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Supplement
| HBS Case Collection
|
2013
(Revised from original 2013 version)
Equitas Microfinance (C): Advent of Regulation
V.G. Narayanan, V. Kasturi Rangan and Vidhya Muthuram
Keywords: business model;
for-profit firms;
Micro Finance;
growth and development strategy;
corporate social responsibility and impact;
Social Enterprise;
India;
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Supplement
| HBS Case Collection
|
2013
Equitas Microfinance (B): Response to the Andhra Pradesh Crisis
V.G. Narayanan, V. Kasturi Rangan and Vidhya Muthuram
Keywords: business model;
for-profit firms;
Microfinance;
growth and development strategy;
corporate social responsibility and impact;
social enterprise;
financial services industry;
Social Enterprise;
India;
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Teaching Note
| HBS Case Collection
|
2013
TWA Parts (TN) (Abridged)
V.G. Narayanan and Srikant Datar
Citation:
Narayanan, V.G., and Srikant Datar. "
TWA Parts (TN) (Abridged)." Harvard Business School Teaching Note 113-107, April 2013.
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Teaching Note
| HBS Case Collection
|
2013
Colorscope, Inc. (Abridged) (TN)
V.G. Narayanan and Srikant Datar
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Supplement
| HBS Case Collection
|
2012
Nalli Silk Sarees (B)
V.G. Narayanan, Namrata Arora and Vidhya Muthuram
Presents the company's perspective using an interview format. Ramnath K.Nalli, vice chairman of Nalli Silk Sarees Private Limited, and his daughter, Lavanya Nalli (HBS MBA 2011), the fifth generation entrepreneur to be involved in the family business, discuss customer preferences, buying behavior, and price sensitivity for cotton and silk sarees.
Citation:
Narayanan, V.G., Namrata Arora, and Vidhya Muthuram. "
Nalli Silk Sarees (B)." Harvard Business School Supplement 113-048, December 2012.
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Case
| HBS Case Collection
|
2013
(Revised from original 2012 version)
TWA Parts (Abridged)
V.G. Narayanan
Transworld Auto Parts had to implement its new strategy flawlessly to survive the auto industry upheaval. The new CEO asked her leadership team to craft strategy maps and balanced scorecards to help each division implement its strategies.
Keywords: Business Divisions;
Leadership;
Balanced Scorecard;
Management Teams;
Business Strategy;
Corporate Strategy;
Auto Industry;
Manufacturing Industry;
Citation:
Narayanan, V.G. "
TWA Parts (Abridged)." Harvard Business School Case 113-030, April 2013. (Revised from original November 2012 version.)
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Case
| HBS Case Collection
|
2012
(Revised from original 2012 version)
Colorscope, Inc. (Abridged)
V.G. Narayanan
A small company in the graphic design business faces severe price competition. The company must respond by cutting costs and making process improvements.
Keywords: Cost Management;
Price;
Business Processes;
Performance Improvement;
Competition;
Fine Arts Industry;
Citation:
Narayanan, V.G. "
Colorscope, Inc. (Abridged)." Harvard Business School Case 113-025, November 2012. (Revised from original August 2012 version.)
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Case
| HBS Case Collection
|
2012
(Revised from original 2012 version)
Delhi Metro Rail Corporation
V.G. Narayanan and Saloni Chaturvedi
Keywords: Leadership;
Projects;
Management;
Crisis Management;
Public Administration Industry;
India;
Citation:
Narayanan, V.G., and Saloni Chaturvedi. "
Delhi Metro Rail Corporation." Harvard Business School Case 112-013, April 2012. (Revised from original February 2012 version.)
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Case
| HBS Case Collection
|
2012
(Revised from original 2011 version)
Delta/Signal Corp.
V.G. Narayanan, Lisa Brem and Matthew Packard
This auto parts company has just ousted its longtime CEO and founder, and the new, professional CEO is badly in need of a coherent strategy, clear objectives and metrics, and initiatives that are aligned with the strategy and objectives. Will the balanced scorecard approach help his leadership team create an action plan that makes sense for the company's strategy? This case is designed to be used with the "Balanced Scorecard Simulation Game."
Keywords: Balanced Scorecard;
Business Strategy;
Financial Reporting;
Leading Change;
Performance Evaluation;
Growth and Development Strategy;
Web Services Industry;
Auto Industry;
Citation:
Narayanan, V.G., Lisa Brem, and Matthew Packard. "Delta/Signal Corp." Harvard Business School Case 112-048, March 2012. (Revised from original October 2011 version.)
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Case
| HBS Case Collection
|
2011
(Revised from original 2010 version)
Supply Chain Partners: Virginia Mason and Owens & Minor (A) (Abridged)
V.G. Narayanan and Lisa Brem
Owens & Minor (O&M) performed lean inventory services for Virginia Mason (VM) as its Alpha Vendor, but the outdated industry pricing model created perverse incentives and could not capture O&M's costs. Together, O&M and VM created an activity-based pricing model: Total Supply Chain Costs (TSCC), which incented both companies to be more efficient and to streamline their distribution activities. After beta testing the TSCC for one year, VM's Daniel Borunda and O&M's Michael Stefanic believed that TSCC was a better and more cost-effective pricing model, but could they convince their companies to continue to invest in TSCC?
Keywords: Supply Chain Management;
Partners and Partnerships;
Activity Based Costing and Management;
Business Model;
Non-Governmental Organizations;
Nonprofit Organizations;
Motivation and Incentives;
Asset Pricing;
Cost Accounting;
Fair Value Accounting;
Medical Devices and Supplies Industry;
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Case
| HBS Case Collection
|
2011
(Revised from original 2011 version)
CEO Compensation at GE: A Decade with Jeff Immelt
V.G. Narayanan and Lisa Brem
When ISS, a large shareholder advisory group, recommended a "no" vote on Jeff Immelt's award of 2 million stock options in April 2011, GE's compensation committee had to decide whether to rescind or amend the award or ignore the ISS recommendation. Was Immelt's 2010 pay in line with his performance? How would shareholders vote on the advisory "say on pay" ballot question at GE's annual meeting in April?
Keywords: Budgets and Budgeting;
Stock Options;
Stock Shares;
Annual Reports;
Executive Compensation;
Compensation and Benefits;
Business and Shareholder Relations;
Performance Evaluation;
Corporate Governance;
Corporate Accountability;
Energy Industry;
Financial Services Industry;
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Case
| HBS Case Collection
|
2011
(Revised from original 2009 version)
Transworld Auto Parts (A)
V.G. Narayanan and Lisa Brem
Transworld Auto Parts had to implement its new strategy flawlessly to survive the auto industry upheaval. The new CEO asked her leadership team to craft strategy maps and balanced scorecards to help each division implement its strategies.
Keywords: Business Divisions;
Leadership;
Balanced Scorecard;
Management Teams;
Business Strategy;
Corporate Strategy;
Auto Industry;
Manufacturing Industry;
Citation:
Narayanan, V.G., and Lisa Brem. "
Transworld Auto Parts (A)." Harvard Business School Case 110-027, August 2011. (Revised from original September 2009 version.)
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Supplement
| HBS Case Collection
|
2011
(Revised from original 2009 version)
Transworld Auto Parts (B)
V.G. Narayanan and Lisa Brem
Supplements the (A) case.
Citation:
Narayanan, V.G., and Lisa Brem. "
Transworld Auto Parts (B)." Harvard Business School Supplement 110-028, August 2011. (Revised from original September 2009 version.)
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Teaching Note
| HBS Case Collection
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2011
Whose Money Is It Anyway? (TN) (A), (B), and (C)
Richard G. Hamermesh, V.G. Narayanan and Rachel Gordon
Teaching Note for 810-008, 810-013, and 810-031.
Keywords: Health Industry;
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Case
| HBS Case Collection
|
2011
(Revised from original 2009 version)
Sniffing Out Opportunities at PetSmart
V.G. Narayanan and Lisa Brem
The pet and pet supply industry was one of the few bright lights in an otherwise dismal retail outlook in 2009. This case gives background pet retail industry information and strategic positioning information for both PetSmart and PETCO to enable students to develop their own Balanced Scorecards and strategy maps for the two companies.
Keywords: Balanced Scorecard;
Industry Growth;
Industry Structures;
Competitive Strategy;
Retail Industry;
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Teaching Note
| HBS Case Collection
|
2011
Sniffing Out Opportunities at PetSmart (TN)
V.G. Narayanan and Lisa Brem
Teaching Note for #110-025.
Keywords: Balanced Scorecard;
Strategy;
Opportunities;
Retail Industry;
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Teaching Note
| HBS Case Collection
|
2011
(Revised from original 2010 version)
Transworld Auto Parts (TN) (A) and (B)
V.G. Narayanan and Lisa Brem
Teaching Note for [110027] and [110028].
