revitalize the business and considers several alternatives, including entering a lower priced niche or repositioning the existing product line. Includes color exhibits.
Keywords: Consumer Behavior;
Strategic Planning;
Market Entry and Exit;
Product Positioning;
Trends;
Manufacturing Industry;
Citation: Bowen, H. Kent, Paul W. Marshall, and Stephanie Dodson. " Chantal Cookware Corp." Harvard Business School Case 699-023, November 1999. (Revised from original October 1998 version.)
-
Case
| HBS Case Collection
|
1999
(Revised from original 1998 version)
Mickey Maurer: IBJ Corp. and MyStar Communications
Paul W. Marshall and Jeremy Dann
Mickey Maurer is a successful entrepreneur who retired in the late 1980s and then reentered the business world with the purchase of two media companies. In the radio industry he faces competition from large national players. In his publishing enterprise, Maurer assesses how he can grow his business and keep his key executives motivated.
-
Case
| HBS Case Collection
|
1999
Merix Corporation (A)
Myra M. Hart, Paul W. Marshall and Sharon Peyus
Citation: Hart, Myra M., Paul W. Marshall, and Sharon Peyus. " Merix Corporation (A)." Harvard Business School Case 800-048, August 1999.
-
Case
| HBS Case Collection
|
1999
(Revised from original 1999 version)
Crunch
Paul W. Marshall and Jeremy Dann
Entrepreneur Doug Levine runs a fitness company with an incredibly powerful brand. His company leverages the brand to expand, both in terms of facilities and lines of business. But he may need to make significant organizational changes in order to continue the growth.
Citation: Marshall, Paul W., and Jeremy Dann. " Crunch." Harvard Business School Case 899-233, July 1999. (Revised from original March 1999 version.)
-
Case
| HBS Case Collection
|
1999
(Revised from original 1998 version)
Medical Consultants Network, Inc.
Paul W. Marshall and Jefferson C. Grahling
Keywords: Health Care and Treatment;
Growth and Development Strategy;
Health Industry;
Citation: Marshall, Paul W., and Jefferson C. Grahling. " Medical Consultants Network, Inc." Harvard Business School Case 898-173, April 1999. (Revised from original February 1998 version.)
-
Case
| HBS Case Collection
|
1999
(Revised from original 1998 version)
Norwegian Wood, Inc. (A)
Paul W. Marshall
Citation: Marshall, Paul W. " Norwegian Wood, Inc. (A)." Harvard Business School Case 898-111, March 1999. (Revised from original February 1998 version.)
-
Supplement
| HBS Case Collection
|
1999
Norwegian Wood, Inc. (B)
Paul W. Marshall and Jeremy Dann
Citation: Marshall, Paul W., and Jeremy Dann. " Norwegian Wood, Inc. (B)." Harvard Business School Supplement 899-179, February 1999.
-
Teaching Note
| HBS Case Collection
|
1998
Hawthorne Plastics, Inc. TN
Paul W. Marshall, John S. Hammond and William L Berry
Teaching Note for (9-171-004).
Keywords: Risk and Uncertainty;
Production;
Cost;
Quality;
Theory;
Management Practices and Processes;
Decisions;
Citation: Marshall, Paul W., John S. Hammond, and William L Berry. " Hawthorne Plastics, Inc. TN." Harvard Business School Teaching Note 399-004, July 1998.
-
Teaching Note
| HBS Case Collection
|
1987
(Revised from original version)
Lowell Steel Corp., Teaching Note
Paul W. Marshall and Steven C. Wheelwright
Keywords: Steel Industry;
Citation: Marshall, Paul W., and Steven C. Wheelwright. "Lowell Steel Corp., Teaching Note." Harvard Business School Teaching Note 678-034, June 1987. (Revised from original August 1977 version.)
-
Teaching Note
| HBS Case Collection
|
1985
(Revised from original version)
Blitz Co., Teaching Note
Paul W. Marshall and Steven C. Wheelwright
Citation: Marshall, Paul W., and Steven C. Wheelwright. "Blitz Co., Teaching Note." Harvard Business School Teaching Note 678-031, November 1985. (Revised from original August 1977 version.)
-
Teaching Note
| HBS Case Collection
|
1985
(Revised from original version)
Blanchard Importing and Distribution Co., Inc., Teaching Note
Paul W. Marshall and Steven C. Wheelwright
Teaching Note for (9-673-033).
Keywords: Distribution Industry;
-
Case
| HBS Case Collection
|
1984
(Revised from original 1972 version)
Blanchard Importing and Distribution Co., Inc.
