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Case
| HBS Case Collection
|
2012
(Revised from original 2011 version)
Ford Motor Company: Strengthening the Dealer Network
V. Kasturi Rangan, Katharine Lee and Marie Bell
The case describes a five-year effort (2006-2011) of distribution rationalization and consolidation at Ford. The financial crisis in the second-half of 2008 forced GM and Chrysler into bankruptcy. Having completed the distribution overhaul work by 2011, its senior managers wondered how the transformed distribution channel would meet the needs of its new product strategy developed in response to the financial crisis.
Keywords: History;
Distribution;
Consolidation;
Product Launch;
Transformation;
Business Processes;
Financial Crisis;
Auto Industry;
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Case
| HBS Case Collection
|
2012
(Revised from original 2009 version)
PNC Financial: Grow Up Great (A)
Christopher Marquis, V. Kasturi Rangan and Alison Comings
In 2003, PNC Financial focused its corporate citizenship and philanthropic resources on a ten-year, $100 million investment in early childhood education called PNC Grow Up Great. The case tracks the origination of Grow Up Great, how it was developed and implemented within PNC, and some of the key challenges and successes of the program during its first 5 years of operation. Key elements of the case are the process by which PNC decided to focus on Grow Up Great as its signature program, and how the program was designed to provide extensive volunteering opportunities for employees. The case also explores how PNC leadership has engaged in extensive advocacy on the issue of early childhood education. The branding and marketing issues associated with Grow Up Great and how it fits in PNC's organizational structure are also highlighted in the case.
Keywords: Early Childhood Education;
Giving and Philanthropy;
Leadership;
Brands and Branding;
Corporate Social Responsibility and Impact;
Organizational Structure;
Business and Community Relations;
Citation:
Marquis, Christopher, V. Kasturi Rangan, and Alison Comings. "
PNC Financial: Grow Up Great (A)." Harvard Business School Case 409-108, March 2012. (Revised from original March 2009 version.)
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Teaching Note
| HBS Case Collection
|
2012
(Revised from original 2010 version)
PNC Financial: Grow Up Great (TN) (A) and (B)
Christopher Marquis, V. Kasturi Rangan and Bobbi Thomason
Teaching Note for [409108].
Keywords: Investment;
Problems and Challenges;
Opportunities;
Leadership;
Early Childhood Education;
Brands and Branding;
Organizational Structure;
Success;
Financial Services Industry;
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Background Note
| HBS Case Collection
|
2012
(Revised from original 2012 version)
The Promise of Impact Investing
V. Kasturi Rangan, Sarah Appleby and Laura Moon
This note outlines the segments of a potential $500 billion social investment market; sectors such as housing, microfinance, health and education. The note sketches the roles of the various players and summarizes their investment perspectives.
Keywords: Investment;
Citation:
Rangan, V. Kasturi, Sarah Appleby, and Laura Moon. "
The Promise of Impact Investing." Harvard Business School Background Note 512-045, July 2012. (Revised from original February 2012 version.)
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Case
| HBS Case Collection
|
2013
(Revised from original 2011 version)
Hindustan Unilever's 'Pureit' Water Purifier
V. Kasturi Rangan and Mona Sinha
The case asks students to formulate a strategy to respond to various competitive threats to its Pureit Water purifier, launched in 2008, targeted at millions of low-income Indian consumers who did not have access to safe drinking water. The case describes in detail the product development and launch process that required HUL, the $3.5 billion Indian subsidiary, to innovate on many different fronts. It details competitive actions since the launch to set the stage for what the company should do next.
Keywords: Multinational Firms and Management;
Marketing Strategy;
Product Launch;
Product Development;
Social Enterprise;
Competitive Strategy;
India;
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Case
| HBS Case Collection
|
2012
(Revised from original 2010 version)
Grameen Danone Foods Ltd., a Social Business
V. Kasturi Rangan and Katharine Lee
Grameen Danone is a joint venture between the Grameen Group (a sister company of Grameen Bank) and Groupe Danone, a $2 billion (revenues) French food company. The company's goal was to provide nutritional yogurt (brand name Shoktidoi) for the nearly 50 million Bangladeshi children using an innovative social business model. The case describes the progress as of 2008 and poses questions regarding how the company might achieve sustainability.
Keywords: Business Model;
Social Entrepreneurship;
Food;
Distribution;
Supply Chain Management;
Corporate Social Responsibility and Impact;
Food and Beverage Industry;
Bangladesh;
France;
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Case
| HBS Case Collection
|
2012
(Revised from original 2010 version)
Mobile Banking for the Unbanked
V. Kasturi Rangan and Katharine Lee
The case describes in detail the workings of two mobile banking operators in Africa—WIZZIT in South Africa and M-PESA in Kenya. It explores the dimensions of strategy that make for success in the market for the unbanked. It raises questions regarding the portability of the model to other countries and settings.
Keywords: Business Model;
Financial Institutions;
Disruptive Innovation;
Marketing Strategy;
Corporate Strategy;
Banking Industry;
Kenya;
South Africa;
Citation:
Rangan, V. Kasturi, and Katharine Lee. "
Mobile Banking for the Unbanked." Harvard Business School Case 511-049, January 2012. (Revised from original September 2010 version.)
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Case
| HBS Case Collection
|
2012
(Revised from original 2011 version)
CFW Clinics in Kenya: To Profit or Not for Profit
V. Kasturi Rangan and Katharine Lee
Ten years after having launched a chain of non-profit health clinics, its founder is now debating the merits of scaling the operation by converting to a for-profit enterprise.
Keywords: Decision Choices and Conditions;
Business Model;
Social Enterprise;
Nonprofit Organizations;
Transformation;
For-Profit Firms;
Health Industry;
Kenya;
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Case
| HBS Case Collection
|
2012
(Revised from original 2011 version)
Healthymagination at GE Healthcare Systems
Vineet Kumar and V. Kasturi Rangan
Jeff Immelt, the CEO of GE, introduced a new innovation strategy named "healthymagination" in 2009. With cost, quality, and access as its three pillars, healthymagination ensures a strong focus for new product introduction efforts all around GE. But will this focus enable GE to achieve and maintain market leadership across a healthcare market that is being buffeted by strong currents, including cost pressures, changes in chronic disease patterns, and rationalization of buyer behavior? Moreover, healthcare spending is also increasing in emerging economies, which could provide a strong growth engine for the future. Tom Gentile, the CEO of GE Healthcare Systems (GEHS), a key player in the Medical Imaging market, wonders how the innovation strategy might respond to these changes. GE has historically been a technology leader, selling the most advanced equipment to a variety of medical establishments. Will a complete shift to healthymagination allow GE to demonstrate strong organic growth through innovation, as Immelt had charged executives at GE?
Keywords: Innovation and Invention;
Product Marketing;
Marketing Strategy;
Medical Devices and Supplies Industry;
Health Industry;
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Case
| HBS Case Collection
|
2011
(Revised from original 2005 version)
Narayana Hrudayalaya Heart Hospital: Cardiac Care for the Poor (A)
Tarun Khanna, V. Kasturi Rangan and Merlina Manocaran
Describes the mission, vision, and strategy of a team of entrepreneurs headed by a charismatic heart surgeon who founded a heart hospital in Bangalore, India. The purpose of the hospital was to offer health care for the masses. This tertiary care hospital performed over 4,000 surgeries a year (approximately half on pediatric patients), which is more than that performed by The Cleveland Clinic and the Mayo Clinic (ranked #1 and #2 in the United States) combined. The interesting aspect of its business formula was its ability to offer such complex surgeries as CABG (popularly known as bypass surgery) for about $2,000, which was substantially less than other similarly equipped hospitals in India. Its founder has already entered into other complementary activities, such as a statewide insurance scheme for rural farmers--Yeshaswini. The founder has ambitious plans for a comprehensive "Walmartization" of health care in India.
Keywords: Social Entrepreneurship;
Health Care and Treatment;
Goals and Objectives;
Social Marketing;
Mission and Purpose;
Strategic Planning;
Social Enterprise;
Welfare or Wellbeing;
Health Industry;
Service Industry;
Bangalore;
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Case
| HBS Case Collection
|
2011
(Revised from original 2009 version)
Root Capital
V. Kasturi Rangan and Katharine Lee
Founded in 1999, Root Capital had loaned $150 million to nearly 250 small and growing businesses, mainly in Latin America. In 2009, as the organization launched a five-year, $55 million capital campaign, it had to determine a strategic path going forward in keeping with its goal of achieving financial sustainability by 2013.
Keywords: Business Model;
Social Entrepreneurship;
Capital;
Financing and Loans;
Growth and Development Strategy;
Financial Services Industry;
Latin America;
Citation:
Rangan, V. Kasturi, and Katharine Lee. "
Root Capital." Harvard Business School Case 510-035, August 2011. (Revised from original September 2009 version.)
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Case
| HBS Case Collection
|
2013
(Revised from original 2010 version)
Bridge International Academies: A School in a Box
V. Kasturi Rangan and Katharine Lee
Bridge International was founded in 2007 as a for-profit social enterprise to address the educational needs of poor children in Africa. Ten schools were operational in Kenya by 2010. The plan was to franchise nearly 3,000 schools all over Africa. The case is meant to discuss the challenges of scaling.
Keywords: Business Model;
Education;
Growth and Development;
Franchise Ownership;
Strategic Planning;
Problems and Challenges;
Social Enterprise;
Segmentation;
Education Industry;
Africa;
Kenya;
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Case
| HBS Case Collection
|
2011
(Revised from original 2009 version)
Gilead Sciences, Inc.: Access Program
V. Kasturi Rangan and Katharine Lee
Gilead Sciences, the U.S. leader in HIV/AIDS medicines, with global sales of $5.4 billion in 2009, had undertaken several innovative actions to make its anti-viral products available to over 100 low- and middle-income countries. Having reached nearly 680,000 patients by the middle of 2009, the company's senior managers contemplated how to reach 2 million patients by 2012.
Keywords: Health Care and Treatment;
Emerging Markets;
Product;
Sales;
Competitive Strategy;
Biotechnology Industry;
Pharmaceutical Industry;
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Case
| HBS Case Collection
|
2011
(Revised from original 2009 version)
Acumen Fund: Measurement in Impact Investing (A)
Alnoor Ebrahim and V. Kasturi Rangan
Acumen Fund is a global venture capital firm with a dual purpose: it looks for a return on its investments, and it also seeks entrepreneurial solutions to global poverty. This case examines Acumen's new projects in Kenya. The organization's investment committee and its chief investment officer, Brian Trelstad, must decide whether or not to fund two for-profit ventures. The first provides clean and accessible shower and toilet facilities in urban areas, serving a critical need for low-income populations—its financial sustainability, however, is less clear. The second investment is a network of successful private health clinics that primarily serve middle-income populations but which have the potential to reach low-income markets. On what basis should Acumen decide whether or not to invest? What performance metrics should it use? As the investment committee nears a decision, political and social unrest breaks out in Kenya following a highly contested presidential election. Acumen Fund must now also consider the political risks of investing.
Keywords: Decision Choices and Conditions;
Venture Capital;
Investment Return;
Giving and Philanthropy;
Risk Management;
Corporate Social Responsibility and Impact;
Business and Government Relations;
Social Enterprise;
Financial Services Industry;
Kenya;
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Supplement
| HBS Case Collection
|
2011
(Revised from original 2009 version)
Acumen Fund: Measurement in Impact Investing (B)
Alnoor Ebrahim and V. Kasturi Rangan
As Acumen Fund, a global venture philanthropy firm, moves forward with an investment portfolio exceeding $22 million, it runs into two critical measurement problems. First, how should it track the performance of each investment when its interest is not just the bottom line, but also social impact? What should its performance tracking system look like to enable ease of comparison and to identify problems before they become too significant to fix? The second challenge involves attracting investors. Acumen wants to build the field of "social investing" by creating a new asset class for investors who care about social impact. Doing so will require working with competitors in the field in order to establish benchmarks and standards of measurement. How can Acumen build industry-wide benchmarks when peer organizations are concerned about confidentiality of data? Without such comparisons, how will Acumen attract investors to the field?
Keywords: Venture Capital;
Investment Portfolio;
Giving and Philanthropy;
Standards;
Corporate Social Responsibility and Impact;
Performance Evaluation;
Social Enterprise;
Competition;
Financial Services Industry;
Kenya;
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Teaching Note
| HBS Case Collection
|
2010
Repositioning CARE USA (TN)
V. Kasturi Rangan and Katharine Lee
Teaching Note for 509005.
Keywords: United States;
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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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Case
| HBS Case Collection
|
2010
(Revised from original 2007 version)
Who Killed Bhavani Manjula? A Story of Microfinance in Andhra Pradesh (A)
V. Kasturi Rangan and Katharine Lee
Keywords: Microfinance;
Complexity;
Networks;
Andhra Pradesh;
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Case
| HBS Case Collection
|
2010
(Revised from original 2009 version)
Goldman Sachs: The 10,000 Women Initiative
Christopher Marquis, V. Kasturi Rangan and Cathy Ross
Describes the conception, development, and implementation of Goldman Sachs' five-year, $100 million philanthropic initiative to provide practical business and management education to 10,000 women around the globe. The initiative recently celebrated its first anniversary, and over 1,200 women were either enrolled in, or graduated from, sponsored certificate programs. The case addressees some key strategic decisions facing the firm as they rollout the program over the coming years. These include how to organize the network of schools that deliver the educational services, how to determine the best outside partners to provide additional services for the women entrepreneurs, how to best assess the impact of the program, and finally the extent to which the initiative provides contributions to the long-term strategy of the firm.
Keywords: Gender Characteristics;
Business Education;
Giving and Philanthropy;
Corporate Social Responsibility and Impact;
Partners and Partnerships;
Education Industry;
Financial Services Industry;
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Teaching Note
| HBS Case Collection
|
2010
Root Capital (TN)
V. Kasturi Rangan and Katharine Lee
Teaching Note for [510035].