Keywords: Auto Industry;
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Case
| HBS Case Collection
|
2010
(Revised from original 2008 version)
Sara Campbell Ltd. (A)
Romana Autrey, V.G. Narayanan and Julia Rozovsky
Describes a situation in which Sara Campbell, the CEO of a women's apparel company, must decide how to resolve the tense relationship with her Financial Controller and ex-brother-in-law, Stephen Holt. Holt was employed by Campbell for 10 years, took on the majority of financial responsibilities for the firm, and knew the business very well. Although he was bright, Campbell was often disappointed by his poor judgment and disorderly nature. By 1999, two incidents by Holt forced Campbell to question how she should proceed in terms of his employment. Students are given context to debate whether Holt's behavior was detrimental enough to overshadow a successful ten-year working relationship and his monetary obligations to Campbell's immediate family.
Keywords: Accounting;
Judgments;
Governance Controls;
Employee Relationship Management;
Behavior;
Apparel and Accessories Industry;
Citation:
Autrey, Romana, V.G. Narayanan, and Julia Rozovsky. "
Sara Campbell Ltd. (A)." Harvard Business School Case 108-070, October 2010. (Revised from original January 2008 version.)
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Supplement
| HBS Case Collection
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2010
(Revised from original 2008 version)
Sara Campbell Ltd. (B)
Romana Autrey, V.G. Narayanan and Julia Rozovsky
Supplements the Sara Campbell Ltd. (A) case by introducing additional concerns with Holt. In January of 1999, Campbell received a certified letter written by Holt. The letter described Holt's own frustration in working for Campbell. Students are given context to discuss how to proceed.
Keywords: Decision Choices and Conditions;
Employee Relationship Management;
Management;
Apparel and Accessories Industry;
Citation:
Autrey, Romana, V.G. Narayanan, and Julia Rozovsky. "
Sara Campbell Ltd. (B)." Harvard Business School Supplement 108-071, October 2010. (Revised from original January 2008 version.)
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Supplement
| HBS Case Collection
|
2010
(Revised from original 2009 version)
Sara Campbell Ltd. (C)
Romana L. Autrey, V.G. Narayanan and Julia Rozovsky
Supplements the Sara Campbell Ltd. (A) and (B) cases by revealing the aftermath of issues presented in the (B) case. The students are given context to discuss how this situation could have been prevented.
Keywords: Decision Choices and Conditions;
Employee Relationship Management;
Outcome or Result;
Situation or Environment;
Conflict Management;
Apparel and Accessories Industry;
Citation:
Autrey, Romana L., V.G. Narayanan, and Julia Rozovsky. "
Sara Campbell Ltd. (C)." Harvard Business School Supplement 110-034, October 2010. (Revised from original October 2009 version.)
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Case
| HBS Case Collection
|
2013
(Revised from original 2010 version)
Equitas Microfinance: The Fastest-Growing MFI on the Planet
V.G. Narayanan and V. Kasturi Rangan
Founded as a for-profit microfinance company, Equitas had acquired nearly a million clients in the short two years since it was founded. The founder, Vasu, and his management team wished to accelerate the already impressive spurt to three million clients in the next two years. The case describes the company's business model, which attempts to integrate microfinance with social development, and provides students with the opportunity to discuss the scaling options and challenges facing the founder.
Keywords: Business Model;
For-Profit Firms;
Microfinance;
Growth and Development Strategy;
Corporate Social Responsibility and Impact;
Social Enterprise;
Financial Services Industry;
India;
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Teaching Note
| HBS Case Collection
|
2010
Executive Pay and the Credit Crisis of 2008 (TN) (A) and (B) and The Credit Crisis of 2008: An Overview
V.G. Narayanan and Lisa Brem
Teaching Note for 109036, 110005, and 110048.
Keywords: Financial Crisis;
Compensation and Benefits;
Management Teams;
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Case
| HBS Case Collection
|
2010
(Revised from original 2010 version)
Whose Money Is It Anyway? (A)
V.G. Narayanan, Richard G. Hamermesh and Rachel Gordon
The Brigham and Women's Physician's Organization (BWPO) and its corporate parent disagree over who has jurisdiction over significant legacy funds. Are they controlled by the BWPO or do they belong to BWPO's corporate parent? The BWPO and its corporate parent must negotiate who has control of the funds which impacts how the funds may be used.
Keywords: Accounting;
Investment Funds;
Governance Controls;
Agreements and Arrangements;
Boundaries;
Health Industry;
Citation:
Narayanan, V.G., Richard G. Hamermesh, and Rachel Gordon. "
Whose Money Is It Anyway? (A)." Harvard Business School Case 810-008, June 2010. (Revised from original March 2010 version.)
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Case
| HBS Case Collection
|
2010
(Revised from original 2009 version)
Executive Pay and the Credit Crisis of 2008 (A)
V.G. Narayanan, Fabrizio Ferri and Lisa Brem
The credit crisis of 2008 placed compensation practices at publicly traded firms in the United States under scrutiny. This case examines perceived excessive pay and severance packages at several firms implicated in the credit crisis of 2008, the executive compensation provisions in the Emergency Economic Stabilization Act, and discusses the implications for compensation committees at public companies.
Keywords: Financial Crisis;
Governing and Advisory Boards;
Government Legislation;
Executive Compensation;
United States;
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Case
| HBS Case Collection
|
2010
(Revised from original 2009 version)
Supply Chain Partners: Virginia Mason and Owens & Minor (A)
V.G. Narayanan and Lisa Brem
Virginia Mason Medical Center (VM) hired Owens & Minor (O&M) as its alpha vendor for medical/surgical supplies in 2004. By 2005, O&M was performing Just-in-Time and Low Unit of Measure services for VM, but they believed the pricing model in the industry was outdated. VM and O&M partnered to create the Total Supply Chain Cost (TSCC) pricing program, an activity-based model that assigned all the cost drivers of distribution and inventory handling to VM, but also assured O&M of a profit. The TSCC incented VM to streamline its distribution activities, since these would directly impact its fee. After beta testing the TSCC for one year, VM's Daniel Borunda and O&M's Michael Stefanic believed that TSCC was a better and more cost-effective pricing model, but could they convince their companies to continue to invest in TSCC?
Keywords: Activity Based Costing and Management;
Price;
Distribution;
Supply Chain Management;
Medical Devices and Supplies Industry;
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Supplement
| HBS Case Collection
|
2010
(Revised from original 2009 version)
Supply Chain Partners: Virginia Mason and Owens & Minor (B)
V.G. Narayanan and Lisa Brem
The epilogue to Supply Chain Partners: Virginia Mason and Owens & Minor (A), the B case details the outcome of the issues discussed in Case A; namely that Virginia Mason and Owens & Minor did implement the TSCC contract. Virginia Mason also kept the suture contract with O&M because the TSCC model was able to prove that O&M was the low-cost provider. Case B also gives results metrics, such as reduction in line items, orders, and days sales outstanding.
Keywords: Health Care and Treatment;
Supply Chain Management;
Partners and Partnerships;
Measurement and Metrics;
Contracts;
Health Industry;
Medical Devices and Supplies Industry;
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Supplement
| HBS Case Collection
|
2010
(Revised from original 2009 version)
Executive Pay and the Credit Crisis of 2008 (B)
V.G. Narayanan and Lisa Brem
As the recession lingered on into 2009, the U.S. government sought to limit executive pay and excessive risk. The debate raged over what constituted excessive risk and how best to mitigate it. This case describes the government restrictions on executive pay for TARP recipients and delves into the debate on executive compensation and incentives that encourage excessive risk.
Keywords: Financial Crisis;
Governing Rules, Regulations, and Reforms;
Government Legislation;
Executive Compensation;
Risk Management;
Business and Government Relations;
Motivation and Incentives;
United States;
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Supplement
| HBS Case Collection
|
2010
(Revised from original 2009 version)
Kim Park (B): Liabilities
David F. Hawkins, Gregory Miller and V.G. Narayanan
A series of caselets exploring the accounting for liabilities.
Keywords: Accounting;
Financial Reporting;
International Accounting;
Standards;
United States;
Citation:
Hawkins, David F., Gregory Miller, and V.G. Narayanan. "
Kim Park (B): Liabilities." Harvard Business School Supplement 110-018, June 2010. (Revised from original July 2009 version.)
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Teaching Note
| HBS Case Collection
|
2010
Shareholder Activists at Friendly Ice Cream (TN) (A1), (A2), (A), and (B)
Fabrizio Ferri, V.G. Narayanan and Lisa Brem
Teaching Note for 109013, 109014, 108024 and 108073.