Paul W. Marshall
Illustration of the two main types of errors resulting from use of the economic order quantity (EOQ) as a tool in production scheduling. Designed to permit class discussion to begin with a consideration of one common type of mistake, errors in calculation of the EOQ volume resulting from use of incorrect data for the input parameters of the formula. The analysis can then shift to a more general discussion of the second type of error, the misapplication of EOQ and re-order point (ROP) techniques to a given system. Class discussion can conclude with student recommendations of alternative techniques which may be better suited to the Blanchard operation than the EOQ/ROP method.
Keywords: Mathematical Methods;
Production;
Debates;
Management Analysis, Tools, and Techniques;
-
Background Note
| HBS Case Collection
|
1981
(Revised from original version)
Brief Description of Steelmaking
Paul W. Marshall
Keywords: Metals and Minerals;
Steel Industry;
Citation: Marshall, Paul W. " Brief Description of Steelmaking." Harvard Business School Background Note 675-033, October 1981. (Revised from original September 1974 version.)
-
Case
| HBS Case Collection
|
1980
(Revised from original version)
Atherton Division of Litton Industries
Paul W. Marshall
-
Case
| HBS Case Collection
|
1980
(Revised from original version)
FMC Crane and Excavator Division
Paul W. Marshall and Steven C. Wheelwright
Keywords: Construction Industry;
Citation: Marshall, Paul W., and Steven C. Wheelwright. " FMC Crane and Excavator Division." Harvard Business School Case 676-178, October 1980. (Revised from original May 1976 version.)
-
Teaching Note
| HBS Case Collection
|
1980
(Revised from original version)
Atherton Division of Litton Industries, Teaching Note
Paul W. Marshall and Steven C. Wheelwright
Citation: Marshall, Paul W., and Steven C. Wheelwright. "Atherton Division of Litton Industries, Teaching Note." Harvard Business School Teaching Note 677-231, October 1980. (Revised from original May 1977 version.)
-
Background Note
| HBS Case Collection
|
1979
(Revised from original version)
A Note on Process Analysis
Paul W. Marshall
Provides an introductory note to production processes and the use of flow diagram.
Keywords: Production;
Management Analysis, Tools, and Techniques;
Citation: Marshall, Paul W. " A Note on Process Analysis." Harvard Business School Background Note 675-038, July 1979. (Revised from original September 1974 version.)
-
Case
| HBS Case Collection
|
1978
(Revised from original version)
Litton Microwave Cooking Products (B)
Paul W. Marshall
Keywords: Consumer Products Industry;
Electronics Industry;
-
Case
| HBS Case Collection
|
1978
(Revised from original version)
Nucor Corp.
Paul W. Marshall
Citation: Marshall, Paul W. " Nucor Corp." Harvard Business School Case 676-078, March 1978. (Revised from original October 1975 version.)
-
Teaching Note
| HBS Case Collection
|
1976
P.T. Pertamina: Gulf Industrial Processing, Teaching Note
Paul W. Marshall and Steven C. Wheelwright
Citation: Marshall, Paul W., and Steven C. Wheelwright. "P.T. Pertamina: Gulf Industrial Processing, Teaching Note." Harvard Business School Teaching Note 377-088, October 1976.
-
Background Note
| HBS Case Collection
|
1975
(Revised from original version)
Linear Programming: A Technique for Analyzing Resource Allocation Problems
Paul W. Marshall
Keywords: Problems and Challenges;
Mathematical Methods;
Management Analysis, Tools, and Techniques;
-
Background Note
| HBS Case Collection
|
1975
(Revised from original version)
Note on Decision Analysis
Paul W. Marshall
Keywords: Decision Making;
Management Analysis, Tools, and Techniques;
Citation: Marshall, Paul W. " Note on Decision Analysis." Harvard Business School Background Note 172-221, November 1975. (Revised from original December 1971 version.)
-
Case
| HBS Case Collection
|
1974
(Revised from original 1974 version)
Reynolds Construction Company
Paul W. Marshall
Deals with the use of critical path method for the construction of remote control building, which is part of a water purification system. Discusses the necessity of determining the shortest possible time in which a job could be done without spending more money. Case uses "activity on node" diagram. Based on Space Constructors Inc.
Keywords: Buildings and Facilities;
Construction;
Cost Management;
Time Management;
Wastes and Waste Processing;
System;
Construction Industry;
Citation: Marshall, Paul W. " Reynolds Construction Company." Harvard Business School Case 675-017, November 1974. (Revised from original August 1974 version.)
-
Background Note
| HBS Case Collection
|
1972
Note on Forecasting
Paul W. Marshall
Keywords: Forecasting and Prediction;
Citation: Marshall, Paul W. " Note on Forecasting." Harvard Business School Background Note 172-218, January 1972.
-
Exercise
|
1971
Linear Programming Problems
Paul W. Marshall
|
|