Keywords: Financing and Loans;
Goals and Objectives;
Capital;
Strategy;
Latin America;
Citation:
Rangan, V. Kasturi, and Katharine Lee. "
Root Capital (TN)." Harvard Business School Teaching Note 510-090, June 2010.
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Case
| HBS Case Collection
|
2010
Alpen Bank: Launching the Credit Card in Romania
V. Kasturi Rangan and Sunru Yong
In 2006, the country manager for Alpen Bank in Romania, Gregory Carle, considers whether to recommend the launch of a credit card business. The firm rejected the idea several years earlier because of poor economic conditions in Romania. However, Romania is experiencing a period of economic growth after joining the European Union and Carle believes it is time to reconsider the opportunity despite continued skepticism within the company. Carle faces several important decisions before he can present his plan to the head of International Consumer Businesses. He must decide whether to launch a credit card business in Romania, how to position the credit card, and how to acquire new customers most effectively. This case is appropriate for use in the product policy module of a general marketing course, in a new product course, or in a services management course. Students are required to complete a quantitative assignment as part of case analysis.
Keywords: Consumer credit;
international business;
international marketing;
marketing strategy;
Product positioning;
Product introduction;
service management;
Credit Cards;
Product Positioning;
Marketing Strategy;
Market Entry and Exit;
Service Delivery;
Emerging Markets;
Product Launch;
Banks and Banking;
Banking Industry;
European Union;
Romania;
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Teaching Note
| HBS Case Collection
|
2010
Alpen Bank: Launching the Credit Card in Romania (Brief Case)
V. Kasturi Rangan and Sunru Yong
Teaching Note for 4559.
Keywords: Consumer credit;
international business;
international marketing;
marketing strategy;
Product positioning;
Product introduction;
service management;
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Supplement
| HBS Case Collection
|
2010
Alpen Bank: Launching the Credit Card in Romania, Spreadsheet Supplement for Instructors (Brief Case)
V. Kasturi Rangan and Sunru Yong
Keywords: Consumer credit;
international business;
international marketing;
marketing strategy;
Product positioning;
Product introduction;
service management;
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Supplement
| HBS Case Collection
|
2010
Alpen Bank: Launching the Credit Card in Romania, Student Spreadsheet Supplement (Brief Case)
V. Kasturi Rangan and Sunru Yong
Keywords: Consumer credit;
international business;
international marketing;
marketing strategy;
Product positioning;
Product introduction;
service management;
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Case
| HBS Case Collection
|
2010
(Revised from original 2009 version)
The Millennium Challenge Corporation and Ghana
Alnoor Ebrahim and V. Kasturi Rangan
A U.S. government agency, the Millennium Challenge Corporation (MCC), provides aid to developing countries, focusing on poverty reduction through economic growth. It measures results through an economic rate of return based on increases in farmer incomes anticipated over twenty years. As MCC and Ghana finalize a $547 million grant for agriculture and transportation infrastructure, they come up against an accountability and measurement problem: how to address an urgent request from Ghana to fund community services—such as schools and drinking water—for which the results will be more difficult to measure.
Keywords: Developing Countries and Economies;
Economic Growth;
Investment Return;
Measurement and Metrics;
Welfare or Wellbeing;
Ghana;
United States;
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Teaching Note
| HBS Case Collection
|
2010
Narayana Hrudayalaya Heart Hospital: Cardiac Care for the Poor (TN)
Tarun Khanna and V. Kasturi Rangan
Teaching Note for [505078].
Keywords: Health Industry;
Service Industry;
Bangalore;
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Teaching Note
| HBS Case Collection
|
2013
(Revised from original 2010 version)
Goldman Sachs: The 10,000 Women Initiative (TN)
Christopher Marquis, V. Kasturi Rangan and Bobbi Thomason
Teaching Note for [509042].
Keywords: Business Education;
Programs;
Networks;
Entrepreneurship;
Corporate Social Responsibility and Impact;
Giving and Philanthropy;
Gender Characteristics;
Partners and Partnerships;
Strategy;
Banking Industry;
Financial Services Industry;
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Case
| HBS Case Collection
|
2009
TruEarth Healthy Foods: Market Research for a New Product Introduction
V. Kasturi Rangan and Sunru Yong
Topics covered include: consumer marketing, market research, new product introduction, and quantitative analysis. TruEarth Healthy Foods, a maker of gourmet pastas, sauces, and meals, wants to build on its successful introduction of fresh whole grain pasta by introducing a similar product concept for pizza. In an increasingly competitive market, TruEarth is focused on beating its competition and wants to act quickly and decisively. The company conducts extensive market research, first using focus groups to test the concept and then following up with take-home trials. Acting as brand managers, students must complete a quantitative analysis of the available data to project the sales volume for pizza and then decide whether to bring the new product to market.
Keywords: Market research;
Consumer marketing;
Brands;
Food;
Marketing Strategy;
Consumer Behavior;
Forecasting and Prediction;
Product Launch;
Brands and Branding;
Retail Industry;
Food and Beverage Industry;
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Teaching Note
| HBS Case Collection
|
2009
TruEarth Healthy Foods: Market Research for a New Product Introduction (Brief Case)
V. Kasturi Rangan and Sunru Yong
Teaching Note for 4065.
Keywords: Market research;
Consumer marketing;
Brands;
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Supplement
| HBS Case Collection
|
2009
TruEarth Healthy Foods: Market Research for a New Product Introduction, Student Spreadsheet (Brief Case)
V. Kasturi Rangan and Sunru Yong
Keywords: Market research;
Consumer marketing;
Brands;
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Supplement
| HBS Case Collection
|
2009
TruEarth Healthy Foods: Market Research for a New Product Introduction, Instructor's Spreadsheet (Brief Case)
V. Kasturi Rangan and Sunru Yong
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Case
| HBS Case Collection
|
2009
(Revised from original 2009 version)
Merck: Global Health and Access to Medicines
V. Kasturi Rangan and Katharine Lee
The case describes the effort of Merck, a global leader in pharmaceuticals, in making available its medicines to the poor. The challenge for the company (or for that matter, any pharmaceutical company) is how to integrate its business strategy with its corporate social responsibility, especially when operating in "lower income" countries.
Keywords: Globalized Firms and Management;
Health Care and Treatment;
Emerging Markets;
Corporate Social Responsibility and Impact;
Poverty;
Business Strategy;
Pharmaceutical Industry;
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Case
| HBS Case Collection
|
2009
(Revised from original 2008 version)
Shaklee Corporation: Corporate Social Responsibility
Christopher Marquis, V. Kasturi Rangan and Alison Comings
Having bought Shaklee Corporation from Yamanouchi, Roger Barnett, its owner and CEO, wrestled with the question of how to grow the company and its reputation for environmental sustainability. In addition to preserving the "network marketing" nature of its sales channel (because it creates jobs and entrepreneurs), Barnett wished to take the business model to sub-Saharan Africa and South Asia.
Keywords: Business Model;
Growth and Development Strategy;
Marketing Channels;
Corporate Social Responsibility and Impact;
Environmental Sustainability;
Reputation;
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Teaching Note
| HBS Case Collection
|
2009
(Revised from original 2009 version)
Shaklee Corporation: Corporate Social Responsibility (TN)
Christopher Marquis and V. Kasturi Rangan
Teaching Note for [509031].
Keywords: Corporate Social Responsibility and Impact;
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Case
| HBS Case Collection
|
2009
(Revised from original 2007 version)
Aurolab: Bringing First-World Technology to the Third-World Blind
V. Kasturi Rangan
Aurolab is the in-house producer of IOLs (required in cataract surgery) for the Aravind Eye Care System, a group of charity hospitals with the largest volume of eye surgery in the world. Aurolab's manufacturing capability and capacity had long exceeded the requirements of Aravind. With its impending move to a new, world-class facility, fundamental questions of strategic direction and mission fulfillment gained renewed attention among the organization's senior leaders.
Keywords: Emerging Markets;
Production;
Mission and Purpose;
Performance Capacity;
Nonprofit Organizations;
Corporate Strategy;
India;
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Case
| HBS Case Collection
|
2009
(Revised from original 2008 version)
Repositioning CARE USA
V. Kasturi Rangan and Katharine Lee
CARE USA, a large ($600 million) international nonprofit/NGO, had recently revamped its external branding and positioning in support of its international development work. The case lays out the challenges facing its new CEO, Helene Gayle, as she manages through the organization's transition.
Keywords: Change Management;
Management;
Brands and Branding;
Marketing Strategy;
Product Positioning;
Organizational Change and Adaptation;
Non-Governmental Organizations;
Adaptation;
United States;
Citation:
Rangan, V. Kasturi, and Katharine Lee. "
Repositioning CARE USA." Harvard Business School Case 509-005, July 2009. (Revised from original August 2008 version.)
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Supplement
| HBS Case Collection
|
2009
Who Killed Bhavani Manjula?--A Story of Microfinance in Andhra Pradesh (B)
V. Kasturi Rangan and Katharine Lee
The (B) case updates the readers on the outcome of the situation described in the (A) case. It provides data on the growth of microfinance in the region. It introduces the possibility of tighter regulation on the industry through the passage of a "microfinance" bill.
Keywords: Governing Rules, Regulations, and Reforms;
Industry Growth;
Microfinance;
Government Legislation;
Financial Services Industry;
Andhra Pradesh;
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Class Lecture
|
2009
(Revised from original 2009 version)
Business at the Base of the Pyramid
V. Kasturi Rangan
Keywords: Developing Countries and Economies;
Urban Development;
Business and Community Relations;
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Case
| HBS Case Collection
|
2009
(Revised from original 1993 version)
Aravind Eye Hospital, Madurai, India: In Service for Sight, The
V. Kasturi Rangan
Starting as a modest 20-bed hospital, Aravind had grown into a 1,400-bed hospital complex by 1992. It had by then screened 3.65 million patients and performed 335,000 cataract surgeries, nearly 70% of them free of cost for the poorest of India's blind population. Aravind's founder, Dr. Venkataswamy, now 74 years old, had a goal to spread the Aravind model to every nook and corner of India, Asia, and Africa. The case sets the stage for developing such a plan of action.
Keywords: Developing Countries and Economies;
Social Marketing;
Service Delivery;
Service Operations;
Welfare or Wellbeing;
Expansion;
Health Industry;
India;
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Case
| HBS Case Collection
|
2009
(Revised from original 2007 version)
Advanced Energy: Programs for Energy Conservation
V. Kasturi Rangan and Brooke Barton
Describes the dilemma facing Advanced Energy (AE), a $6 million nonprofit engaged in energy conservation in North Carolina. Most of the money for its programs comes from a Public Benefits Fund (PBF) enacted by the state legislature. With renewed effort by activists in 2006 to expand AE's role, there was a possibility of the PBF swelling to $50 to $80 million. Naturally, this put AE at conflict with electric utilities wanting to engage in efficiency programs as part of their overall business offering.
Keywords: Energy Conservation;
Public Equity;
Performance Efficiency;
Nonprofit Organizations;
Conflict and Resolution;
Energy Industry;
Utilities Industry;
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Case
| HBS Case Collection
|
2009
(Revised from original 2008 version)
Microsoft's Unlimited Potential (A)
V. Kasturi Rangan and Marie Bell
In April 2007, Bill Gates announced Microsoft Unlimited Potential. Its mission was to enable social and economic opportunity for the next five billion people. To deliver against this mission, Microsoft sought to focus its citizenship efforts and its product development efforts in developing markets. This case traces the development of Unlimited Potential on the citizenship side and the business operations side, raising the questions of whether Unlimited Potential is a robust strategy for the company and if so, how the company should organize and execute to achieve its mission.
Keywords: Developing Countries and Economies;
Emerging Markets;
Corporate Social Responsibility and Impact;
Growth and Development Strategy;
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Case
| HBS Case Collection
|
2009
(Revised from original 2008 version)
The International Finance Corporation's Grassroots Business Initiative
V. Kasturi Rangan and Katharine Lee
Grassroots Business Initiative was set up to financially assist small enterprises engaged in creating social value. Three years later, Harold Rosen, its creator, wished to explore an alternative funding model to provide it with scale and sustainability.
Keywords: Social Entrepreneurship;
Venture Capital;
Microfinance;
Investment Funds;
Social Enterprise;
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Case
| HBS Case Collection
|
2009
(Revised from original 2009 version)
Grupo Bimbo: Growth and Social Responsibility
V. Kasturi Rangan and Regina Garcia-Cuellar
Bimbo, headquartered in Mexico with 2008 sales of $7 billion, was one of the largest bakery companies in the world. Even as it had grown spectacularly in the last several decades, the company had earned a stellar reputation for its corporate social responsibility (CSR). As the company set its sights on international expansion, its third generation CFO, Daniel Servitje, wondered how to keep its growth and CSR objectives neatly aligned.
Keywords: Global Strategy;
Growth and Development Strategy;
Corporate Social Responsibility and Impact;
Reputation;
Expansion;
Food and Beverage Industry;
Mexico;
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Case
| HBS Case Collection
|
2008
(Revised from original 2006 version)
Marketing New York City
V. Kasturi Rangan, Anita Elberse and Marie Bell
New York City is a pioneer in the emerging field of municipal marketing. The city's first chief marketing officer must develop a marketing organization with a self-funded business model that creates value for the city by leveraging the city's assets, including physical property and media opportunities. Although an independent corporation, the marketing organization must work with city government agencies to create value. Traces the appointment of the chief marketing officer and the objectives of marketing New York City. Summarizes the city's corporate partnerships (with Snapple and The History Channel, among others), media, and licensing activities to date. Challenges students to evaluate the marketing model and recommend strategies going forward, defining what activities create the most value for the city. Additionally, exposes students to the challenges of an entrepreneurial organization operating within the confines of a government structure. Includes color exhibits.