Keywords: Food and Beverage Industry;
United States;
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Tool
|
2010
Strategy Map Tool
V.G. Narayanan
Keywords: Strategy;
Citation:
Narayanan, V.G.
Strategy Map Tool. Harvard Business School Tool 110-709, June 2010.
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Teaching Note
| HBS Case Collection
|
2010
Ujjivan: A Microfinance Institution at a Crossroads (TN) (A) and (B)
V.G. Narayanan and Lisa Brem
Teaching Note for [108057] and [108083].
Keywords: Microfinance;
Decision Making;
Financial Services Industry;
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Teaching Note
| HBS Case Collection
|
2010
Say on Pay (TN)
V.G. Narayanan and Lisa Brem
Teaching Note for [407129].
Keywords: Business and Shareholder Relations;
Voting;
Executive Compensation;
United States;
Citation:
Narayanan, V.G., and Lisa Brem. "
Say on Pay (TN)." Harvard Business School Teaching Note 110-072, May 2010.
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Teaching Note
| HBS Case Collection
|
2010
Offering the Right Service in the Right Place: Growing Orthopedics at the Brigham and Women's/Faulkner (BW/F) Hospitals (TN)
V.G. Narayanan and Lisa Brem
Teaching Note for [108016].
Keywords: Mergers and Acquisitions;
Performance Efficiency;
Decisions;
Competitive Advantage;
Service Delivery;
Health Industry;
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Teaching Note
| HBS Case Collection
|
2010
Supply Chain Partners: Virginia Mason and Owens & Minor (TN) (A), (B), and (A) (Abridged)
V.G. Narayanan and Lisa Brem
Teaching Note for [109076], [109077], and [110063]..
Keywords: Medical Devices and Supplies Industry;
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Case
| HBS Case Collection
|
2010
The Credit Crisis of 2008: An Overview
V.G. Narayanan, Fabrizio Ferri and Lisa Brem
This case examines the causes and consequences of the credit crisis of 2008 from a national and global perspective and explores the actions taken and proposed by the U.S. and European governments.
Keywords: Credit;
Financial Crisis;
Crisis Management;
Risk Management;
Globalized Economies and Regions;
Global Strategy;
Mortgages;
Performance Effectiveness;
Financial Services Industry;
United States;
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Supplement
| HBS Case Collection
|
2010
Whose Money Is It Anyway? (B)
V.G. Narayanan, Richard G. Hamermesh and Rachel Gordon
The case describes the various reactions of doctors and administrators to the solutions they developed.
Keywords: Corporate Governance;
Organizations;
Behavior;
Health Industry;
Citation:
Narayanan, V.G., Richard G. Hamermesh, and Rachel Gordon. "
Whose Money Is It Anyway? (B)." Harvard Business School Supplement 810-013, March 2010.
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Supplement
| HBS Case Collection
|
2010
Whose Money Is It Anyway? (C)
V.G. Narayanan, Richard G. Hamermesh and Rachel Gordon
The case describes how the Brigham and Women's Physicians Organization and its corporate parent resolved the issue of how the disputed funds would be distributed and used.
Keywords: Corporate Governance;
Business Subsidiaries;
Organizational Design;
Conflict and Resolution;
Resource Allocation;
Health Industry;
Citation:
Narayanan, V.G., Richard G. Hamermesh, and Rachel Gordon. "
Whose Money Is It Anyway? (C)." Harvard Business School Supplement 810-031, March 2010.
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Case
| HBS Case Collection
|
2012
(Revised from original 2010 version)
Indus Towers: Collaborating with Competitors on Infrastructure
Ranjay Gulati, Francisco de Asis Martinez-Jerez, V.G. Narayanan and Rachna Tahilyani
The case describes the formation of Indus Towers, the largest telecom tower company in the world that has a joint venture created to build and manage the passive infrastructure of wireless telecom operators by bringing together three competitors in India's tough telecom market—Bharti Airtel, Vodafone Essar, and Idea Cellular—and merging their tower holdings. It focuses on the issue as to how do you collaborate with your competitors in setting up towers but engage in a brutal competition with them in the marketplace?
Keywords: Joint Ventures;
Cost Management;
Infrastructure;
Alliances;
Competition;
Cooperation;
Telecommunications Industry;
India;
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Teaching Note
| HBS Case Collection
|
2009
Kim Park (B): Liabilities (TN)
David F. Hawkins, Gregory Miller and V.G. Narayanan
Teaching Note for [110018].
Keywords: Accounting;
Citation:
Hawkins, David F., Gregory Miller, and V.G. Narayanan. "
Kim Park (B): Liabilities (TN)." Harvard Business School Teaching Note 110-021, July 2009.
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Case
| HBS Case Collection
|
2009
(Revised from original 2009 version)
Areva
V.G. Narayanan and Lisa Brem
Areva, the world's market leader in civilian nuclear power, was positioned to take advantage of the resurgence of nuclear power. However, three issues clouded the positive outlook: (1) a 1.7 billion euro loss on the construction of the first next generation nuclear reactor in Finland, (2) the decision of German company Siemens to pull out of its partnership in Areva NP and exercise its 2.1 billion euro put option, and (3) the projected investment budget shortfall of 3 billion euros in 2008. How can Areva best generate cash to finance its investments for 2008 and beyond?
Keywords: Budgets and Budgeting;
Financial Statements;
Energy Generation;
Cash Flow;
Investment;
Energy Industry;
Europe;
Citation:
Narayanan, V.G., and Lisa Brem. "
Areva." Harvard Business School Case 109-092, June 2009. (Revised from original May 2009 version.)
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Case
| HBS Case Collection
|
2009
(Revised from original 2007 version)
Offering the Right Service in the Right Place: Growing Orthopedics at the Brigham and Women's/Faulkner (BW/F) Hospitals
V.G. Narayanan, Michael G. Wilson and Rachel Gordon
After the merger of two local hospitals, hospital leaders much decide how to reorganize services to take advantage of newly created efficiencies. Focuses on the Orthopedics department at one of the hospitals.
Keywords: Cost Accounting;
Mergers and Acquisitions;
Cost vs Benefits;
Service Operations;
Organizational Structure;
Performance Efficiency;
Competitive Advantage;
Health Industry;
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Case
| HBS Case Collection
|
2008
(Revised from original 2008 version)
Shareholder Activists at Friendly Ice Cream (A1)
Fabrizio Ferri, V.G. Narayanan and James Weber
Two activist investors, one a founder and one a hedge fund manager, seek to improve board oversight at a chain restaurant company. Prestley Blake founded Friendly Ice Cream in 1935 with his brother, and the two created a chain of full-service restaurants. In 1979, they sold the business and retired. In 2000, Blake became concerned that Friendly's CEO, who owned approximately 10% of Friendly and also owned a larger percentage of another restaurant company, was shifting expenses between the businesses in a way detrimental to Friendly shareholders but personally advantageous to the CEO. Further, Blake believed that Friendly's board of directors was not meeting their fiduciary obligations to shareholders by properly overseeing the activities of the CEO and that the directors had conflicts of interest because they were involved with the CEO's non-Friendly business activities. In 2003, Blake filed a lawsuit against the CEO and the company. In 2006, Sardar Biglari, a hedge fund manager who had invested in Friendly, entered into negotiations with Friendly for him to join the board of directors to help improve the management of the business. When these negotiations failed, Biglari launched a proxy fight against Friendly in 2007. While these two activist investors shared similar objectives, they worked independently and chose different strategies. The A1 case ends as activists Sardar Biglari and Phil Cooley prepare to meet with CEO Don Smith at Friendly's headquarters in September 2006.
Keywords: Investment Activism;
Governing and Advisory Boards;
Lawsuits and Litigation;
Business or Company Management;
Business and Shareholder Relations;
Conflict of Interests;
Food and Beverage Industry;
United States;
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Supplement
| HBS Case Collection
|
2008
(Revised from original 2008 version)
Shareholder Activists at Friendly Ice Cream (A2)
V.G. Narayanan, Fabrizio Ferri and James Weber
The A1 and A2 versions of the “Shareholder Activists at Friendly Ice Cream (A)” split the original A case into two parts. The A1 case ends as activists Sardar Biglari and Phil Cooley prepare to meet with CEO Don Smith at Friendly's headquarters in September 2006. The A2 case resumes the story just after the meeting and details Biglari's and Friendly's actions from that point on. The A1 and A2 cases are provided for instructors who wish more flexibility in the teaching plan. These cases do not omit or abridge any information contained in the original A case. Two activist investors, one a founder and one a hedge fund manager, seek to improve board oversight at a chain restaurant company. Prestley Blake founded Friendly Ice Cream in 1935 with his brother and the two created a chain of full-service restaurants. In 1979 they sold the business and retired. In 2000, Blake became concerned that Friendly's CEO, who owned approximately 10% of Friendly and also owned a larger percentage of another restaurant company, was shifting expenses between the businesses in a way detrimental to Friendly shareholders, but personally advantageous to the CEO. Further, Blake believed that Friendly's board of directors was not meeting their fiduciary obligations to shareholders by properly overseeing the activities of the CEO and that the directors had conflicts of interest because they were involved with the CEO's non-Friendly business activities. In 2003, Blake filed a lawsuit against the CEO and the company. In 2006, Sardar Biglari, a hedge fund manager who had invested in Friendly, entered into negotiations with Friendly for him to join the board of directors to help improve the management of the business. When these negotiations failed, Biglari launched a proxy fight against Friendly in 2007. While these two activist investors shared similar objectives, they worked independently and chose different strategies.
Keywords: Investment Activism;
Business and Shareholder Relations;
Governing and Advisory Boards;
Conflict and Resolution;
Lawsuits and Litigation;
Business or Company Management;
Food and Beverage Industry;
United States;
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Case
| HBS Case Collection
|
2008
(Revised from original 2008 version)
Shareholder Activists at Friendly Ice Cream (A)
Fabrizio Ferri, V.G. Narayanan and James Weber
Two activist investors, one a founder and one a hedge-fund manager, seek to improve board oversight at a chain restaurant company. Prestley Blake founded Friendly Ice Cream in 1935 with his brother, and the two created a chain of full-service restaurants. In 1979 they sold the business and retired. In 2000, Blake became concerned that Friendly's CEO, who owned approximately 10% of Friendly and also owned a larger percentage of another restaurant company, was shifting expenses between the businesses in a way detrimental to Friendly shareholders, but personally advantageous to the CEO. Further, Blake believed that Friendly's board of directors was not meeting their fiduciary obligations to shareholders by properly overseeing the activities of the CEO, and that the directors had conflicts of interest, because they were involved with the CEO's non-Friendly business activities. In 2003, Blake filed a lawsuit against the CEO and the company. In 2006, Sardar Biglari, a hedge-fund manager who had invested in Friendly, entered into negotiations with Friendly for him to join the board of directors to help improve the management of the business. When these negotiations failed, Biglari launched a proxy fight against Friendly in 2007. While these two activist investors shared similar objectives, they worked independently and chose different strategies.
Keywords: Investment Activism;
Governing and Advisory Boards;
Lawsuits and Litigation;
Business or Company Management;
Business and Shareholder Relations;
Conflict of Interests;
Food and Beverage Industry;
United States;
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Supplement
| HBS Case Collection
|
2008
(Revised from original 2008 version)
Shareholder Activists at Friendly Ice Cream (B)
V.G. Narayanan, Fabrizio Ferri and James Weber
This case study briefly describes the outcome of the Shareholder Activists at Friendly Ice Cream (A) case.
Keywords: Investment Activism;
Business and Shareholder Relations;
Conflict and Resolution;
Outcome or Result;
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Case
| HBS Case Collection
|
2008
(Revised from original 2007 version)
Say on Pay
Jay W. Lorsch, V.G. Narayanan and Alexis Chernak
Briefly describes the trend in 2006 and 2007 in the United States to give shareholders an advisory vote on executive compensation. Highlights a few examples where shareholders have successfully garnered a majority in support of an advisory vote measure on company proxy ballots, and describes discussion within Congress on the matter.
Keywords: Voting;
Corporate Governance;
Governing and Advisory Boards;
Executive Compensation;
Business and Government Relations;
Business and Shareholder Relations;
United States;
Citation:
Lorsch, Jay W., V.G. Narayanan, and Alexis Chernak. "
Say on Pay." Harvard Business School Case 407-129, April 2008. (Revised from original June 2007 version.)
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Teaching Note
| HBS Case Collection
|
2008
(Revised from original 2003 version)
Store24 (TN)
Dennis Campbell, Susan L. Kulp and V.G. Narayanan
Teaching Note for (9-103-058).
Keywords: Retail Industry;
Citation:
Campbell, Dennis, Susan L. Kulp, and V.G. Narayanan. "
Store24 (TN)." Harvard Business School Teaching Note 103-078, April 2008. (Revised from original April 2003 version.)
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Case
| HBS Case Collection
|
2008
Ujjivan: A Microfinance Institution at a Crossroads (A)
V.G. Narayanan and Pamela Freed
Samit Ghosh, the CEO and founder of Ujjivan, a major microfinance provider in Bangalore, wants to grow his business rapidly and become financially sustainable, but he's struggling with staff fraud, high costs, and how to stay true to Ujjivan's mission of poverty alleviation, while simultaneously reaching out to higher-income customers. The case explores how Ujjivan can grow, looking at such issues as new technology, diversifying product offerings, and how to hire the best staff.
Keywords: Financial Institutions;
Microfinance;
Ethics;
Mission and Purpose;
Growth and Development Strategy;
Financial Services Industry;
Bangalore;
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Supplement
| HBS Case Collection
|
2008
Ujjivan: A Microfinance Institution at a Crossroads (B)
V.G. Narayanan and Pamela Freed
Case (B) of "Ujjivan: A Microfinance Institution at a Crossroads" addresses some of the actions Ujjivan, a microfinance provider in Bangalore, has taken with regard to issues raised in the (A) case, particularly regarding fraud and establishing financial sustainability. For example, the CEO of Ujjivan, Samit Ghosh, decides to strengthen the Audit Team and implements new loan products.
Keywords: Financial Institutions;
Microfinance;
Crime and Corruption;
Accounting Audits;
Product Development;
Financial Services Industry;
Bangalore;
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Teaching Note
| HBS Case Collection
|
2007
Executive Remuneration at Reckitt Benckiser plc (TN)
V.G. Narayanan
Teaching Note for [104-062].
Keywords: Retail Industry;
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Teaching Note
| HBS Case Collection
|
2007
Executive Compensation at General Electric (TN) (A) and (B)
V.G. Narayanan
Teaching Note for [105072] and [105070].
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Case
| HBS Case Collection
|
2007
(Revised from original 2006 version)
Strategic Outsourcing at Bharti Airtel Limited
Francisco de Asis Martinez-Jerez, V.G. Narayanan and Michele Jurgens
Faced with exponential growth and a competitive telecom environment, Bharti looks for ways to better manage its capital expenditures for telecommunications and information technology. One option is to hand over management of its telecom and IT networks to its vendors. Explores the pros and cons of such an outsourcing arrangement for a company in an industry where technological superiority is considered an essential element in competitive strategy.
Keywords: Innovation and Management;
Job Cuts and Outsourcing;
Competitive Advantage;
Technology Networks;
Telecommunications Industry;
India;
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Supplement
| HBS Case Collection
|
2007
(Revised from original 2006 version)
Strategic Outsourcing at Bharti Airtel Limited: One Year Later.
Francisco de Asis Martinez-Jerez, V.G. Narayanan and Michele Jurgens
Keywords: Job Cuts and Outsourcing;
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Teaching Note
| HBS Case Collection
|
2007
(Revised from original 2004 version)
Internet Customer Acquisition Strategy at Bankinter (TN)
Francisco de Asis Martinez-Jerez and V.G. Narayanan
Teaching Note to (9-103-021).
Keywords: Banking Industry;
Information Technology Industry;
Spain;
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Case
| HBS Case Collection
|
2007
(Revised from original 2002 version)
Customer Profitability and Customer Relationship Management at RBC Financial Group (Abridged)
V.G. Narayanan and Lisa Brem
The Royal Bank of Canada uses customer relationship management and customer profitability tools to gain a competitive advantage in Canada's increasingly crowded financial services market. The case presents two pricing and customer management issues: one from the point of view of the vice president of customer relationship marketing and the other from a line manager's perspective.
Keywords: Customers;
Customer Relationship Management;
Price;
Perspective;
Marketing;
Competitive Advantage;
Financial Services Industry;
Banking Industry;
Canada;
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Case
| HBS Case Collection
|
2007
(Revised from original 2003 version)
Internet Customer Acquisition Strategy at Bankinter
Francisco de Asis Martinez-Jerez, V.G. Narayanan and Lisa Brem
Bankinter, a relatively small Spanish bank, has a large presence as an Internet financial services provider. Leading the way to profitability through the Internet will give Bankinter a major competitive advantage over the larger, more established Spanish banks. Ann Peralta, director of the Internet network in Bankinter, must evaluate whether the thousands of new customers pouring in from other portals are profitable for the bank. Peralta uses tools such as customer relationship management, activity-based costing, customer profitability, and lifetime value computations to determine the value of this cohort of new customers for the bank and in doing so, can decide on future customer acquisition strategies.