Keywords: Entrepreneurship;
Government and Politics;
Goals and Objectives;
Marketing Strategy;
Partners and Partnerships;
Value Creation;
New York (city, NY);
Citation:
Rangan, V. Kasturi, Anita Elberse, and Marie Bell. "
Marketing New York City." Harvard Business School Case 506-022, October 2008. (Revised from original April 2006 version.)
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Teaching Note
| HBS Case Collection
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2008
Go Red for Women: Raising Heart Health Awareness (TN)
V. Kasturi Rangan and Marie Madelene Bell
Teaching Note for [507026].
Keywords: Corporate Strategy;
Financing and Loans;
Risk and Uncertainty;
Advertising Campaigns;
Health Care and Treatment;
Health Industry;
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Supplement
| HBS Case Collection
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2008
Microsoft's Unlimited Potential (B)
V. Kasturi Rangan and Marie Madelene Bell
This short (B) case provides an update of how Microsoft organized its unlimited potential initiative.
Keywords: Mission and Purpose;
Business or Company Management;
Information Technology Industry;
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Case
| HBS Case Collection
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2012
(Revised from original 2006 version)
Corporate Responsibility & Community Engagement at the Tintaya Copper Mine (A)
V. Kasturi Rangan, Brooke Barton and Ezequiel Reficco
Located in the highlands of Peru, the Tintaya copper mine has long been a source of intense conflict between local community members and mine operators. The mine, which was owned and managed first by the Peruvian state and later by BHP Billiton, stands on 2,300 hectares of land expropriated from local subsistence farmers. In 2000, to contest this loss of land, mining-related environmental degradation, and allegations of human rights abuses, a coalition of five indigenous communities forged an alliance with a group of domestic and international NGOs to build their case against the BHP Billiton and pursue it directly with the company's Australian headquarters. The outcome of these efforts was the inception of a unique corporate-community negotiation process known as the Tintaya Dialogue Table. In December 2004, after three years of negotiation, BHP Billiton and the five communities signed an agreement compensating families for lost land and livelihoods and establishing a local environmental monitoring team and community development fund. However, just as the company resolves one conflict, another group of local stakeholders emerges with new demands-ones that the company may not be able to meet. The conflict with this new group culminates in a violent takeover of the mine in May 2005, whereupon BHP Billiton staff are forced to shut down operations, abandon the mine site, and devise a new strategy for winning back local support.
Keywords: Developing Countries and Economies;
Multinational Firms and Management;
Agreements and Arrangements;
Corporate Social Responsibility and Impact;
Business and Community Relations;
Non-Governmental Organizations;
Conflict Management;
Mining Industry;
Australia;
Peru;
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Supplement
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2008
(Revised from original 2006 version)
Corporate Responsibility & Community Engagement at the Tintaya Copper Mine (B)
V. Kasturi Rangan, Brooke Barton and Ezequiel Reficco
Engaging local stakeholders and building strong relations has become a strategic imperative for multinational firms in the often politically charged mining, oil, and gas sectors. For BHP Billiton, the world's second largest mining company, its Tintaya copper mine in Peru has long been a source of intense conflict. The mine--which was owned and managed first by the Peruvian state, and later by BHP Billiton--stands on land expropriated from local subsistence farmers. In 2000, to contest this loss of land, mining-related environmental degradation, and allegations of human rights abuses, a coalition of five indigenous communities forged an alliance with a group of domestic and international NGOs (nongovernmental organizations) to build their case against BHP Billiton and pursue it directly with the company's Australian headquarters. The outcome of these efforts was the inception of a unique corporate-community negotiation process known as the Tintaya Dialogue Table. In December 2004, after three years of negotiation, BHP Billiton and the five communities signed an agreement compensating families for lost land and livelihoods, and establishing a local environmental monitoring team and community development fund. However, just as the company resolves one conflict, another group of local stakeholders emerges with new demands--demands that this time the company may not be able to meet. The conflict with this new group culminates in a violent takeover of the mine in May 2005, whereupon BHP Billiton staff are forced to shut down operations, abandon the mine site, and devise a new strategy for winning back local support.
Keywords: Corporate Social Responsibility and Impact;
Mining Industry;
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Teaching Note
| HBS Case Collection
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2008
(Revised from original 2007 version)
Marketing New York City (TN)
V. Kasturi Rangan, Anita Elberse and Marie Bell
Keywords: Marketing;
Citation:
Rangan, V. Kasturi, Anita Elberse, and Marie Bell. "
Marketing New York City (TN)." Harvard Business School Teaching Note 508-035, April 2008. (Revised from original August 2007 version.)
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Teaching Note
| HBS Case Collection
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2008
(Revised from original 2007 version)
PSI: Social Marketing Clean Water (TN)
V. Kasturi Rangan and Marie Bell
Keywords: Social Marketing;
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Case
| HBS Case Collection
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2008
(Revised from original 2000 version)
Merrill Lynch: Integrated Choice
V. Kasturi Rangan and Marie Bell
Merrill Lynch, a full-service brokerage firm with $1.5 trillion in client assets, is under attack from both discount and electronic brokerage firms. It responds with Integrated Choice, a suite of products designed to capture clients from the do-it-yourself investor who doesn't want to use a broker to clients who want to rely completely on a broker. The strategy is high risk and requires a sea change from the company.
Keywords: Distribution Channels;
Marketing Strategy;
Product Launch;
Organizational Change and Adaptation;
Risk and Uncertainty;
Financial Services Industry;
Citation:
Rangan, V. Kasturi, and Marie Bell. "
Merrill Lynch: Integrated Choice." Harvard Business School Case 500-090, January 2008. (Revised from original February 2000 version.)
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Case
| HBS Case Collection
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2007
(Revised from original 2007 version)
PSI: Social Marketing Clean Water
V. Kasturi Rangan, Nava Ashraf and Marie Bell
Senior management at PSI, arguably the world's largest and most successful social marketer with impressive achievements in the field of family planning, HIV/AIDS, and malaria prevention must determine what to do about their slow-to-take-off clean water initiative. PSI's point-of-use products offered effective protection against water-borne diseases, especially diarrhea, yet the organization found it hard to attract donor funds to sustain the initiative. Its managers must determine how to alter their strategy going forward.
Keywords: Investment Funds;
Health Care and Treatment;
Social Marketing;
Natural Environment;
Social Enterprise;
Business Strategy;
Citation:
Rangan, V. Kasturi, Nava Ashraf, and Marie Bell. "
PSI: Social Marketing Clean Water." Harvard Business School Case 507-052, December 2007. (Revised from original January 2007 version.)
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Case
| HBS Case Collection
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2007
(Revised from original 1999 version)
The Dana-Farber Cancer Institute: Development Strategy
V. Kasturi Rangan and Marie Bell
Despite revenues in excess of $93 million in 1998, world-renowned Dana-Farber Cancer Institute constantly faces an operating shortfall and looks to its highly successful development office to help cover the deficit. The development office raises money annually (with a $42 million goal for 1999) through its two major fund-raising arms: the Development Fund and the Jimmy Fund. In addition, it conducts a major capital campaign about every five years. A new chief development officer, Susan Paresky, needs to establish the development strategy going forward. The case reviews the major fund-raising programs in the development office and presents additional growth options. Students examine the existing programs, assess the value of the new options, and devise a development strategy consistent with the mission and philosophy of the institute.
Keywords: Decision Choices and Conditions;
Capital;
Revenue;
Growth and Development Strategy;
Mission and Purpose;
Nonprofit Organizations;
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Case
| HBS Case Collection
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2007
(Revised from original 2006 version)
Go Red For Women: Raising Heart Health Awareness
V. Kasturi Rangan and Marie Bell
In 2003, the $654 million American Heart Association (AHA) approached Cone, Inc. (a brand and communications agency) to develop a corporate sponsorship strategy that would raise $75 million over three years. Within 12 months, the AHA launched the highly successful Go Red For Women campaign to help women understand their risk for heart disease. But Go Red became more than a fundraising vehicle. It energized the AHA and its 22 million volunteers, and potentially sparked a long-term movement focused on women and their prevention of heart disease. Traces the development of the relationship between Cone and the AHA and the development of the Go Red For Women campaign. Challenges students to assess the success of Go Red and its impact on the AHA and its goals. Concludes by summarizing three of the AHA's other health initiatives and questions the appropriate role for the AHA and cause marketing.
Keywords: Giving and Philanthropy;
Marketing Communications;
Social Marketing;
Nonprofit Organizations;
Social and Collaborative Networks;
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Case
| HBS Case Collection
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2007
Manila Water Company
V. Kasturi Rangan, David Wheeler and Jane Comeault
In 1997, the Philippines government privatized its water utility in the metropolitan Manila area. The East Zone concession was won by Manila Water Company and the West Zone concession by Maynilad Water Services. Over the next decade, Manila Water turned in an impressive and profitable performance, while Maynilad failed. Describes the management actions of Manila Water and poses the question of whether, and how much, they should bid for the vacated West Zone concession.
Keywords: Business Model;
Framework;
Business or Company Management;
Bids and Bidding;
Privatization;
Performance Improvement;
Utilities Industry;
Citation:
Rangan, V. Kasturi, David Wheeler, and Jane Comeault. "
Manila Water Company." Harvard Business School Case 508-004, August 2007.
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Case
| HBS Case Collection
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2007
(Revised from original version)
Population Services International: The Social Marketing Project in Bangladesh
V. Kasturi Rangan
Population Services International (PSI) was a not-for-profit agency founded to disseminate family planning information and to market birth control products, primarily in less developed countries seeking to curb their population explosions. In 1976, PSI concluded an agreement with the government of Bangladesh to conduct a social marketing program, with the objective of using modern marketing techniques to sell subsidized contraceptives through commercial outlets. Seven years later, three PSI managers were meeting at PSI's Washington, D.C. headquarters to discuss 1984-86 marketing strategy for two products: Raja condoms and Maya birth control pills. Of particular concern was the fact that the marketing approach that had proven extremely successful for Raja was yielding poor sales results for Maya. The PSI managers needed to devise an action plan for improving Maya Sales.
Keywords: Developing Countries and Economies;
Health;
Marketing Strategy;
Social Marketing;
Business and Government Relations;
Nonprofit Organizations;
Bangladesh;
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Teaching Note
| HBS Case Collection
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2007
Comergent Technologies Inc.: Enterprise E-Commerce (TN)
V. Kasturi Rangan and Marie Bell
Keywords: Online Technology;
Web;
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Case
| HBS Case Collection
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2007
(Revised from original 2005 version)
Unilever in India: Hindustan Lever's Project Shakti--Marketing FMCG to the Rural Consumer
V. Kasturi Rangan and Rohithari Rajan
With liberalization of India's economy and the opening up of markets to foreign multinationals such as Procter & Gamble, the Indian subsidiary of Unilever--Hindustan Lever Ltd. (HLL)--was under pressure to grow revenues and profits. HLL had a long and stellar record of market leadership in India (with market shares of nearly 60%) in categories such as soap, detergent, and shampoos. Documents HLL's innovative approach to penetrate rural markets (with populations less than 1,000), where two-thirds of India's population lives, with a scheme named "Shakti" (meaning empowerment). The central question is: How should the company scale Shakti and make it profitable?
Keywords: Economy;
Market Entry and Exit;
Business Subsidiaries;
Revenue;
Profit;
Market Participation;
Programs;
Rural Scope;
Poverty;
Multinational Firms and Management;
Consumer Products Industry;
Beauty and Cosmetics Industry;
India;
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Teaching Note
| HBS Case Collection
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2007
(Revised from original 2006 version)
Unilever in India: Hindustan Lever's Project Shakti--Marketing FMCG to the Rural Consumer (TN)
V. Kasturi Rangan
Keywords: Marketing;
India;
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Case
| HBS Case Collection
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2007
(Revised from original 2005 version)
Comergent Technologies Inc.: Enterprise E-Commerce
V. Kasturi Rangan and Marie Bell
Coming out of the 2001 high-tech industry recession, this venture capital start-up has to come up with a marketing plan to break even and grow. Its innovative e-commerce software provides unique customer relationship management solutions, but it has to convince customers to adopt its solution. Includes color exhibits.
Keywords: Business Startups;
Customer Relationship Management;
Financial Crisis;
Collaborative Innovation and Invention;
Business or Company Management;
Marketing Strategy;
Problems and Challenges;
Software;
Information Technology Industry;
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Case
| HBS Case Collection
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2007
(Revised from original 2005 version)
ACHAP (African Comprehensive HIV/AIDS Partnerships): the Merck/Gates Initiative in Botswana
V. Kasturi Rangan
By June 2004, ACHAP, a three-way partnership of The Bill and Melinda Gates Foundation, Merck, and the Botswana government, had committed nearly $60 million of the $100 million toward various AIDS education, prevention, and treatment programs. It was time to evaluate the success of the program and make strategic shifts, if necessary, looking forward to the future. Includes color exhibits.
Keywords: Business or Company Management;
Growth and Development Strategy;
Social Marketing;
Corporate Social Responsibility and Impact;
Performance Evaluation;
Business and Government Relations;
Partners and Partnerships;
Health Industry;
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Case
| HBS Case Collection
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2006
(Revised from original 2005 version)
Museum of Fine Arts Boston
V. Kasturi Rangan and Marie Bell
One of Boston's main cultural attractions, the Museum of Fine Arts (MFA), has experienced a steady decline of its core audience over the last decade. The museum's executive director attempted to bridge the shortfall by staging new, innovative, special exhibitions, which have not been without their share of criticism. The museum's top management had to resolve the audience issue against the background of a major $500 million capital campaign to fund a new wing of the museum in 2010.
Keywords: Product Marketing;
Growth Management;
Innovation Leadership;
Capital;
Financing and Loans;
Service Operations;
Consumer Behavior;
Citation:
Rangan, V. Kasturi, and Marie Bell. "
Museum of Fine Arts Boston." Harvard Business School Case 506-027, September 2006. (Revised from original October 2005 version.)