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Case
| HBS Case Collection
|
2007
(Revised from original 2000 version)
Achieving Customer Satisfaction at Pizza Hut (A)
V.G. Narayanan and Preeti Choudhary
Describes how Pizza Hut measures and monitors customer satisfaction, customer complaints, and the quality of its retail locations.
Keywords: Customer Satisfaction;
Management Analysis, Tools, and Techniques;
Management Systems;
Risk Management;
Franchise Ownership;
Performance Evaluation;
Problems and Challenges;
Quality;
Food and Beverage Industry;
Service Industry;
Citation:
Narayanan, V.G., and Preeti Choudhary. "Achieving Customer Satisfaction at Pizza Hut (A)." Harvard Business School Case 101-006, February 2007. (Revised from original December 2000 version.)
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Teaching Note
| HBS Case Collection
|
2006
(Revised from original 2006 version)
Introduction to Cost Accounting Systems (TN)
David F. Hawkins, V.G. Narayanan, Michele Jurgens and Jacob Cohen
Keywords: Cost Accounting;
Citation:
Hawkins, David F., V.G. Narayanan, Michele Jurgens, and Jacob Cohen. "
Introduction to Cost Accounting Systems (TN)." Harvard Business School Teaching Note 106-045, October 2006. (Revised from original February 2006 version.)
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Case
| HBS Case Collection
|
2006
(Revised from original 2004 version)
Executive Remuneration at Reckitt Benckiser plc
Jay W. Lorsch, V.G. Narayanan, Krishna G. Palepu, Lisa Brem and Ashley Robertson
Reckitt Benckiser plc has developed an executive compensation system. This case outlines the structure of the system, its emphasis on performance-based pay and a global outlook, and explains the role of the human resources department, the board of directors, and company shareholders in determining pay. It raises questions about how to balance incentive remuneration effectively in recruiting and retaining top managers, while addressing shareholder concerns about executive compensation.
Keywords: Executive Compensation;
Employee Relationship Management;
Human Resources;
Management Analysis, Tools, and Techniques;
Business Organization;
Organizational Structure;
Activity Based Costing and Management;
Performance Evaluation;
Global Strategy;
Wages;
Business and Shareholder Relations;
Recruitment;
Retail Industry;
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Teaching Note
| HBS Case Collection
|
2006
Cost-Volume-Profit Models (TN)
David F. Hawkins, V.G. Narayanan, Michele Jurgens and Jacob Cohen
Keywords: Mathematical Methods;
Citation:
Hawkins, David F., V.G. Narayanan, Michele Jurgens, and Jacob Cohen. "
Cost-Volume-Profit Models (TN)." Harvard Business School Teaching Note 106-046, February 2006.
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Teaching Note
| HBS Case Collection
|
2006
Alternative Choice Decision Analysis (TN)
David F. Hawkins, V.G. Narayanan, Michele Jurgens and Jacob Cohen
Keywords: Decision Making;
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Teaching Note
| HBS Case Collection
|
2006
Introduction to Responsibility Accounting Systems (TN)
David F. Hawkins, V.G. Narayanan, Michele Jurgens and Jacob Cohen
Keywords: Accounting;
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Tutorial
|
2006
(Revised from original 2004 version)
Introduction to Cost Accounting Systems
David F. Hawkins, V.G. Narayanan, Jacob Cohen and Michele Jurgens
Covers the basics of cost system design, demonstrating in a clear, step-by-step fashion how costs are assigned to cost objects. Key concepts include direct and indirect costs, two-stage allocation, cost pools, and cost drivers. Also provides a brief review of several variations of cost systems, explaining the difference between job and process costing, direct and full cost systems, as well as standard cost systems. Provides exercises throughout the tutorial to test understanding of the material.
Keywords: Cost Accounting;
Citation:
Hawkins, David F., V.G. Narayanan, Jacob Cohen, and Michele Jurgens.
Introduction to Cost Accounting Systems. Harvard Business School Tutorial 105-701, January 2006. (Revised from original September 2004 version.)
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Tutorial
|
2006
(Revised from original 2004 version)
Introduction to Responsibility Accounting Systems
David F. Hawkins, V.G. Narayanan, Jacob Cohen and Michele Jurgens
Responsibility accounting systems generate financial and related nonfinancial information about the actual and planned activities of a company's responsibility centers--organizational units headed by managers responsible for a unit's performance. The principal components covered are budgets, performance reports, variance reports, and transfer prices. Describes these components and walks students through how a responsibility center's actual performance is compared to its planned (budgeted) performance and how resources can be transferred from one center to another. Also explains the management planning and control process. Provides numerous exercises to test understanding of the material.
Keywords: Accounting;
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Tutorial
|
2006
Alternative Choice Decisions Analysis
David F. Hawkins, V.G. Narayanan, Jacob Cohen and Michele Jurgens
Shows how managers use information on costs and revenues to decide between possible alternative courses of action. Presents two case examples of differential cost analysis. The first, a make or buy decision, examines two alternatives in which only costs vary. The second presents a situation in which both revenues (changes in price and volume) and costs (including fixed costs) change. Both analyses allow students to act as managers and conclude which of several alternatives yields the greatest differential profits.
Keywords: Cost;
Profit;
Revenue;
Information;
Management Analysis, Tools, and Techniques;
Problems and Challenges;
Conflict and Resolution;
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Tutorial
|
2006
Cost-Volume Profit Models
David F. Hawkins, V.G. Narayanan, Jacob Cohen and Michele Jurgens
Covers fixed, variable, and semivariable costs and their role in building and interpreting cost-volume-profit models. Introduces the cost-volume and contribution-volume-profit models and identifies some of their uses and limitations. Teaches how to use the cost-volume-profit model to determine profit at various levels of unit volume and how to calculate a breakeven point. Includes multiple exercises throughout the tutorial.
Keywords: Volume;
Cost;
Profit;
Mathematical Methods;
Citation:
Hawkins, David F., V.G. Narayanan, Jacob Cohen, and Michele Jurgens.
Cost-Volume Profit Models. Harvard Business School Tutorial 105-705, January 2006.
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Case
| HBS Case Collection
|
2005
(Revised from original 2005 version)
Executive Compensation at General Electric (A)
V.G. Narayanan and Michele Jurgens
Faced with falling share prices and the critical eye of the media focused on Jack Welch's retirement plan, newly appointed CEO Jeff Immelt had the challenge of reassessing GE as a leader of corporate integrity and good governance. Presents the changes Immelt initiated in the board of directors, in Immelt's own compensation scheme, and in the compensation scheme for all GE executives, designed to address GE's corporate governance issues. Examines the use of stock options and alternative stock-based incentive schemes, along with the importance of each tool in a total compensation plan. A rewritten version of an earlier case.
Keywords: Executive Compensation;
Employee Stock Ownership Plan;
Governing and Advisory Boards;
Media;
Governance;
Corporate Accountability;
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Supplement
| HBS Case Collection
|
2005
(Revised from original 2005 version)
Executive Compensation at General Electric (B)
V.G. Narayanan and Michele Jurgens
Supplements the (A) case.
Keywords: Executive Compensation;
Electronics Industry;
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Case
| HBS Case Collection
|
2005
Henkel Iberica (A)
Francisco de Asis Martinez-Jerez, V.G. Narayanan and Lisa Brem
In 2002, Esteban Garriga, customer service director at Henkel Iberica, questions whether Collaborative Planning, Forecasting, and Replenishment (CPFR) would help manage retail promotions and limit their impact on the stock-outs and obsolete inventory. Describes the situation facing Henkel Iberica, the Spanish subsidiary of the German consumer products company Henkel KgaA, with respect to the management of retail promotions. The increasing number of promotions and the complexity of the company portfolio seriously taxed Henkel Iberica's sales, production, and distribution systems. Many in the organization believed the company should abandon or cut back promotions and adopt an everyday low pricing strategy. Garriga believes the solution to be in CPFR. Describes Henkel Iberica's operations and provides the necessary background to discuss whether CPFR is the adequate solution for its problems.
Keywords: Business Subsidiaries;
Forecasting and Prediction;
Price;
Distribution Channels;
Strategic Planning;
Commercialization;
Valuation;
Rail Industry;
Germany;
Spain;
Citation:
Martinez-Jerez, Francisco de Asis, V.G. Narayanan, and Lisa Brem. "
Henkel Iberica (A)." Harvard Business School Case 105-023, March 2005.
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Supplement
| HBS Case Collection
|
2005
Henkel Iberica (B)
Francisco de Asis Martinez-Jerez, V.G. Narayanan and Lisa Brem
Supplements the (A) case.
Keywords: Rail Industry;
Germany;
Spain;
Citation:
Martinez-Jerez, Francisco de Asis, V.G. Narayanan, and Lisa Brem. "
Henkel Iberica (B)." Harvard Business School Supplement 105-024, March 2005.
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Teaching Note
| HBS Case Collection
|
2004
(Revised from original 2002 version)
Metalcraft Supplier Scorecard, TN
Susan L. Kulp and V.G. Narayanan
Teaching Note for (9-102-047).
Keywords: Manufacturing Industry;
Auto Industry;
Citation:
Kulp, Susan L., and V.G. Narayanan. "
Metalcraft Supplier Scorecard, TN." Harvard Business School Teaching Note 102-081, April 2004. (Revised from original May 2002 version.)
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Case
| HBS Case Collection
|
2004
(Revised from original 2003 version)
Store24
Susan L. Kulp, V.G. Narayanan and Dennis Campbell
Illustrates how nonfinancial performance measures can be used to manage a business and evaluate the success of a strategy.
Keywords: Business or Company Management;
Balanced Scorecard;
Performance Evaluation;
Strategy;
Retail Industry;
Citation:
Kulp, Susan L., V.G. Narayanan, and Dennis Campbell. "
Store24." Harvard Business School Case 103-058, March 2004. (Revised from original February 2003 version.)
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Case
| HBS Case Collection
|
2004
(Revised from original 2002 version)
Metalcraft Supplier Scorecard
Susan L. Kulp, V.G. Narayanan and Ronald L. Verkleeren
An automotive components company uses a supplier scorecard to make sourcing decisions and review its supplier performance.
Keywords: Supply Chain Management;
Quality;
Performance Evaluation;
Decision Making;
Service Operations;
Motivation and Incentives;
Supply and Industry;
Manufacturing Industry;
Auto Industry;
Citation:
Kulp, Susan L., V.G. Narayanan, and Ronald L. Verkleeren. "
Metalcraft Supplier Scorecard." Harvard Business School Case 102-047, March 2004. (Revised from original March 2002 version.)
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Teaching Note
| HBS Case Collection
|
2003
(Revised from original 2002 version)
Activity-Based Management at W.S. Industries (TN) (A) and (B)
V.G. Narayanan
Teaching Note for (9-101-062) and (9-102-063).
Keywords: Activity Based Costing and Management;
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Case
| HBS Case Collection
|
2003
Executive Compensation at Reckitt Benckiser plc
V.G. Narayanan, Krishna G. Palepu and Lisa Brem
Investors felt betrayed by the increasingly lucrative pay packages awarded to CEOs and other top executives at multinational companies. Yet, board members charged with adequately rewarding executives were forced to compete with rising packages of salaries and stock options. Bart Becht, CEO of Reckitt Benckiser, the Anglo-Dutch manufacturer of cleaning products, was the United Kingdom's highest paid CEO in 2003. With shareholder protests looming at its annual meeting, should the board reconsider Becht's pay package or ride out the storm? Examines the issues facing board compensation committees when trying to design remuneration packages that will keep CEOs performing and meet shareholder goals. Discusses the viability of stock options, proper balance between variable and nonvariable pay, setting effective performance targets, and how rising U.S. pay affects global companies.
Keywords: Design;
Stock Options;
Investment Activism;
Corporate Accountability;
Compensation and Benefits;
Employee Stock Ownership Plan;
Management Teams;
Business and Shareholder Relations;
Consumer Products Industry;
Netherlands;
United States;
Citation:
Narayanan, V.G., Krishna G. Palepu, and Lisa Brem. "Executive Compensation at Reckitt Benckiser plc." Harvard Business School Case 104-006, September 2003.
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Module Note
|
2003
Design and Implementation of Activity-Based Cost Systems
V.G. Narayanan
Describes the main themes of the module on the design and implementation of an activity-based costing (ABC) system. Instructors can teach this module to second-year MBA students who have been exposed to activity-based costing in their first-year core accounting courses. Emphasizes how a firm's particular business context affects ABC system design and the factors that help an ABC implementation succeed.
Keywords: Cost Accounting;
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Module Note
|
2003
Control in Inter-organizational Settings
V.G. Narayanan
Describes the main themes of the module on control in interorganizational settings, which instructors can teach as part of a second-year MBA course on control. Identifies the root causes of control problems in interorganizational settings and identifies principles for mitigating these problems.
Keywords: Curriculum and Courses;
Governance Controls;
Policy;
Organizational Design;
Problems and Challenges;
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Background Note
| HBS Case Collection
|
2003
How to Induce Retailers to Reduce Stockouts?
V.G. Narayanan
Describes how the lack of incentive alignment between retailers and their vendors can lead to stockouts. Also describes various means to reduce incentive misalignment and hence stockouts.
Keywords: Motivation and Incentives;
Supply Chain Management;
Order Taking and Fulfillment;
Distribution;
Alignment;
Business Strategy;
Consumer Products Industry;
Industrial Products Industry;
Retail Industry;
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Teaching Note
| HBS Case Collection
|
2003
(Revised from original 2000 version)
Owens & Minor, Inc. (A) and (B) TN
V.G. Narayanan and Lisa Brem
Teaching Note for (9-100-055) and (9-100-079).
Keywords: Medical Devices and Supplies Industry;
Distribution Industry;
Citation:
Narayanan, V.G., and Lisa Brem. "
Owens & Minor, Inc. (A) and (B) TN." Harvard Business School Teaching Note 100-100, May 2003. (Revised from original March 2000 version.)
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Case
| HBS Case Collection
|
2003
(Revised from original 2002 version)
Supply Chain Close-Up: The Video Vault
V.G. Narayanan and Lisa Brem
The owners of the Video Vault struggle to determine the optimal stocking levels of home videos in an industry fraught with new technology, new pricing paradigms, and stiff competitive pressure from large national chains. Teaching Purpose: To demonstrate the role of incentive contracts in achieving supply chain coordination.
Keywords: Supply Chain Management;
Competition;
Motivation and Incentives;
Price;
Technological Innovation;
Service Delivery;
Entertainment and Recreation Industry;
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Teaching Note
| HBS Case Collection
|
2003
(Revised from original 2002 version)
Supply Chain Close-Up: The Video Vault TN
V.G. Narayanan
Teaching Note for (9-102-070).
Keywords: Entertainment and Recreation Industry;
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Background Note
| HBS Case Collection
|
2003
(Revised from original 2001 version)
Queueing Theory
V.G. Narayanan and George Batta
Explains the assumptions behind and the insights from a simple queueing model.
Keywords: Mathematical Methods;
Theory;
Management Analysis, Tools, and Techniques;
Motivation and Incentives;
Service Delivery;
Citation:
Narayanan, V.G., and George Batta. "
Queueing Theory." Harvard Business School Background Note 102-023, May 2003. (Revised from original December 2001 version.)
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Exercise
|
2003
(Revised from original 2001 version)
Delays at Logan Airport: Problem Set
V.G. Narayanan and George Batta
Supplements the case.
Keywords: Problems and Challenges;
Air Transportation Industry;
Boston;
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Teaching Note
| HBS Case Collection
|
2003
(Revised from original 1998 version)
Colorscope, Inc. TN
V.G. Narayanan
Teaching Note for (9-197-040).
Citation:
Narayanan, V.G. "
Colorscope, Inc. TN." Harvard Business School Teaching Note 198-110, April 2003. (Revised from original February 1998 version.)
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Case
| HBS Case Collection
|
2003
(Revised from original 2001 version)
Delays at Logan Airport
V.G. Narayanan and George Batta
Logan Airport is facing mounting delays for flights landings and takeoffs, especially in inclement weather. An additional runway and peak-period pricing are two alternatives being considered.
Keywords: Price;
Problems and Challenges;
Decision Making;
Mathematical Methods;
Air Transportation Industry;
Service Industry;
Boston;
Citation:
Narayanan, V.G., and George Batta. "
Delays at Logan Airport." Harvard Business School Case 102-011, April 2003. (Revised from original December 2001 version.)
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Teaching Note
| HBS Case Collection
|
2003
(Revised from original 2002 version)
Delays At Logan Airport, TN
V.G. Narayanan
Teaching Note for (9-102-011).
Keywords: Air Transportation Industry;
Citation:
Narayanan, V.G. "
Delays At Logan Airport, TN." Harvard Business School Teaching Note 103-010, April 2003. (Revised from original August 2002 version.)