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Teaching Note
| HBS Case Collection
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2006
(Revised from original 2006 version)
Museum of Fine Arts Boston (TN)
V. Kasturi Rangan and Marie Bell
Keywords: Fine Arts Industry;
Citation:
Rangan, V. Kasturi, and Marie Bell. "
Museum of Fine Arts Boston (TN)." Harvard Business School Teaching Note 506-074, September 2006. (Revised from original May 2006 version.)
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Case
| HBS Case Collection
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2006
(Revised from original 2005 version)
Cisco Systems: Managing the Go-to-Market Evolution
V. Kasturi Rangan
With the collapse of the dot-com market and related shrinkage in the high-tech industry, Cisco took a dip in its sales and profits in 2001. Coming back from the recession, Cisco had to manage and evolve its go-to-market strategy and design in keeping with its new business strategy. Describes those changes and poses new channel management challenges in light of Cisco's entry into new markets and technologies.
Keywords: Change Management;
Design;
Business Cycles;
Growth and Development Strategy;
Marketing Channels;
Marketing Strategy;
Market Entry and Exit;
Business Strategy;
Manufacturing Industry;
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Teaching Note
| HBS Case Collection
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2006
Cisco Systems: Managing the Go-to-Market Evolution (TN)
V. Kasturi Rangan
Keywords: Markets;
Information Technology Industry;
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Case
| HBS Case Collection
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2006
(Revised from original 2002 version)
ApproTEC Kenya: Technologies to Fight Poverty and Create Wealth
V. Kasturi Rangan
ApproTEC markets a range of technologies to improve the income of subsistence farmers and other small-scale entrepreneurs in East Africa. Having achieved considerable success in its first eight years, the two founders/entrepreneurs are seeking ways to scale the impact of its operations across Eastern and Southern Africa. The question is, what should they do to accomplish this? Includes color exhibits.
Keywords: Technology;
Poverty;
Wealth;
Kenya;
Africa;
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Case
| HBS Case Collection
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2004
(Revised from original 1996 version)
Enron Development Corporation: The Dabhol Power Project in Maharashtra, India (C)
Krishna G. Palepu, V. Kasturi Rangan and Sarayu Srinivasan
Discusses the resolution of the canceled power project in Maharashtra. The contract between the American gas giant and Indian state government is renegotiated.
Keywords: Negotiation Deal;
Infrastructure;
Outcome or Result;
Performance Effectiveness;
Energy Industry;
United States;
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Case
| HBS Case Collection
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2004
(Revised from original 2004 version)
Freeport Mine, Irian Jaya, Indonesia, The: "Tailings & Failings" - Stakeholder Analysis
V. Kasturi Rangan and Arthur McCaffrey
Chronicles the development of Freeport's nearly 30 years of mining operations in Indonesia. Building on a mining concession awarded by the country's government, headed by General Suharto, in 1973, Freeport steadily built its mining output to nearly 200,000 cubic feet/day of ore, rich in copper. In spite of the company's attempts to address environmental issues and the stakes of indigenous people, critics were unimpressed by the company's efforts to improve. With the toppling of the Suharto regime in 1998, the company has to survive under a new government.
Keywords: History;
Situation or Environment;
Private Sector;
Economic Growth;
Power and Influence;
Business and Government Relations;
Growth and Development Strategy;
Mining Industry;
Indonesia;
Citation:
Rangan, V. Kasturi, and Arthur McCaffrey. Freeport Mine, Irian Jaya, Indonesia, The: "
Tailings & Failings" - Stakeholder Analysis. Harvard Business School Case 504-061, June 2004. (Revised from original February 2004 version.)
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Case
| HBS Case Collection
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2004
(Revised from original 1999 version)
United States Agency for International Development (USAID): Campfire Program in Zimbabwe
V. Kasturi Rangan and Jay Sinha
Raises the issue of customer definition in economic development. Because of the multiple stakeholders and their varying interests, understanding where and how value is created is critical to understanding the customer.
Keywords: Customer Focus and Relationships;
Development Economics;
Marketing Strategy;
Programs;
Business and Stakeholder Relations;
Value Creation;
Zimbabwe;
United States;
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Teaching Note
| HBS Case Collection
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2004
ApproTEC Kenya: Technologies to Fight Poverty and Create Wealth (TN)
V. Kasturi Rangan
Teaching Note to (9-503-007).
Keywords: Technology;
Entrepreneurship;
Operations;
Globalized Markets and Industries;
Nonprofit Organizations;
Africa;
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Supplement
| HBS Case Collection
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2004
ApproTEC Kenya: Martin Fisher
V. Kasturi Rangan
Keywords: Kenya;
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Case
| HBS Case Collection
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2003
(Revised from original 2002 version)
H-E-B Own Brands
V. Kasturi Rangan and Marie Bell
H-E-B is a $9 billion grocery chain located in Southwest Texas. This case focuses on H-E-B's private label strategy, a product category that accounts for 19% of H-E-B's sales and one that earns gross margins 50% higher than national brands. A leader in its markets, H-E-B is faced with increasing competition, especially from Wal-Mart, which has aggressively entered the Texas markets with a series of "supercenters." Although the case specifically focuses on H-E-B's Own Brands (private label), it more broadly raises important strategic questions regarding H-E-B's ability to compete effectively in this new market environment. Includes color exhibits.
Keywords: Growth and Development;
Market Entry and Exit;
Supply Chain Management;
Private Ownership;
Sales;
Strategy;
Competitive Strategy;
Citation:
Rangan, V. Kasturi, and Marie Bell. "
H-E-B Own Brands." Harvard Business School Case 502-053, December 2003. (Revised from original February 2002 version.)
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Teaching Note
| HBS Case Collection
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2003
(Revised from original 2002 version)
H-E-B Own Brands, TN
V. Kasturi Rangan
Teaching Note for (9-502-053).
Citation:
Rangan, V. Kasturi. "
H-E-B Own Brands, TN." Harvard Business School Teaching Note 503-006, June 2003. (Revised from original July 2002 version.)
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Case
| HBS Case Collection
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2003
(Revised from original 1999 version)
Zucamor S.A.: Global Competition in Argentina
V. Kasturi Rangan
Describes the evolution of Zucamor and its business strategy, particularly after the opening of the Argentine economy in 1992 and 1993. Traces the action that led to its association with U.S. paper giant Union Camp. Poses some of the critical challenges faced by the company's new management.
Keywords: Business Strategy;
Global Strategy;
Value;
Problems and Challenges;
Business or Company Management;
Goods and Commodities;
Alliances;
Pulp and Paper Industry;
Argentina;
United States;
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Teaching Note
| HBS Case Collection
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2003
(Revised from original 2002 version)
Zucamor S.A.: Global Competition in Argentina (TN)
V. Kasturi Rangan
Teaching Note for (9-599-096).
Keywords: Pulp and Paper Industry;
Argentina;
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Teaching Note
| HBS Case Collection
|
2002
Dell--New Horizons (TN)
V. Kasturi Rangan and Marie Bell
Teaching Note for (9-502-022).
Keywords: Technology Industry;
Computer Industry;
United States;
Citation:
Rangan, V. Kasturi, and Marie Bell. "
Dell--New Horizons (TN)." Harvard Business School Teaching Note 503-040, November 2002.
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Case
| HBS Case Collection
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2002
(Revised from original 2002 version)
Dell--New Horizons
V. Kasturi Rangan and Marie Bell
Founded in 1984, Dell Corp. has achieved phenomenal growth, and by 2000 had topped $25 billion in sales and over $2 billion in net income. In the 4th quarter of 2000, however, the PC industry's average 30-year growth rate crashed to a negative 10%. Dell must make difficult decisions on how to sustain its profitability in light of its broad product portfolio--PCs, workstations, and servers on storage products for a broad cross section of customers in the United States and worldwide. Should it stay the course or fundamentally change strategy?
Keywords: History;
Decisions;
Product Positioning;
Marketing Strategy;
Framework;
Globalization;
Brands and Branding;
Computer Industry;
Technology Industry;
United States;
Citation:
Rangan, V. Kasturi, and Marie Bell. "
Dell--New Horizons." Harvard Business School Case 502-022, October 2002. (Revised from original May 2002 version.)
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Case
| HBS Case Collection
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2002
(Revised from original 1999 version)
Xerox: Book-In-Time
V. Kasturi Rangan
Book-In-Time, developed at Xerox, can dramatically reduce the cost of printing "one" book. Combined with the possibilities of digital content storage and transmittal, the new technology has vast opportunities. Xerox needs a commercial plan. The case describes the state of the book publishing industry and the potential for a new technology.
Keywords: Cost Management;
Distribution;
Planning;
Opportunities;
Commercialization;
Technology Adoption;
Publishing Industry;
Citation:
Rangan, V. Kasturi. "
Xerox: Book-In-Time." Harvard Business School Case 599-119, October 2002. (Revised from original March 1999 version.)
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Teaching Note
| HBS Case Collection
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2002
(Revised from original 1999 version)
Xerox: Book-in-Time TN
V. Kasturi Rangan
Teaching Note for (9-599-119).
Keywords: Publishing Industry;
Citation:
Rangan, V. Kasturi. "
Xerox: Book-in-Time TN." Harvard Business School Teaching Note 500-016, October 2002. (Revised from original August 1999 version.)
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Case
| HBS Case Collection
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2002
(Revised from original 1994 version)
Citibank: Launching the Credit Card in Asia Pacific (A)
V. Kasturi Rangan
Consumer Bank pondered the possibilities of launching a credit card in the Asia Pacific region. The bank's New York headquarters, and several of its country managers in the region, were not enthusiastic. But others were supportive because of the opportunity to expand the bank's customer base from the limited branch expansion allowed by local law. Students make a decision, and if a "go" decision is made, they work out a comprehensive launch plan.
Keywords: Product Launch;
Service Operations;
Value Creation;
Customer Focus and Relationships;
Trade;
Business Strategy;
Expansion;
Laws and Statutes;
Banking Industry;
Asia;
New York (city, NY);
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Teaching Note
| HBS Case Collection
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2002
(Revised from original 1999 version)
Neiman Marcus (A)TN
V. Kasturi Rangan and Marie Bell
Teaching Note for (9-599-098).
Keywords: Retail Industry;
Citation:
Rangan, V. Kasturi, and Marie Bell. "
Neiman Marcus (A)TN." Harvard Business School Teaching Note 599-129, May 2002. (Revised from original June 1999 version.)
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Case
| HBS Case Collection
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2002
(Revised from original 1997 version)
Planned Parenthood Federation of America (A)
V. Kasturi Rangan and Elaine V. Backman
Outlines the dynamic shifts in the external environment surrounding Planned Parenthood's operations in 1994. Health care reform was threatening some of its core customer base. The organization had to come up with a strategy and a process for adapting to the new environment.
Keywords: Nonprofit Organizations;
Health Care and Treatment;
Health Industry;
United States;
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Supplement
| HBS Case Collection
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2002
Merrill Lynch: Integrated Choice
V. Kasturi Rangan
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Teaching Note
| HBS Case Collection
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2002
Talbots - A Classic TN
V. Kasturi Rangan and Marie Bell
Teaching Note for (9-500-082).
Keywords: Fashion Industry;
Citation:
Rangan, V. Kasturi, and Marie Bell. "
Talbots - A Classic TN." Harvard Business School Teaching Note 502-060, March 2002.
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Case
| HBS Case Collection
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2001
(Revised from original 1999 version)
Egghead to Egghead.com (A)
V. Kasturi Rangan and Marie Bell
Over the course of 12 months in 1997 and 1998, Egghead senior management decided to shut down its 180 brick-and-mortar retail stores and move to an electronic store. The case describes the evolution of that process, and the role of its CEO George Orban, and poses questions on the company's future viability.
Keywords: Business Model;
Internet;
Transformation;
Decisions;
Corporate Strategy;
Marketing Strategy;
Market Transactions;
Buildings and Facilities;
Retail Industry;
Citation:
Rangan, V. Kasturi, and Marie Bell. "
Egghead to Egghead.com (A)." Harvard Business School Case 599-093, March 2001. (Revised from original February 1999 version.)
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Case
| HBS Case Collection
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2000
SATELLIFE: Bridging the Digital Divide
V. Kasturi Rangan and Howard Reitz
Keywords: Information Technology;
Strategy;
Information Technology Industry;
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Case
| HBS Case Collection
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2000
(Revised from original 1999 version)
Neiman Marcus (A)
V. Kasturi Rangan and Marie Bell
The management of Neiman Marcus, a highly successful luxury goods retailer, is considering ways to grow the business and continue to return in excess of 15% on capital. Among the options on the table is a jewelry store concept called The Galleries.
Keywords: Business Growth and Maturation;
Investment;
Investment Return;
Operations;
Luxury;
Retail Industry;
Citation:
Rangan, V. Kasturi, and Marie Bell. "
Neiman Marcus (A)." Harvard Business School Case 599-098, September 2000. (Revised from original January 1998 version.)
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Teaching Note
| HBS Case Collection
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2000
(Revised from original 2000 version)
Egghead to Egghead.com (A) and (B) TN
V. Kasturi Rangan
Teaching Note for (9-599-093) and (9-500-099).
Keywords: Retail Industry;
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Case
| HBS Case Collection
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2000
(Revised from original 1991 version)
Becton Dickinson & Company: VACUTAINER Systems Division (Condensed)
V. Kasturi Rangan and Frank V. Cespedes
Becton Dickinson, a phenomenally successful company with an 80% market share in the blood collection needles and syringes market faces a change in the customer buying environment (cost containment pressures at hospitals). This forces a reevaluation of the company's highly successful product policy and channel strategy. One of the company's largest customers threatens to leave them for refusing their "low-price" request. It is obvious to students that giving in to this customer's threat would compromise the company's "value-added" thrust, yet the potential business at stake makes it difficult to be inflexible.
Keywords: Business Divisions;
Customer Satisfaction;
Demand and Consumers;
Market Participation;
Distribution Channels;
Success;
Corporate Strategy;
Value Creation;
Health Industry;
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Case
| HBS Case Collection
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2000
(Revised from original 2000 version)
Egghead to Egghead.com (B)
V. Kasturi Rangan and Marie Bell
Supplements the (A) case.
Keywords: Retail Industry;
Citation:
Rangan, V. Kasturi, and Marie Bell. "
Egghead to Egghead.com (B)." Harvard Business School Case 500-099, June 2000. (Revised from original May 2000 version.)
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Teaching Note
| HBS Case Collection
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2000
Merrill Lynch: Integrated Choice TN
V. Kasturi Rangan and Marie Bell
Teaching Note for (9-500-090).
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Teaching Note
| HBS Case Collection
|
2000
RadioShack TN
V. Kasturi Rangan and Marie Bell
Teaching Note for (9-500-081).
Citation:
Rangan, V. Kasturi, and Marie Bell. "
RadioShack TN." Harvard Business School Teaching Note 500-106, May 2000.
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Case
| HBS Case Collection
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2000
(Revised from original 2000 version)
RadioShack
V. Kasturi Rangan, Youngme E. Moon and Marie Bell
Outlines the transformation of RadioShack stores from a parts and accessories business to a provider of high bandwidth Internet access.
Keywords: Change Management;
Marketing Strategy;
Risk and Uncertainty;
Internet;
Citation:
Rangan, V. Kasturi, Youngme E. Moon, and Marie Bell. "
RadioShack." Harvard Business School Case 500-081, April 2000. (Revised from original February 2000 version.)
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Case
| HBS Case Collection
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2000
Merck-Medco (B)
V. Kasturi Rangan
Keywords: Pharmaceutical Industry;
Citation:
Rangan, V. Kasturi. "
Merck-Medco (B)." Harvard Business School Case 500-078, February 2000.
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Case
| HBS Case Collection
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2000
Talbots - A Classic
V. Kasturi Rangan and Marie Bell
This case traces why the $1 billion women's clothing retailer, decided to, attract younger customers, what went wrong, and the actions taken to recover. By the end of 1999, the company has reestablished itself and faces several growth opportunities and must decide on the best course of action.
Keywords: Customer Focus and Relationships;
Decisions;
Crisis Management;
Product Positioning;
Problems and Challenges;
Segmentation;
Fashion Industry;
Citation:
Rangan, V. Kasturi, and Marie Bell. "
Talbots - A Classic." Harvard Business School Case 500-082, January 2000.
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Teaching Note
| HBS Case Collection
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1999
Dana-Farber Cancer Institute: Development Strategy, The (TN)
V. Kasturi Rangan
Teaching Note for (9-599-104).
Keywords: Revenue;
Operations;
Investment Funds;
Capital;
Growth and Development Strategy;
Financing and Loans;
Programs;
Value;
Mission and Purpose;
Health Industry;
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Case
| HBS Case Collection
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1999
(Revised from original 1997 version)
Best Buy
V. Kasturi Rangan and Balaji Chakravarthy
Documents the evolution of Best Buy, an electronics retailer, from its founding in 1966 to its very successful "Concept 2" strategy in 1996, boosting its sales ($7.2 billion) past industry #1 Circuit City. Its CEO Richard Schulze offers a new vision (Concept 3) to address the company's changed competitive and consumer environment. Reduced profitability in 1996, however, calls for creative adaptation of Concept 3.
Keywords: History;
Business Model;
Competitive Strategy;
Adaptation;
Customer Focus and Relationships;
Customization and Personalization;
Retail Industry;
Citation:
Rangan, V. Kasturi, and Balaji Chakravarthy. "
Best Buy." Harvard Business School Case 598-016, July 1999. (Revised from original October 1997 version.)
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Supplement
| HBS Case Collection
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1999
(Revised from original 1993 version)
The Advertising Council: Earth Share Campaign
V. Kasturi Rangan
Keywords: Advertising Campaigns;
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Teaching Note
| HBS Case Collection
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1999
FreeMarkets Online TN
V. Kasturi Rangan
Teaching Note for (9-598-109).
Keywords: Electronics Industry;
Citation:
Rangan, V. Kasturi. "
FreeMarkets Online TN." Harvard Business School Teaching Note 599-130, June 1999.
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Teaching Note
| HBS Case Collection
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1999
SOS-Kinderdorf International: Caring for Orphaned Children TN
V. Kasturi Rangan
Teaching Note for (9-597-079).
Keywords: India;
United States;
Norway;
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Teaching Note
| HBS Case Collection
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1999
Best Buy TN
V. Kasturi Rangan and Balaji Chakravarthy
Teaching Note for (9-598-016).
Keywords: Retail Industry;
Citation:
Rangan, V. Kasturi, and Balaji Chakravarthy. "
Best Buy TN." Harvard Business School Teaching Note 599-115, June 1999.
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Case
| HBS Case Collection
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1999
(Revised from original 1998 version)
Dell Online
V. Kasturi Rangan and Marie Bell
Dell started online commerce for its PCs in 1996, and by 1997 had achieved a sales rate of $3 million a day. The case describes the internal process that led to these dramatic results and poses the question of how the firm should leverage this activity to meet Michael Dell's goal of achieving 50% of the company's anticipated $20 billion in sales by the year 2000 via Internet channels.
Keywords: Consumer Behavior;
Market Transactions;
Goals and Objectives;
Business Processes;
Distribution Channels;
Internet;
Hardware;
Competitive Advantage;
Computer Industry;
Retail Industry;
Citation:
Rangan, V. Kasturi, and Marie Bell. "
Dell Online." Harvard Business School Case 598-116, March 1999. (Revised from original March 1998 version.)
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Case
| HBS Case Collection
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1999
(Revised from original 1999 version)
Sunbeam Television (C)
V. Kasturi Rangan and Howard Reitz
Supplements the (A) case.
Keywords: Entertainment and Recreation Industry;
Boston;
Citation:
Rangan, V. Kasturi, and Howard Reitz. "Sunbeam Television (C)." Harvard Business School Case 599-012, March 1999. (Revised from original February 1999 version.)
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Case
| HBS Case Collection
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1999
(Revised from original 1998 version)
FreeMarkets OnLine
V. Kasturi Rangan
Describes the marketing strategy of an entrepreneurial start-up engaged in electronic purchasing for large manufacturers. By creating an electronic bidding platform, the company has been able to cut down procurement costs by about 15%. The case question concerns how this company should now go to scale.
Keywords: Cost Management;
Growth and Development Strategy;
Marketing Strategy;
Bids and Bidding;
Market Entry and Exit;
Market Platforms;
Production;
Electronics Industry;
Citation:
Rangan, V. Kasturi. "
FreeMarkets OnLine." Harvard Business School Case 598-109, February 1999. (Revised from original February 1998 version.)
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Case
| HBS Case Collection
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1999
(Revised from original 1998 version)
Westport: Spearheading Malaysia's Economic Challenge (A)
V. Kasturi Rangan and Ambar Agustono Bin Machfoedy
Keywords: Developing Countries and Economies;
Competition;
Malaysia;
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Case
| HBS Case Collection
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1999
Neiman Marcus (B)
V. Kasturi Rangan and Marie Bell
Supplements the (A) case.
Keywords: Retail Industry;
United States;
Citation:
Rangan, V. Kasturi, and Marie Bell. "
Neiman Marcus (B)." Harvard Business School Case 599-099, February 1999.
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Case
| HBS Case Collection
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1998
(Revised from original 1998 version)
United Way Community Services
V. Kasturi Rangan
Describes in detail the fund development and distribution system of United Way Community Services. A key question is how to measure the outcome/impact of the work done by the agencies that receive United Way funding. A follow-on question is how to reinvent the organization to deliver the new management system.
Keywords: Capital;
Management Systems;
Measurement and Metrics;
Distribution Channels;
Organizational Change and Adaptation;
Outcome or Result;
Nonprofit Organizations;
Citation:
Rangan, V. Kasturi. "
United Way Community Services." Harvard Business School Case 598-138, July 1998. (Revised from original March 1998 version.)
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Case
| HBS Case Collection
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1998
Westport: Spearheading Malaysia's Economic Challenge (B)
V. Kasturi Rangan and Ambar Agustono Bin Machfoedy
Keywords: Developing Countries and Economies;
Problems and Challenges;
Malaysia;
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Case
| HBS Case Collection
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1998
(Revised from original 1996 version)
Enron Development Corporation: The Dabhol Power Project in Maharashtra, India (A)
V. Kasturi Rangan, Krishna G. Palepu, Ahu Bhasin, Mihir A. Desai and Sarayu Srinivasan
A large, lucrative power plant is negotiated for construction/operation by an American power company in India's evolving privatized power sector. The process of incorporating the project is captured in this case. The American company will own and operate the plant in India, which will sell power to India.
Keywords: Change Management;
Forecasting and Prediction;
Private Sector;
Cross-Cultural and Cross-Border Issues;
Emerging Markets;
Market Entry and Exit;
Agreements and Arrangements;
Private Ownership;
Projects;
Energy Industry;
India;
United States;
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Case
| HBS Case Collection
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1998
(Revised from original 1997 version)
SOS-Kinderdorf International: Caring for Orphaned Children
V. Kasturi Rangan
SOS-Kinderdorf, founded in 1949, has grown rapidly into one of the largest orphanages in the world with children's villages, kindergartens, schools, youth facilities, and other complementary programs in 130 countries. This case describes the evolution of the organization and poses three specific management challenges in three of its member countries: the United States, India, and Norway. An analysis of these issues serves as the backdrop for a strategy audit of the organization's mission and method of delivering it.
Keywords: Management;
Management Analysis, Tools, and Techniques;
Mission and Purpose;
Problems and Challenges;
Nonprofit Organizations;
Strategy;
India;
Norway;
United States;
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Teaching Note
| HBS Case Collection
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1998
(Revised from original 1998 version)
Dell Online TN
V. Kasturi Rangan and Marie Bell
Teaching Note for (9-598-116).
Keywords: Online Technology;
Computer Industry;
Citation:
Rangan, V. Kasturi, and Marie Bell. "
Dell Online TN." Harvard Business School Teaching Note 598-146, July 1998. (Revised from original May 1998 version.)
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Teaching Note
| HBS Case Collection
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1998
(Revised from original 1998 version)
Enron Development Corporation: The Dabhol Power Project in Maharashtra, India (A,B,& C) TN
V. Kasturi Rangan and Krishna G. Palepu
Teaching Note for (9-596-099), (9-596-100), and (9-596-101).
Keywords: Energy Industry;
India;
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Case
| HBS Case Collection
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1998
(Revised from original 1998 version)
Merck-Medco: Vertical Integration in the Pharmaceutical Industry
V. Kasturi Rangan and Marie Bell
Records the analyses and actions taken by Merck Pharmaceuticals in its acquisition of Medco, a channel intermediary (called "pharmacy benefit manager"). While many of its competitors seem to be faring poorly, Merck seems to have managed the Medco integration superbly.
Keywords: Vertical Integration;
Organizational Change and Adaptation;
Competitive Strategy;
Marketing Channels;
Mergers and Acquisitions;
Pharmaceutical Industry;
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Teaching Note
| HBS Case Collection
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1998
C-Car TN
V. Kasturi Rangan and Marie Bell
Teaching Note for (9-598-064).
Keywords: Auto Industry;
Distribution Industry;
United States;
Citation:
Rangan, V. Kasturi, and Marie Bell. "
C-Car TN." Harvard Business School Teaching Note 598-145, May 1998.
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Teaching Note
| HBS Case Collection
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1998
Merck-Medco: Vertical Integration in the Pharmaceutical Industry TN
V. Kasturi Rangan and Marie Bell
Teaching Note for (9-598-091).
Keywords: Pharmaceutical Industry;
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Teaching Note
| HBS Case Collection
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1998
RCI Master Distributor: Evolution of Supplier Relationships TN
V. Kasturi Rangan
Teaching Note for (9-595-001).
Keywords: Distribution Industry;
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Case
| HBS Case Collection
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1998
(Revised from original 1997 version)
C-Car
V. Kasturi Rangan and Marie Bell
C-Car was the first automobile retailer in the United States to go public. Subsequently the owner, Mr. Gilliland, must decide how to invest the capital raised from the public ownership. This case describes in detail C-Car's highly profitable strategy of managing its stores. Concerns four potential acquisitions and their fit within C-Car's strategy.
Keywords: Distribution Channels;
Profit;
Acquisition;
Corporate Finance;
Growth and Development Strategy;
Public Ownership;
Auto Industry;
Retail Industry;
United States;
Citation:
Rangan, V. Kasturi, and Marie Bell. "
C-Car." Harvard Business School Case 598-064, April 1998. (Revised from original October 1997 version.)
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Background Note
| HBS Case Collection
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1998
(Revised from original 1997 version)
Automobile Retailing in the U.S.
V. Kasturi Rangan and Marie Bell
In the mid-1990s, the U.S. automobile retailing industry is on the brink of profound change. This case traces the drivers of change, the history of the industry, and potential distribution systems of the future.
Keywords: History;
Distribution;
Change;
Auto Industry;
Retail Industry;
United States;
Citation:
Rangan, V. Kasturi, and Marie Bell. "
Automobile Retailing in the U.S." Harvard Business School Background Note 598-014, March 1998. (Revised from original September 1997 version.)
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Case
| HBS Case Collection
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1998
Planned Parenthood Federation of America (C)
V. Kasturi Rangan and Elaine V. Backman
Describes the series of events and processes that led to the formulation of a reinvention plan.
Keywords: Change Management;
Nonprofit Organizations;
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Background Note
| HBS Case Collection
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1998
The Size of the Global Poverty Sector
V. Kasturi Rangan and Patricia Walker
Keywords: Wealth and Poverty;
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Case
| HBS Case Collection
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1997
Planned Parenthood Federation of America (B)
V. Kasturi Rangan and Elaine V. Backman
Outlines the process of strategy reinvention adopted by Planned Parenthood. It lays out the new strategic proposals, and the reactions of the various constituencies to those proposals.