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Teaching Note
| HBS Case Collection
|
2003
Achieving Customer Satisfaction at Pizza Hut (TN) (A) and (B)
V.G. Narayanan
Teaching Note for (2-101-006) and (2-101-042).
Keywords: Food and Beverage Industry;
Service Industry;
Citation:
Narayanan, V.G. "Achieving Customer Satisfaction at Pizza Hut (TN) (A) and (B)." Harvard Business School Teaching Note 103-059, April 2003.
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Teaching Note
| HBS Case Collection
|
2003
Firestone/Ford Trie Controversy (TN) (A) and (B), The
V.G. Narayanan
Teaching Note for (9-101-034) and (9-101-087).
Keywords: Auto Industry;
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Teaching Note
| HBS Case Collection
|
2003
Andina Bottling Co. (TN)
V.G. Narayanan
Teaching Note for (9-102-040).
Keywords: Distribution Industry;
Food and Beverage Industry;
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Case
| HBS Case Collection
|
2002
(Revised from original 2002 version)
Activity-Based Management at W.S. Industries (B)
V.G. Narayanan and Jeremy Cott
Describes activity-based budgeting at W.S. Industries. Also describes target costing-led product redesign, and product, customer, and order profitability.
Keywords: Activity Based Costing and Management;
Operations;
Energy Industry;
India;
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Case
| HBS Case Collection
|
2002
(Revised from original 2000 version)
Activity-Based Management at W.S. Industries (A)
V.G. Narayanan and Sanjay Pothen
W.S. Industries undertakes the design and implementation of an activity based costing (ABC) system, and the ABC information empowers workers to make process improvement decisions. Workers' incentive pay is tied to cost savings from process improvements.
Keywords: Activity Based Costing and Management;
Motivation and Incentives;
Performance Evaluation;
Organizational Change and Adaptation;
Knowledge Management;
Energy Industry;
India;
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Case
| HBS Case Collection
|
2002
(Revised from original 2001 version)
Accounting for the Intel Pentium Chip Flaw
Gregory S. Miller, V.G. Narayanan and Lisa Brem
Investigates the 1994 Intel Pentium plan.
Keywords: Fair Value Accounting;
Quality;
Measurement and Metrics;
Cost;
Computer Industry;
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Case
| HBS Case Collection
|
2002
(Revised from original 2000 version)
Cambridge Hospital Community Health Network - The Primary Care Unit
V.G. Narayanan, Lisa Brem and Ryan Moore
The Cambridge Hospital Community Health Network needed to gain a better understanding of its unit-of-service costs, which had been rising at a rate of 10% per year. The network's step-down costing system gave only aggregate costing information, and there was some concern that it might be inaccurately representing the true cost of the intern and resident program, the interpretive services department, and the use of nurse practitioners. So the Primary Care Unit (PCU) initiated a pilot activity-based costing program. The case provides detailed exhibits on the methods of allocating costs using activity-based drivers.
Keywords: Activity Based Costing and Management;
Health Care and Treatment;
Cost Accounting;
Cost;
Network Effects;
Health Industry;
Service Industry;
Massachusetts;
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Case
| HBS Case Collection
|
2002
(Revised from original 2002 version)
Andina Bottling Co.
V.G. Narayanan and Alberto Ballve
Andina Bottling develops an information system for monitoring the performance and operations of its various foreign and domestic subsidiaries.
Keywords: Operations;
Information Technology;
Performance Evaluation;
Decision Making;
Business Subsidiaries;
Measurement and Metrics;
Business or Company Management;
Distribution;
Citation:
Narayanan, V.G., and Alberto Ballve. "
Andina Bottling Co." Harvard Business School Case 102-040, October 2002. (Revised from original April 2002 version.)
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Case
| HBS Case Collection
|
2002
(Revised from original 1998 version)
Hamptonshire Express
V.G. Narayanan and Ananth Raman
Presents a series of problems that face a newspaper publisher, including inventory level, effort level, subsidy for unsold inventory, and commission for sales. Each problem is accompanied by one or more spreadsheets. Students must make various operational decisions.
Keywords: Marketing Channels;
Motivation and Incentives;
Performance;
Operations;
Problems and Challenges;
Decision Making;
Sales;
Demand and Consumers;
Media and Broadcasting Industry;
Publishing Industry;
United States;
Citation:
Narayanan, V.G., and Ananth Raman. "
Hamptonshire Express." Harvard Business School Case 698-053, August 2002. (Revised from original March 1998 version.)
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Teaching Note
| HBS Case Collection
|
2002
(Revised from original 1998 version)
Hamptonshire Express TN
V.G. Narayanan and Ananth Raman
Teaching Note for (9-698-053).
Citation:
Narayanan, V.G., and Ananth Raman. "
Hamptonshire Express TN." Harvard Business School Teaching Note 698-073, August 2002. (Revised from original April 1998 version.)
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Teaching Note
| HBS Case Collection
|
2002
Customer Profitability and Customer Relationship Management at RBC Financial Group (Abridged), TN
V.G. Narayanan
Teaching Note for (9-102-072).
Keywords: Financial Services Industry;
Banking Industry;
Canada;
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Case
| HBS Case Collection
|
2002
(Revised from original 1995 version)
Intel Pentium Chip Controversy (A), The
V.G. Narayanan and James D Evans
Following Intel Inc.'s decision to replace flawed Pentium chips, the company faces revenue recognition choices. Events leading up to IBM's decision to halt shipment of computers that have Intel's microprocessor inside and Intel's decision to replace all the flawed chips are outlined. Intel must decide whether to: make a provision for the costs of replacing the chips, defer recognition of revenue on the flawed chips that it has now agreed to replace, or make no entries on grounds of materiality.
Keywords: Accounting;
Revenue;
Business or Company Management;
Decision Choices and Conditions;
Information Technology Industry;
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Teaching Note
| HBS Case Collection
|
2002
(Revised from original 2000 version)
Cambridge Hospital Community Health Network - The Primary Care Unit TN
V.G. Narayanan and Lisa Brem
Teaching Note for (9-100-054).
Keywords: Health Industry;
Service Industry;
Massachusetts;
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Supplement
| HBS Case Collection
|
2002
(Revised from original version)
Intel Pentium Chip Controversy (B), The
V.G. Narayanan and James D Evans
Supplements the (A) case.
Keywords: Hardware;
Conflict and Resolution;
Computer Industry;
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Background Note
| HBS Case Collection
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2002
(Revised from original 2002 version)
That's a Wrap: The Dynamics of the Video Rental Industry
V.G. Narayanan and Lisa Brem
The history, current dynamics, and future trends of the $10 billion home video rental industry provides a platform to discuss revenue-sharing contracts between suppliers of home videocassettes and retailers.
Keywords: Contracts;
Motivation and Incentives;
Supply Chain Management;
Revenue;
Financial Strategy;
Motion Pictures and Video Industry;
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Teaching Note
| HBS Case Collection
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2002
Accounting for the Intel Pentium Chip Flaw TN
Gregory S. Miller and V.G. Narayanan
Teaching Note for (9-101-072).
Keywords: Computer Industry;
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Case
| HBS Case Collection
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2002
(Revised from original 2002 version)
Customer Profitability and Customer Relationship Management at RBC Financial Group
V.G. Narayanan and Lisa Brem
The Royal Bank of Canada uses customer relationship management and customer profitability tools to gain a competitive advantage in Canada's increasingly crowded financial services market. The case presents two pricing and customer management issues: one from the point of view of the vice president of customer relationship marketing and the other from a line manager's perspective.
Keywords: Competitive Advantage;
Price;
Customer Relationship Management;
Marketing;
Customer Value and Value Chain;
Financial Services Industry;
Banking Industry;
Canada;
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Case
| HBS Case Collection
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2002
(Revised from original 2000 version)
Owens & Minor, Inc. (A)
V.G. Narayanan and Lisa Brem
A forward-thinking manager at Owens & Minor (O&M), a large national medical and surgical distribution company, enlisted the help of both logistics and cost managers to develop an innovative pricing schedule based on the customer's activities instead of the price of the product since the existing cost-plus pricing structure made it impossible for O&M to price services appropriately. The case also explores the customer resistance to his new proposal.
Keywords: Activity Based Costing and Management;
Logistics;
Distribution;
Price;
Supply Chain Management;
Customer Relationship Management;
Medical Devices and Supplies Industry;
Distribution Industry;
Citation:
Narayanan, V.G., and Lisa Brem. "
Owens & Minor, Inc. (A)." Harvard Business School Case 100-055, February 2002. (Revised from original February 2000 version.)
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Tool
| 2002
Budgeting
V.G. Narayanan
Keywords: Budgets and Budgeting;
Citation:
Narayanan, V.G.