Keywords: Change Management;
Framework;
Core Relationships;
Risk and Uncertainty;
Adaptation;
Health Industry;
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Case
| HBS Case Collection
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1997
(Revised from original 1996 version)
Boston Renaissance Charter School
V. Kasturi Rangan, Marie Bell and Katherine K. Merseth
Keywords: Education;
Education Industry;
Boston;
Citation:
Rangan, V. Kasturi, Marie Bell, and Katherine K. Merseth. "
Boston Renaissance Charter School." Harvard Business School Case 597-058, September 1997. (Revised from original November 1996 version.)
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Case
| HBS Case Collection
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1997
(Revised from original 1996 version)
Charter Schools: Setting the Course?
V. Kasturi Rangan, Marie Bell and Katherine K. Merseth
Keywords: Education;
Citation:
Rangan, V. Kasturi, Marie Bell, and Katherine K. Merseth. "
Charter Schools: Setting the Course?" Harvard Business School Case 597-059, July 1997. (Revised from original November 1996 version.)
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Teaching Note
| HBS Case Collection
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1997
(Revised from original 1995 version)
Citibank: Launching the Credit Card in Asia Pacific (A) TN
V. Kasturi Rangan and Marie Bell
Teaching Note for (9-595-026).
Keywords: Credit Cards;
Banking Industry;
Asia;
Oceania;
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Background Note
| HBS Case Collection
|
1997
(Revised from original 1997 version)
Automobile Distribution in Japan
V. Kasturi Rangan and Yutaka Kashiwagi
Keywords: Distribution;
Auto Industry;
Japan;
Citation:
Rangan, V. Kasturi, and Yutaka Kashiwagi. "
Automobile Distribution in Japan." Harvard Business School Background Note 597-076, April 1997. (Revised from original March 1997 version.)
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Case
| HBS Case Collection
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1997
(Revised from original version)
The Advertising Council: Corporate Strategy
V. Kasturi Rangan and Jayne D. Kramer
Keywords: Corporate Strategy;
Advertising;
Advertising Industry;
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Case
| HBS Case Collection
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1997
(Revised from original 1994 version)
Nestle Refrigerated Foods: Contadina Pasta and Pizza (A)
V. Kasturi Rangan and Marie Bell
Nestle Co.'s Refrigerated Foods Division has very successfully launched its Contadina brand pasta and sauces. The new product has achieved nearly $100 million in sales in three years. The division now considers an extension into the pizza line. This case provides a detailed look at the use of simulated test markets to forecast a new product's potential.
Keywords: Business Divisions;
Forecasting and Prediction;
Marketing Strategy;
Product Launch;
Sales;
Commercialization;
Consumer Products Industry;
Food and Beverage Industry;
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Case
| HBS Case Collection
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1997
(Revised from original version)
ROLM: The SIGMA Introduction
V. Kasturi Rangan
ROLM's product development manager, Bob Lundy, has to prepare a detailed plan for launching a new product, code named SIGMA. The new product, though outstanding in features, has the potential to drastically affect ROLM's fortunes because it is incompatible with its installed base. Unadvertised per Case Records.
Keywords: Leadership;
Marketing Strategy;
Product Launch;
Product Development;
Strategic Planning;
Citation:
Rangan, V. Kasturi. "
ROLM: The SIGMA Introduction." Harvard Business School Case 590-082, January 1997. (Revised from original March 1990 version.)
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Case
| HBS Case Collection
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1996
(Revised from original 1996 version)
Enron Development Corporation: The Dabhol Power Project in Maharashtra, India (B)
Krishna G. Palepu, V. Kasturi Rangan and Sarayu Srinivasan
A new administration/government takes power in a state in India and cancels a power project agreed upon/created by the previous state government and an American-based energy company. The project cancellation is based on allegations of irregularities, exorbitant costs, and political pressures.
Keywords: Cross-Cultural and Cross-Border Issues;
Crisis Management;
Business and Government Relations;
Conflict Management;
Energy Industry;
India;
United States;
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Teaching Note
| HBS Case Collection
|
1996
(Revised from original 1995 version)
Aravind Eye Hospital, Madurai, India: In Service for Sight TN
V. Kasturi Rangan
Teaching Note for (9-593-098).
Keywords: Health Industry;
India;
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Case
| HBS Case Collection
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1996
(Revised from original version)
Sunbeam Television (A)
V. Kasturi Rangan and E. Scott Lathrop
Sunbeam Television, owner of a television station in Miami (a Fox affiliate), buys Channel 7 (a CBS affiliate) in Boston. They bring to the Boston station the concepts and ideas of their Miami news product--that is, a crisp, content-based design rather than one centered around personalities. Industry changes force them out of the CBS affiliation in Boston. Having considered both FOX and NBC, Sunbeam finally settles on NBC. The implications and motivations of their decision are to be discussed.
Keywords: Acquisition;
Change;
Decisions;
Design;
Television Entertainment;
Product;
Motivation and Incentives;
Value;
Entertainment and Recreation Industry;
Boston;
Citation:
Rangan, V. Kasturi, and E. Scott Lathrop. "
Sunbeam Television (A)." Harvard Business School Case 596-056, October 1996. (Revised from original September 1995 version.)
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Supplement
| HBS Case Collection
|
1996
(Revised from original version)
Sunbeam Television (B)
V. Kasturi Rangan and E. Scott Lathrop
Supplements the (A) case.
Keywords: Electronics Industry;
Citation:
Rangan, V. Kasturi, and E. Scott Lathrop. "
Sunbeam Television (B)." Harvard Business School Supplement 596-057, October 1996. (Revised from original September 1995 version.)
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Case
| HBS Case Collection
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1996
(Revised from original version)
Dell Computer Corporation
Das Narayandas and V. Kasturi Rangan
Traces the evolution of the personal computer industry over the last 20 years and uses this as a backdrop to look at how Dell Computer Corp. grew from a small start-up to a multi-billion-dollar company in a decade. Dell is now faced with a set of decisions on the product markets it needs to serve in order to sustain its growth profitably into the future.
Keywords: Industry Growth;
Competitive Strategy;
Profit;
Computer Industry;
Citation:
Narayandas, Das, and V. Kasturi Rangan. "
Dell Computer Corporation." Harvard Business School Case 596-058, September 1996. (Revised from original October 1995 version.)
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Background Note
| HBS Case Collection
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1996
(Revised from original version)
Choreographing a Case Class
V. Kasturi Rangan
Compares four different approaches to case teaching: lecturing, theorizing, illustrating, and choreographing a case. Argues the advantages of the "choreography" method from the point of view of students' learning. Concludes with a description of that method and some tips on how to use it.
Keywords: Cases;
Citation:
Rangan, V. Kasturi. "
Choreographing a Case Class." Harvard Business School Background Note 595-074, April 1996. (Revised from original January 1995 version.)
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Teaching Note
| HBS Case Collection
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1996
Advertising Council Earth Share Campaign, The: Strategy, Execution, and Final Campaign TN
V. Kasturi Rangan
Keywords: Environmental Sustainability;
Advertising Campaigns;
Advertising Industry;
Citation:
Rangan, V. Kasturi. "Advertising Council Earth Share Campaign, The: Strategy, Execution, and Final Campaign TN." Harvard Business School Teaching Note 596-104, February 1996.
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Teaching Note
| HBS Case Collection
|
1996
Marketing The National Hockey League TN
V. Kasturi Rangan
Teaching Note for (9-596-059).
Keywords: Sports Industry;
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Teaching Note
| HBS Case Collection
|
1996
Sunbeam Television (A) and (B) TN
V. Kasturi Rangan
Teaching Note for (9-596-056) and (9-596-057).
Keywords: Entertainment and Recreation Industry;
Boston;
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Case
| HBS Case Collection
|
1995
(Revised from original version)
Marketing the National Hockey League
V. Kasturi Rangan and Marie Bell
One third of the 24 National Hockey League (NHL) teams are unprofitable. Another third are barely profitable. This case provides the background and market research data to help the senior managers of the NHL make decisions pertaining to how they would like to grow the fan base. The two choices under consideration are network advertising and grassroots marketing.
Keywords: Advertising;
Decision Choices and Conditions;
Management Analysis, Tools, and Techniques;
Marketing Channels;
Marketing Strategy;
Research;
Sports Industry;
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Supplement
| HBS Case Collection
|
1995
(Revised from original version)
Nestle Refrigerated Foods: Contadina Pasta & Pizza (B)
V. Kasturi Rangan and Marie Bell
Supplements the (A) case.
Keywords: Food and Beverage Industry;
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Teaching Note
| HBS Case Collection
|
1995
(Revised from original 1995 version)
Nestle Refrigerated Foods (A): Contadina Pasta & Pizza TN
V. Kasturi Rangan and Marie Bell
Teaching Note for (9-595-035).
Keywords: Food and Beverage Industry;
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Case
| HBS Case Collection
|
1995
(Revised from original version)
RCI Master Distributor: Evolution of Supplier Relationships
V. Kasturi Rangan
Traces the evolution of RCI as a master distributor from the time it was founded in 1946 until 1994. The second-generation owner of the distribution company faces several challenges unique to the 1990s environment that his father did not face. As Danny Schwartz attempts to grapple with those issues, he has to answer the long-term strategic question of the viability of his distribution business.
Keywords: Marketing Strategy;
Distribution Channels;
Problems and Challenges;
Relationships;
Situation or Environment;
Corporate Strategy;
Distribution Industry;
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Case
| HBS Case Collection
|
1995
Citibank Credit Card: Commercials from the Asian-Pacific Region India 1993 Videotape
V. Kasturi Rangan
Keywords: Credit;
Advertising Campaigns;
Banking Industry;
Asia;
Oceania;
India;
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Case
| HBS Case Collection
|
1995
(Revised from original 1992 version)
Advertising Council Earth Share Campaign: Strategy, Execution, and Final Campaign
V. Kasturi Rangan and Jayne D. Kramer
In the several years preceding 1992, there had been a dramatic rise in the public's concern for environmental issues. Yet the Roper Organization reported that fewer than one in ten Americans made personal efforts to help solve environmental problems on a regular basis. The Environmental Federation approached the Advertising Council in New York to develop an advertising campaign to motivate individuals and businesses to modify their actions to restore and protect the environment. The case details three phases of campaign development: research, strategy, and execution.
Keywords: Advertising Campaigns;
Social Marketing;
Corporate Social Responsibility and Impact;
Research;
Environmental Sustainability;
Welfare or Wellbeing;
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Supplement
| HBS Case Collection
|
1995
(Revised from original version)
Citibank: Launching the Credit Card in Asia Pacific (B)
V. Kasturi Rangan
Documents the decision taken by Citibank managers in 1989 regarding a new product.
Keywords: Credit Cards;
Banking Industry;
Asia;
Oceania;
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Case
| HBS Case Collection
|
1995
(Revised from original version)
Morgan Construction Co. (A) (Abridged)
V. Kasturi Rangan
Keywords: Construction Industry;
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Case
| HBS Case Collection
|
1995
(Revised from original version)
Millipore Corporate Strategy
Nitin Nohria and V. Kasturi Rangan
Millipore, a $750 million (sales) company with three divisions, had been growing at a rate of 20% in the 1970s, but this growth rate had slowed considerably in the 1980s. CEO John Gilmartin was looking for ways to reenergize the organization and redirect its strategy to achieve a 15% growth rate for the coming decade.
Keywords: Problems and Challenges;
Corporate Strategy;
Restructuring;
Growth and Development Strategy;
Goals and Objectives;
Business Processes;
Organizational Structure;
Citation:
Nohria, Nitin, and V. Kasturi Rangan. "
Millipore Corporate Strategy." Harvard Business School Case 594-009, March 1995. (Revised from original July 1993 version.)
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Background Note
| HBS Case Collection
|
1995
(Revised from original 1995 version)
New Product Commercialization: Common Mistakes
V. Kasturi Rangan
Addresses the common mistakes made in new product development and launch. Many times customers' and suppliers' perceptions of the degree of product/market innovation do not match. One of them may view the innovations as a "breakthrough," but the other may view it only as an incremental improvement of an existing solution. Such a mismatch will inevitably lead to faculty commercialization. But even if the match is perfect, this note argues that breakthroughs and incremental new products require quite different new product development processes to enable commercial success.
Keywords: Product Development;
Product Launch;
Problems and Challenges;
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Teaching Note
| HBS Case Collection
|
1995
Millipore Corporate Strategy TN
V. Kasturi Rangan
Teaching Note for (9-594-009).
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Teaching Note
| HBS Case Collection
|
1995
Millipore New Product Commercialization TN
V. Kasturi Rangan
Teaching Note for (9-594-010).
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Teaching Note
| HBS Case Collection
|
1995
Northern Telecom (A): Greenwich Investment Proposal (Condensed)and Northern Telecom (B): The Norstar Launch TN
V. Kasturi Rangan
Teaching Note for (9-594-051) and (9-593-104).
Keywords: Investment;
Product Development;
Research and Development;
Telecommunications Industry;
Canada;
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Teaching Note
| HBS Case Collection
|
1995
Becton Dickinson and Company - Vacutainer Systems Division (Condensed) TN
V. Kasturi Rangan
Teaching Note for (9-592-037).
Keywords: Health Industry;
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Teaching Note
| HBS Case Collection
|
1995
GenRad, 1990 (A): At a Crossroads in Electronic Test TN
V. Kasturi Rangan
Keywords: Electronics Industry;
Citation:
Rangan, V. Kasturi. "GenRad, 1990 (A): At a Crossroads in Electronic Test TN." Harvard Business School Teaching Note 595-067, January 1995.
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Teaching Note
| HBS Case Collection
|
1995
Peak Electronics (A), (B),& (C) TN
V. Kasturi Rangan
Keywords: Electronics Industry;
Citation:
Rangan, V. Kasturi. "Peak Electronics (A), (B),& (C) TN." Harvard Business School Teaching Note 595-077, January 1995.
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Teaching Note
| HBS Case Collection
|
1995
(Revised from original version)
Ingersoll-Rand (A), (B), and (C), Teaching Note
V. Kasturi Rangan
Teaching Note for (9-589-121, 122, and 123).
Keywords: Industrial Products Industry;
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Case
| HBS Case Collection
|
1994
(Revised from original version)
Lotus Development Corp. Channel Choice: Direct vs. Distribution
V. Kasturi Rangan
Lotus Development Corp., the number one microsoftware firm has traditionally sold to its customers through a distributor-retail dealer network. In early 1986, the company is considering the option of selling direct to large corporate customers. Students are expected to analyze the pros and cons of such a change in making their decisions.
Keywords: Cost vs Benefits;
Marketing Channels;
Distribution Channels;
Sales;
Software;
Information Technology Industry;
United States;
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Case
| HBS Case Collection
|
1994
(Revised from original version)
Boston Fights Drugs (A): Designing Communications Research
V. Kasturi Rangan
Describes in detail the research mounted by five individuals with a $20,000 budget to combat drug abuse among Boston's school-going population. Using the focus group methodology they discover that most of the current anti-drug advertising is useless. They create their own storyboards but are not sure if they are truly better.
Keywords: Budgets and Budgeting;
Misleading and Fraudulent Advertising;
Communication Intention and Meaning;
Brands and Branding;
Performance Evaluation;
Research and Development;
Segmentation;
Pharmaceutical Industry;
Boston;
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Background Note
| HBS Case Collection
|
1994
(Revised from original version)
What Is Industrial Marketing?
V. Kasturi Rangan
Discusses the key distinguishing aspects of industrial as compared to consumer marketing. These differences are highlighted for organizational as well as marketing mix aspects.
Keywords: Customer Relationship Management;
Innovation Strategy;
Growth and Development Strategy;
Marketing Channels;
Marketing Strategy;
Marketplace Matching;
Organizational Change and Adaptation;
Core Relationships;
Industrial Products Industry;
Manufacturing Industry;
Citation:
Rangan, V. Kasturi. "
What Is Industrial Marketing?" Harvard Business School Background Note 592-012, September 1994. (Revised from original August 1991 version.)
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Case
| HBS Case Collection
|
1994
(Revised from original version)
Millipore New Product Commercialization: A Tale of Two New Products
V. Kasturi Rangan and Kevin Bartus
Millipore, the worldwide leader in separations technology, was in the process of launching two key new products: one a liquid chromatography/mass spectrometer and the other a virus separation membrane. The case documents the product development and commercialization activities undertaken by the company.
Keywords: Business or Company Management;
Product Launch;
Product Development;
Commercialization;
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Background Note
| HBS Case Collection
|
1994
(Revised from original 1994 version)
Beating the Commodity Magnet
V. Kasturi Rangan and George T. Bowman
All markets follow a cycle of growth and maturity, then commoditization and decline. This note argues that while commoditization of an industry may seem inevitable, the better managed firms find a way to make money in the commodity cycle. These firms know how and when to differentiate their products through innovation, service, and customer partnerships; and how and when to offer a "no-frills" product, and seek cost leadership. Four such strategic options are detailed and discussed. A rewritten version of an earlier note.
Keywords: Goods and Commodities;
Financial Markets;
Competitive Strategy;
Financial Services Industry;
Citation:
Rangan, V. Kasturi, and George T. Bowman. "
Beating the Commodity Magnet." Harvard Business School Background Note 594-122, September 1994. (Revised from original June 1994 version.)
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Case
| HBS Case Collection
|
1994
(Revised from original 1993 version)
MathSoft, Inc. (A)
V. Kasturi Rangan
MathSoft's VP of sales has doubled the size of the company's direct field sales force to support the launch of a new, high-end workstation software product priced at almost $9,000. However, sales of the new product are far below plan. At the same time, the VP of marketing is calling for increased magazine advertising to support sales of the company's $349 personal computer software product, which has been marketed through a combination of distributors, retailers, telephone sales, and direct mail. The president of this entrepreneurial company must determine the appropriate channel structure and communications programs for MathSoft's current product line and future growth. Illustrates the close linkages and trade-offs between industrial marketing channels and communications methods and traces the evolution of one company's hybrid marketing channels. Also introduces students to the use of advertising and direct marketing in selling complex, industrial products. For students who have had a quantitative modeling course, the case includes the output of a market response model developed from MathSoft's advertising and sales data.
Citation:
Rangan, V. Kasturi. "
MathSoft, Inc. (A)." Harvard Business School Case 593-094, July 1994. (Revised from original April 1993 version.)
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Background Note
| HBS Case Collection
|
1994
(Revised from original version)
Industrial Marketing
V. Kasturi Rangan and Bruce Isaacson
Keywords: Marketing;
Citation:
Rangan, V. Kasturi, and Bruce Isaacson. "
Industrial Marketing." Harvard Business School Background Note 594-069, July 1994. (Revised from original November 1993 version.)
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Supplement
| HBS Case Collection
|
1994
(Revised from original 1993 version)
MathSoft, Inc. (B)
V. Kasturi Rangan
Describes the president's decision regarding MathSoft's marketing channels and communications methods, and the company's sales results during the next five quarters. The (A) case market response model is also updated.
Keywords: Communication Technology;
Forecasting and Prediction;
Curriculum and Courses;
Learning;
Knowledge Sharing;
Growth and Development Strategy;
Marketing Channels;
Education Industry;
Citation:
Rangan, V. Kasturi. "
MathSoft, Inc. (B)." Harvard Business School Supplement 593-095, June 1994. (Revised from original April 1993 version.)
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Supplement
| HBS Case Collection
|
1994
(Revised from original version)
Peak Electronics: Vendor Relationship with the Ford Motor Co. (B)
V. Kasturi Rangan
Keywords: Electronics Industry;
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Supplement
| HBS Case Collection
|
1994
(Revised from original version)
Peak Electronics: Vendor Relationship with the Ford Motor Co. (C)
V. Kasturi Rangan
Keywords: Electronics Industry;
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Case
| HBS Case Collection
|
1994
(Revised from original version)
Peak Electronics: Vendor Relationship with the Ford Motor Co. (A)
V. Kasturi Rangan
Keywords: Partners and Partnerships;
Relationships;
Electronics Industry;
Auto Industry;
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Case
| HBS Case Collection
|
1994
(Revised from original 1992 version)
Advertising Council Get Out the Vote Campaign: Strategy and Creative Execution
V. Kasturi Rangan and Jayne D. Kramer
Keywords: Advertising Campaigns;
Advertising;
Strategy;
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Background Note
| HBS Case Collection
|
1994
Scope and Challenge of Business-to-Business Marketing
V. Kasturi Rangan
Identifies six key linkages that distinguish business-to-business marketing; three with respect to the external environment (i.e., derived demand, complex buying process, and concentrated customer base) and three with respect to the internal organization (emphasis on technology, high level of customization, and order fulfillment mechanism), which distinguish business-to-business marketing. These linkages give rise to unique challenges in analysis and execution of marketing decisions. After these challenges are discussed the organization is explained. The three core sections, following this introductory section, reflect the product life cycle theme: Managing New Products, Managing Mature Products, and Managing Product Market Diversity.
Keywords: Marketing;
Customers;
Demand and Consumers;
Organizational Structure;
Order Taking and Fulfillment;
Technology;
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Background Note
| HBS Case Collection
|
1994
Designing Channels of Distribution
V. Kasturi Rangan
Presents a framework and a method for addressing the new product channel choice decision. Offers a six-step method that involves: 1) disaggregating and prioritizing a distribution channel by customers' channel function requirements; 2) obtaining and combining customers' (and key informants) evaluations of the channel functions; 3) benchmarking existing channels (own as well as competitors'); 4) identifying and constructing effective channel alternatives; 5) quantifying the short-term and long-term benefits and costs of each alternative; and 6) selecting the appropriate channel by trading off the opportunities versus constraints posed by existing channel networks (if applicable). The method requires extensive management participation to facilitate its implementation. Provides an illustrative application to demonstrate its managerial usefulness.
Keywords: Distribution Channels;
Framework;
Cost;
Customers;
Cost vs Benefits;
Management;
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Background Note
| HBS Case Collection
|
1994
Managing Market Complexity: A Three-Ring Circus
V. Kasturi Rangan
Proposes models of organization that address the various product-market environments posed by the product life cycle. Frames these changes along the two dimensions of uncertainty and diversity. Offers three sets of organizational characteristics to reflect the three stages of market development: entrepreneurship and innovation for stage 1, efficiency and dedication for stage 2, and expansion and coordination for stage 3. Contrary to current wisdom, argues that form (or structure) is as important as process. Concludes with illustrative case examples.
Keywords: Business Processes;
Growth and Development Strategy;
Complexity;
Organizational Structure;
Organizational Culture;
Product Marketing;
Markets;
Product;
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Background Note
| HBS Case Collection
|
1994
Segmenting Customers in Mature Industrial Markets: An Application
V. Kasturi Rangan
In mature industrial markets, segmenting customers by size, industry, or product benefits alone rarely is sufficient. Customer behavior regarding trade-offs between price and service also becomes an important criterion. This note offers a framework to enable such buying-behavior-oriented microsegmentation of industrial customers. It uses the framework to segment the national accounts of a large industrial company and show how the results of the segmentation study may be used to redirect the firm's resources and customer segments.
Keywords: Segmentation;
Framework;
Consumer Behavior;
Marketing Strategy;
Industrial Products Industry;
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Background Note
| HBS Case Collection
|
1994
Reorienting Channels of Distribution
V. Kasturi Rangan
Traditionally, distribution channels have been viewed as vertical marketing systems where responsibility was transferred from one layer to the next, like passing a baton in a relay race. Distribution channels in the future are likely to look more like horizontal alliances of suppliers and intermediaries, all with the aim of efficiently and effectively addressing customers' real needs. These transitions, driven by an underlying change in the economics of production and distribution, are leading to distinct trends in the distribution industry. This note focuses on three primary trends: hybrid channels, multiple channels, and shorter channels. After exploring the challenges managers face as they reorient their distribution, highlights the effects of such changes on supplier-intermediary relationships.
Keywords: Distribution Channels;
Customers;
Supply and Industry;
Alliances;
Performance Efficiency;
Performance Effectiveness;
Change;
Distribution Industry;
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Teaching Note
| HBS Case Collection
|
1994
(Revised from original version)
Ring Medical, Teaching Note
V. Kasturi Rangan
Teaching Note for (9-589-046).
Keywords: Medical Devices and Supplies Industry;
Citation:
Rangan, V. Kasturi. "
Ring Medical, Teaching Note." Harvard Business School Teaching Note 591-076, January 1994. (Revised from original February 1991 version.)
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Case
| HBS Case Collection
|
1993
(Revised from original version)
Partnership for a Drug-Free America (A)
V. Kasturi Rangan, Diana Chapman Walsh, Barbara Moeykens and Rima E. Rudd
Keywords: United States;
Citation:
Rangan, V. Kasturi, Diana Chapman Walsh, Barbara Moeykens, and Rima E. Rudd. "
Partnership for a Drug-Free America (A)." Harvard Business School Case 594-028, December 1993. (Revised from original September 1993 version.)
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Supplement
| HBS Case Collection
|
1993
(Revised from original version)
Partnership for a Drug-Free America (B)
V. Kasturi Rangan, Diana Chapman Walsh, Barbara Moeykens and Rima E. Rudd
Keywords: Health Disorders;
Advertising Campaigns;
Citation:
Rangan, V. Kasturi, Diana Chapman Walsh, Barbara Moeykens, and Rima E. Rudd. "
Partnership for a Drug-Free America (B)." Harvard Business School Supplement 594-029, November 1993. (Revised from original September 1993 version.)
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Supplement
| HBS Case Collection
|
1993
Advertising Council: Corporate Strategy
V. Kasturi Rangan
Keywords: Advertising;
Corporate Strategy;
Advertising Industry;
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Supplement
| HBS Case Collection
|
1993
Advertising Council Get Out the Vote Campaign: Strategy and Creative Execution
V. Kasturi Rangan
Keywords: Advertising;
Corporate Strategy;
Advertising Industry;
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Case
| HBS Case Collection
|
1993
(Revised from original 1988 version)
Ring Medical
V. Kasturi Rangan
Describes the progress of a new product launch (HCS-100, a hospital communication system). Ring Medical has sold only five systems in six months against an annual target of 30. There is a lack of agreement internally on how the new product effort should be organized. In addition, there are differences of opinion on which distribution channels are most appropriate. These issues must be resolved before the board meeting scheduled for the following day.
Keywords: Conferences;
Marketing Strategy;
Product Launch;
Distribution Channels;
Performance;
Citation:
Rangan, V. Kasturi. "
Ring Medical." Harvard Business School Case 589-046, June 1993. (Revised from original September 1988 version.)
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Case
| HBS Case Collection
|
1993
(Revised from original version)
The Advertising Council Teen Alcoholism Campaign: Research and Strategy
V. Kasturi Rangan and Jayne D. Kramer
Keywords: Advertising Campaigns;
Strategy;
Health Disorders;
Social Issues;
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Case
| HBS Case Collection
|
1993
Boston Fights Drugs
V. Kasturi Rangan
Keywords: Social Issues;
Boston;
Citation:
Rangan, V. Kasturi. "
Boston Fights Drugs." Harvard Business School Video Case 593-517, June 1993.
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Case
| HBS Case Collection
|
1993
(Revised from original 1986 version)
Rohm and Haas (A): New Product Marketing Strategy
V. Kasturi Rangan and Lesley Susan
Joan Macey, Rohm and Haas' market manager for Metalworking Fluid Biocides, found that sales of a new biocide, Kathon MWX, was utterly disappointing. This was all the more puzzling since sales of her other product--Kathon 886 MW, a liquid biocide used only in large-capacity tanks--was well on target and held a steady 30% market share. In May 1984, about five months after the new product was launched, Joan Macey was reviewing her entire marketing strategy with a view to bringing Kathon MWX sales closer to target. Of particular concern to her were the distribution and communication strategies used for the new product.