Budgeting. Tool. Harvard Business School Publishing, 2002. Electronic.
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Case
| HBS Case Collection
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2001
(Revised from original 1999 version)
Catanese and Vulcan (A)
V.G. Narayanan and Sanjay Pothen
A small CPA firm puts in a new performance measurement system, and profits increase by 350% in less than a year. This case illustrates the reasons for improved profitability as well as the sustainability of levels of growth, the opportunities, and the threats that await the company.
Keywords: Cost Accounting;
Performance Evaluation;
SWOT Analysis;
Profit;
Citation:
Narayanan, V.G., and Sanjay Pothen. "
Catanese and Vulcan (A)." Harvard Business School Case 100-021, May 2001. (Revised from original August 1999 version.)
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Case
| HBS Case Collection
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2001
(Revised from original 2000 version)
Firestone/Ford Tire Controversy, The (A)
V.G. Narayanan and Roger Orosman Nieves
Examines the high-profile Firestone/Ford product recall/investigation that took place in the summer of 2000. Focuses on the management of supplier relationships and incentives.
Keywords: Knowledge Sharing;
Supply Chain Management;
Motivation and Incentives;
Crisis Management;
Corporate Accountability;
Product;
Service Operations;
Auto Industry;
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Case
| HBS Case Collection
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2001
Firestone/Ford Tire Controversy (B), The
V.G. Narayanan and Roger Orosman Nieves
Supplements the (A) case.
Keywords: Auto Industry;
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Teaching Note
| HBS Case Collection
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2001
Measurement and Management at CitySoft TN
V.G. Narayanan, Lisa Brem and Sanjay Pothen
Teaching Note for (9-100-056).
Keywords: Information Technology Industry;
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Case
| HBS Case Collection
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2001
Achieving Customer Satisfaction at Pizza Hut (B)
V.G. Narayanan and Lisa Brem
Supplements the (A) case.
Keywords: Food;
Customer Satisfaction;
Quality;
Marketing;
Food and Beverage Industry;
Service Industry;
Citation:
Narayanan, V.G., and Lisa Brem. "Achieving Customer Satisfaction at Pizza Hut (B)." Harvard Business School Case 101-042, January 2001.
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Teaching Note
| HBS Case Collection
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2000
Catanese and Vulcan (A) and (B) TN
V.G. Narayanan and Lisa Brem
Teaching Note for (9-100-021) and (9-100-080).
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Background Note
| HBS Case Collection
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2000
Aligning Incentives for Supply Chain Efficiency
V.G. Narayanan and Ananth Raman
Introduces students to the basics of principal-agency theory as it applies to supply chains. Operational problems in supply chains can often be traced to incentive issues. Students and managers lack frameworks to analyze incentive problems in supply chains. This note offers such a framework.
Keywords: Supply Chain Management;
Motivation and Incentives;
Framework;
Management Analysis, Tools, and Techniques;
Agency Theory;
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Case
| HBS Case Collection
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2000
(Revised from original 2000 version)
Catanese and Vulcan (B)
V.G. Narayanan and Sanjay Pothen
Supplements the (A) case.
Citation:
Narayanan, V.G., and Sanjay Pothen. "
Catanese and Vulcan (B)." Harvard Business School Case 100-080, March 2000. (Revised from original February 2000 version.)
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Case
| HBS Case Collection
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2000
(Revised from original 2000 version)
Owens & Minor, Inc. (B)
V.G. Narayanan and Lisa Brem
After a manager at Owens & Minor, a national medical and surgical distribution company, proposes and develops a formalized activity-based pricing and activity-based management approach to sales and service provision, this case explore the outcome.
Keywords: Activity Based Costing and Management;
Logistics;
Distribution;
Price;
Supply Chain Management;
Sales;
Outcome or Result;
Management Style;
Medical Devices and Supplies Industry;
Distribution Industry;
Citation:
Narayanan, V.G., and Lisa Brem. "
Owens & Minor, Inc. (B)." Harvard Business School Case 100-079, March 2000. (Revised from original February 2000 version.)
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Case
| HBS Case Collection
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2000
Measurement and Management at CitySoft
V.G. Narayanan and Sanjay Pothen
CitySoft is a very small software developer that is grappling with issues of cost measurement and management.
Keywords: Cost Accounting;
Cost Management;
Software;
Problems and Challenges;
Information Technology Industry;
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Teaching Note
| HBS Case Collection
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1999
(Revised from original 1998 version)
Lehigh Steel TN
V.G. Narayanan and Laura Donohue
Teaching Note for (9-198-085).
Keywords: Steel Industry;
Citation:
Narayanan, V.G., and Laura Donohue. "
Lehigh Steel TN." Harvard Business School Teaching Note 198-112, November 1999. (Revised from original April 1998 version.)
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Case
| HBS Case Collection
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1998
(Revised from original 1998 version)
Insteel Wire Products: ABM at Andrews
V.G. Narayanan and Ratna G. Sarkar
Insteel implements an activity-based costing (ABC) system in 1996. It finds pallet nails to be its most profitable product and decides to expand the number of cells making pallet nails from two to four. A repeat of the ABC study in 1997 shows pallet nails have become the least profitable product.
Keywords: History;
Resource Allocation;
Activity Based Costing and Management;
Budgets and Budgeting;
Demand and Consumers;
Cost Accounting;
Expansion;
Profit;
Product Launch;
Product Marketing;
Growth and Development;
Steel Industry;
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Teaching Note
| HBS Case Collection
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1998
Insteel Wire Products: ABM at Andrews TN
V.G. Narayanan and Ratna G. Sarkar
Teaching Note for (9-198-087).
Keywords: Steel Industry;
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Case
| HBS Case Collection
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1998
(Revised from original 1998 version)
Lehigh Steel
V.G. Narayanan and Laura Donohue
Lehigh Steel is a specialty steel manufacturer that plummeted from record profits to record losses in less than three years, driven by an inability to distinguish between profitable and unprofitable business. The scale and growth of service activities and overhead costs in an increasingly customized product line suggests that activity-based costing (ABC) could unlock the secrets of profitability. However, the high fixed-cost structure suggests that theory of constraints (TOC) could also be relevant. Lehigh must determine how to measure profitability to rationalize its products.
Keywords: Accounting;
Activity Based Costing and Management;
Cost;
Profit;
Product;
Steel Industry;
Citation:
Narayanan, V.G., and Laura Donohue. "
Lehigh Steel." Harvard Business School Case 198-085, April 1998. (Revised from original March 1998 version.)
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Case
| HBS Case Collection
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1998
(Revised from original 1996 version)
Colorscope, Inc.
V.G. Narayanan and Joseph Cha
A small company in the graphic arts business faces severe price competition. The company must respond by cutting costs and making process improvements.
Keywords: Cost Management;
Price;
Business Processes;
Performance Improvement;
Competition;
Fine Arts Industry;
Citation:
Narayanan, V.G., and Joseph Cha. "
Colorscope, Inc." Harvard Business School Case 197-040, February 1998. (Revised from original December 1996 version.)
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Teaching Note
| HBS Case Collection
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1997
(Revised from original 1996 version)
Romeo Engine Plant TN
V.G. Narayanan and Amy P. Hutton
Teaching Note for (9-194-032).
Keywords: Manufacturing Industry;
Citation:
Narayanan, V.G., and Amy P. Hutton. "
Romeo Engine Plant TN." Harvard Business School Teaching Note 196-142, March 1997. (Revised from original June 1996 version.)
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Background Note
| HBS Case Collection
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1995
Analyzing Standard Costs: Technical Note
V.G. Narayanan
Explains variance analysis. Concepts of price variance and quantity variance are introduced to analyze prime cost variances. Spending variance and capacity variance are used to analyze overhead variance. Consistent with conducting variance analysis in an activity-based costing setting. All concepts are illustrated graphically.
Keywords: Activity Based Costing and Management;
Cost Accounting;
Budgets and Budgeting;
Cost Management;
Cost;
Cost of Capital;
Measurement and Metrics;
Performance Capacity;
SWOT Analysis;
Accounting Industry;
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Case
| HBS Case Collection
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1994
AB SKA (Sweden)
David F. Hawkins, V.G. Narayanan and Robert L. Simons
A senior manager faces three accounting and control decisions related to a new R&D project: to expense or capitalize, how to implement management control over the R&D function, and how to use activity-based cost drivers for product costing.
Keywords: Activity Based Costing and Management;
Management Practices and Processes;
Cost Accounting;
Cost Management;
Research and Development;
Sweden;
Citation:
Hawkins, David F., V.G. Narayanan, and Robert L. Simons. "
AB SKA (Sweden)." Harvard Business School Case 195-180, December 1994.