Keywords: Communication Strategy;
Marketing Strategy;
Product Launch;
Distribution;
Performance;
Sales;
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Case
| HBS Case Collection
|
1993
(Revised from original 1987 version)
Atlas Copco (A): Gaining and Building Distribution Channels
V. Kasturi Rangan
Atlas Copco, a Swedish company, holds the highest market share for air compressors worldwide. However, its attempts to enter U.S. markets have been unsuccessful. The case describes a series of strategic distribution maneuvers implemented by the company which enable it to improve market share from about 1% to 10% in ten years. The objective is to gain an understanding of what is involved in building distribution strength.
Keywords: Growth and Development;
Marketing Channels;
Market Entry and Exit;
Market Participation;
Distribution Channels;
Failure;
Industrial Products Industry;
Sweden;
United States;
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Supplement
| HBS Case Collection
|
1993
MathSoft, Inc. (A): Mathcad Demonstration
Gordon Swartz and V. Kasturi Rangan
Keywords: Software;
Education Industry;
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Case
| HBS Case Collection
|
1993
(Revised from original 1990 version)
General Electric Plastics: Organizing the Marketing Function
V. Kasturi Rangan
Describes the rapid growth of General Electric Plastics for over the last decade to a $5 billion (sales) company. The accompanying organizational transitions are described. The task is to design a marketing organization for the coming decade given the anticipated market changes.
Keywords: Transition;
Marketing Strategy;
Organizational Design;
Growth and Development Strategy;
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Case
| HBS Case Collection
|
1993
(Revised from original version)
Ad Council's AIDS Campaign (A): Advertising Strategy
V. Kasturi Rangan and Janet Montgomery
Ad Council wished to run an educational campaign aimed at preventing the spread of AIDS. They were challenged to find acceptable ways to address this very sensitive subject matter--ways that the media and the public would approve. One of the big challenges was to make the word "condom" acceptable to the TV networks as condom use can prevent the spread of the HIV virus. The case gives a brief explanation of the disease and the reasons why Ad Council felt this campaign was necessary. Also outlines the target groups selected and basic strategy. The primary question is "How will this campaign get media approval?"
Keywords: Advertising;
Goals and Objectives;
Social Marketing;
Corporate Social Responsibility and Impact;
Success;
Problems and Challenges;
Social Issues;
Health Industry;
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Supplement
| HBS Case Collection
|
1992
(Revised from original version)
Atlas Copco (B): The Conflict Episode
V. Kasturi Rangan
Describes the sequence of events that led to a conflict with a distributor.
Keywords: Conflict Management;
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Supplement
| HBS Case Collection
|
1992
(Revised from original version)
Atlas Copco (C): The Conflict Episode
V. Kasturi Rangan
Describes the company's response to further problems with a distributor.
Keywords: Conflict Management;
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Teaching Note
| HBS Case Collection
|
1992
(Revised from original version)
Smoke Wars: The Case for and Against the Cigarette Industry, Teaching Note
V. Kasturi Rangan
Keywords: Plant-Based Agribusiness;
Agriculture and Agribusiness Industry;
Citation:
Rangan, V. Kasturi. "Smoke Wars: The Case for and Against the Cigarette Industry, Teaching Note." Harvard Business School Teaching Note 591-092, December 1992. (Revised from original February 1991 version.)
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Case
| HBS Case Collection
|
1992
(Revised from original version)
Smoke Wars: The Case for and Against the Cigarette Industry
V. Kasturi Rangan
Describes the arguments for and against the tobacco industry. With the per capita demand for cigarettes steadily declining by 2% to 3% every year, the tobacco companies have been using various approaches to stem the tide. Many such moves, however, have come under attack from public policy activists, whose proactive moves themselves have come under attack from cigarette companies.
Keywords: Debates;
Marketing Strategy;
Demand and Consumers;
Performance;
Social Issues;
Consumer Products Industry;
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Supplement
| HBS Case Collection
|
1992
(Revised from original version)
Rohm and Haas (B): 1989 Update on Kathon MWX
V. Kasturi Rangan
Updates the decision issues faced by Rohm and Haas in launching Kathon MWX for small customers.
Keywords: Decision Making;
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Supplement
| HBS Case Collection
|
1992
(Revised from original version)
Ad Council's AIDS Campaign (B): Program Adoption
V. Kasturi Rangan and Janet Montgomery
The answer to the (A) case. Explains Ad Council's plan. Outlines alliance with American Advertising Federation to enlist support of local Ad clubs, media presentation, and implementation strategy.
Keywords: Health Disorders;
Advertising Campaigns;
Advertising Industry;
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Teaching Note
| HBS Case Collection
|
1992
(Revised from original version)
New York Against AIDS (A) & (B) and Ad Council's AIDS Campaign (A) & (B), Teaching Note
V. Kasturi Rangan
Teaching Note for (9-590-036), (9-590-037), (9-590-105), and (9-590-106).
Keywords: Health Disorders;
Advertising Campaigns;
Advertising Industry;
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Case
| HBS Case Collection
|
1992
(Revised from original version)
New York Against AIDS (A): The Saatchi & Saatchi Compton Advertising Campaign
V. Kasturi Rangan and Sohel Karim
Describes the background leading to the development of an advertising campaign to help prevention of AIDS in New York City. The three television networks, however, for various reasons reject the campaign, to the dismay of Saatchi & Saatchi executives.
Keywords: Advertising Campaigns;
Growth and Development;
Health Care and Treatment;
Marketing Communications;
Failure;
Advertising Industry;
New York (city, NY);
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Supplement
| HBS Case Collection
|
1992
(Revised from original version)
New York Against AIDS (B): Backlash to the Advertising Campaign
V. Kasturi Rangan and Sohel Karim
Provides a follow-up to the (A) case.
Keywords: Health Disorders;
New York (city, NY);
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Supplement
| HBS Case Collection
|
1992
(Revised from original version)
Boston Fights Drugs (B): Converting Research to Action
V. Kasturi Rangan and Jennifer Lawrence
Describes the results of the advertising pre-test described in the (A) case. The group must now decide how to implement its findings for maximum impact.
Keywords: Advertising;
Welfare or Wellbeing;
Strategy;
Advertising Industry;
Boston;
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Case
| HBS Case Collection
|
1992
(Revised from original version)
Norton Group PLC: To Be or Not to Be in the Motorcycle Business (A)
V. Kasturi Rangan and Jon Skofic
Norton, a once famous motorcycle manufacturer, soundly beaten by Japanese competition, turns its attention to developing rotary engines. The company is acquired by Norton Group PLC, which is headed by a dashing entrepreneur. The new management must decide what direction to give the company and what projects to concentrate on, especially since the financial resources at the company's command are limited.
Keywords: Acquisition;
Decision Choices and Conditions;
Corporate Entrepreneurship;
Human Resources;
Crisis Management;
Resource Allocation;
Production;
Competition;
Auto Industry;
Motorcycle Industry;
Japan;
United Kingdom;
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Supplement
| HBS Case Collection
|
1992
(Revised from original version)
Norton Group PLC: To Be or Not to Be in the Motorcycle Business (B)
V. Kasturi Rangan and Jon Skofic
Outlines the decisions taken by the company's management team in response to the challenges posed in Norton Group PLC (A). For each such decision, further data is provided for students to ponder the effectiveness of the action steps undertaken.
Keywords: Motorcycle Industry;
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Case
| HBS Case Collection
|
1992
(Revised from original version)
Hewlett-Packard (A): Organizing New Product Sales Channels--1986
V. Kasturi Rangan and Joseph G. Finegold
Keywords: Sales;
Product Launch;
Marketing Channels;
Computer Industry;
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Case
| HBS Case Collection
|
1992
(Revised from original version)
Ingersoll-Rand (A): Managing Multiple Channels--1985
V. Kasturi Rangan and E. Raymond Corey
James Clabough, marketing vice president at Ingersoll-Rand, has to decide on the distribution policy for a new product. The decision has marketing as well as organizational ramifications.
Keywords: Decisions;
Leadership Style;
Marketing Channels;
Product Launch;
Distribution;
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Case
| HBS Case Collection
|
1992
(Revised from original version)
Hewlett-Packard (B): Organizing New Product Sales Channels--1987
V. Kasturi Rangan
Keywords: Sales;
Product Launch;
Marketing Channels;
Computer Industry;
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Case
| HBS Case Collection
|
1991
(Revised from original version)
National Aeronautics and Space Administration (NASA)
V. Kasturi Rangan and Steven Russel
Keywords: Aerospace Industry;
United States;
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Supplement
| HBS Case Collection
|
1991
(Revised from original version)
Ingersoll-Rand (B): Managing Multiple Channels--1986
V. Kasturi Rangan
Peter Baldwin takes over Clabough's job and is charged with the responsibility to improve sales force morale, control expenses, and improve market share.
Keywords: Salesforce Management;
Supply and Industry;
Management Teams;
Industrial Products Industry;
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Supplement
| HBS Case Collection
|
1991
(Revised from original version)
Ingersoll-Rand (C): Managing Multiple Channels--1987
V. Kasturi Rangan
Describes the actions taken by Peter Baldwin to address the issues.
Keywords: Industrial Products Industry;
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Background Note
| HBS Case Collection
|
1991
(Revised from original version)
Focusing the Concept of Social Marketing
V. Kasturi Rangan
Examines those social marketing situations that pose challenges for adoption of conventional marketing principles. In addition to discussing how they differ the note explores underlying reasons and suggests alternate ways of conceptualizing such problems.
Keywords: Social Marketing;
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Case
| HBS Case Collection
|
1991
(Revised from original version)
TBIRD: The Thai Business Initiative in Rural Development
V. Kasturi Rangan
During the period of 1987 to 1990, while Thailand had one of the fastest growing economies in the world (average growth rate of 12%), the income disparity between its rural and urban population (especially Bangkok City) was growing increasingly worse. Mechai Viravaidya, founder of Thailand's most successful family planning program, came out with an interesting idea to address this disparity. Named TBIRD, the idea involved convincing businesses to each adopt a village to transfer management skills to the village population. The case describes the implementation of the concept and raises several challenges for students to address.
Keywords: Economic Growth;
Management Skills;
Programs;
Wealth and Poverty;
Thailand;
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Teaching Note
| HBS Case Collection
|
1991
(Revised from original version)
Industrial Marketing, Instructor's Course Overview
V. Kasturi Rangan
Keywords: Marketing;
Citation:
Rangan, V. Kasturi. "Industrial Marketing, Instructor's Course Overview." Harvard Business School Teaching Note 591-102, March 1991. (Revised from original March 1991 version.)
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Supplement
| HBS Case Collection
|
1991
(Revised from original version)
Population Services International: The Social Marketing Project in Bangladesh, Video
V. Kasturi Rangan
Population Services International, a not-for-profit agency founded to promote family planning information and to market birth control products, had an agreement with the government of Bangladesh to conduct a social marketing program using modern marketing techniques to sell subsidized contraceptives through commercial outlets. This videotape contains a documentary introducing the Bangladesh Social Marketing Project, some family planning commercials, and a film serial.
Keywords: Social Marketing;
Health;
Advertising;
Marketing;
Nonprofit Organizations;
Government and Politics;
Agreements and Arrangements;
Health Industry;
Bangladesh;
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Teaching Note
| HBS Case Collection
|
1991
Norton Group PLC: To Be or Not to Be in the Motorcycle Business (A) and (B), Teaching Note
V. Kasturi Rangan
Teaching Note for (9-589-013) and (9-589-014).
Keywords: Auto Industry;
Motorcycle Industry;
Japan;
United Kingdom;
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Teaching Note
| HBS Case Collection
|
1991
General Electric Plastics: Organizing the Marketing Function, Teaching Note
V. Kasturi Rangan
Teaching Note for (9-591-029).
-
Teaching Note
| HBS Case Collection
|
1991
(Revised from original version)
Hewlett-Packard (A) and (B): Organizing New Product Sales Channels, Teaching Note
V. Kasturi Rangan
Keywords: Product Launch;
Computer Industry;
Citation:
Rangan, V. Kasturi. "Hewlett-Packard (A) and (B): Organizing New Product Sales Channels, Teaching Note." Harvard Business School Teaching Note 591-078, February 1991. (Revised from original January 1991 version.)
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Teaching Note
| HBS Case Collection
|
1990
ROLM: The Sigma Introduction, Teaching Note
V. Kasturi Rangan
Teaching Note for (9-590-082).
-
Teaching Note
| HBS Case Collection
|
1989
(Revised from original version)
Lotus Development Corp. Channel Choice: Direct vs. Distribution, Teaching Note
V. Kasturi Rangan
Teaching Note for (9-587-078).
Keywords: Software;
Information Technology Industry;
-
Teaching Note
| HBS Case Collection
|
1989
(Revised from original version)
Atlas Copco (A): Gaining and Building Distribution Channels, (B) and (C): The Conflict Episode, Teaching Note
V. Kasturi Rangan
Teaching Note for (9-588-004), (9-588-020), and (9-588-021).
Keywords: Marketing Channels;
Conflict Management;
Distribution Industry;
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Teaching Note
| HBS Case Collection
|
1989
(Revised from original version)
Rohm and Haas (A): New Product Marketing Strategy, Teaching Note
V. Kasturi Rangan
Teaching Note for (9-587-055).
Keywords: Chemical Industry;
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Case
| HBS Case Collection
|
1989
(Revised from original version)
Ingersoll-Rand: Channel Selection and Management
E. Raymond Corey and V. Kasturi Rangan
Keywords: Marketing Channels;
Marketing;
Management;
Industrial Products Industry;
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Teaching Note
| HBS Case Collection
|
1989
(Revised from original version)
Population Services International: The Social Marketing Project in Bangladesh, Teaching Note
V. Kasturi Rangan
Teaching Note for (9-586-013).
Keywords: Demographics;
Social Marketing;
Bangladesh;