Michael Y. Yoshino

Herman C. Krannert Professor of Business Administration, Emeritus

Professor Yoshino holds the Herman C. Krannert Chair in Business Administration at the Harvard Business School and is a Director of Research. He specializes in global strategy and management, competitive strategy, and general management. A founding member of the Executive Committee of the Edwin O. Reischauer Institute at Harvard, he has also served on the Board of Directors of the National Bureau of Economic Research, the leading economic research organization in the United States.

Professor Yoshino earned his Ph.D. from Stanford University and joined the Harvard Business School faculty in 1971. At Harvard, he has taught in the MBA program, the Advanced Management Program, the Program for Management Development and the International Senior Management Program in Switzerland.

Professor Yoshino has held a variety of administrative positions at the Harvard Business School, including serving as Director of Research and Chair of the General Management Area. He has also served on the Editorial Board of the Harvard Business Review.

Professor Yoshino has written widely. His latest books include Invisible Link: Organization of Trade (the MIT Press) and Strategic Alliances (the Harvard Business School Press).

Professor Yoshino has extensive consulting experience in the areas of global strategy, competitive strategy, and general management. He has extensive experience as well in designing and teaching executive development programs for major corporations and government agencies worldwide. His past and present clients include IBM, Eli Lilly, Dun and Bradstreet, British Petroleum, and Philips.

Professor and Mrs. Yoshino have two grown children and reside in Cambridge, Massachusetts.

Cases and Teaching Materials

  1. Globalization at Komatsu

    Michael Y. Yoshino

    The case captures the challenges Komatsu, the second largest manufacturer of the earth moving equipment faced during the past five decades as it sought to globalize its operations. By 2007, it had become the second largest manufacturer of the earth moving equipment with more than 80% of its sales coming from outside of Japan. It has built a network of plants, distributors and service centers around the world. Senior management is convinced that a major reason for its success is its culture, recently articulated as the Komatsu Way. The central issue in the case is how to transmit and embed it to its far flung operations throughout the world.

    Keywords: Multinational Firms and Management; Distribution Channels; Production; Organizational Culture; Networks; Partners and Partnerships; Manufacturing Industry; Japan;

    Citation:

    Yoshino, Michael Y. "Globalization at Komatsu." Harvard Business School Case 910-415, April 2010. View Details
  2. Transformation of Matsushita Electric Industrial (Abridged)

    Michael Y. Yoshino and Endo Yukihiko

    This is an abridged version of “Transformation of Matsushita Electric Industrial” (A), (B), and (C), HBS cases 905-412, 413, and 414.

    Keywords: Change Management; Corporate Strategy; Leadership; Electronics Industry;

    Citation:

    Yoshino, Michael Y., and Endo Yukihiko. "Transformation of Matsushita Electric Industrial (Abridged)." Harvard Business School Case 910-416, March 2010. View Details
  3. Silvio Napoli at Schindler India (A)

    Christopher A. Bartlett, Michael Y. Yoshino and Perry Fagan

    A young Italian MBA working for a Swiss multinational is sent to India to establish a subsidiary and implement the strategy he prepared at headquarters as a strategic planner. This case focuses on three core strategic decisions he must make as his plan is challenged by his local Indian management team and Schindler's European plants supplying him. A rewritten version of an earlier case.

    Keywords: Business Subsidiaries; Decisions; Cross-Cultural and Cross-Border Issues; Employees; Management Teams; Strategic Planning; India; Switzerland;

    Citation:

    Bartlett, Christopher A., Michael Y. Yoshino, and Perry Fagan. "Silvio Napoli at Schindler India (A)." Harvard Business School Case 303-086, February 2003. (Revised November 2006.) View Details
  4. Implementing the Nissan Renewal Plan

    Michael Y. Yoshino and Masako Egawa

    Carlos Ghosn, a former executive vice-president of Renault, became the COO of Nissan Motor Co., a troubled auto company in Japan when Renault bought 38% of the company in 1999. This case deals with how Ghosn turned the company around. Examines in considerable detail how he went about successfully energizing and mobilizing the demoralized employees after a decade of failed efforts. A rewritten version of an earlier case.

    Keywords: Acquisition; Change Management; Employees; Leading Change; Strategic Planning; Motivation and Incentives; Auto Industry; Japan;

    Citation:

    Yoshino, Michael Y., and Masako Egawa. "Implementing the Nissan Renewal Plan." Harvard Business School Case 303-111, February 2003. (Revised June 2006.) View Details
  5. Andersen Consulting - EMEAI: Reorganization for Revitalization

    Ashish Nanda and Michael Y. Yoshino

    Vernon Ellis, managing partner of Andersen Consulting -- Europe, Middle East, Africa, and India (AC -- EMEAI), is considering how best to reorganize. AC -- EMEAI has grown rapidly over the past five years to become Europe's largest consulting operation. However, Ellis feels that the organization needs to be reconfigured if it has to continue on its trajectory of rapid growth. Each of the various alternatives that he is considering offers intriguing potential benefits but also carries considerable risks.

    Keywords: Restructuring; Organizational Change and Adaptation; Business or Company Management; Organizational Design; Growth Management; Cost vs Benefits; Leading Change; Management Teams; Consulting Industry; Europe; Africa; India; Middle East;

    Citation:

    Nanda, Ashish, and Michael Y. Yoshino. "Andersen Consulting - EMEAI: Reorganization for Revitalization." Harvard Business School Case 396-007, October 1995. (Revised May 2006.) View Details
  6. Nissan Motor Co., Ltd., 2002

    Michael Y. Yoshino and Masako Egawa

    Carlos Ghosn, a former executive vice president of Renault, became the COO of Nissan Motor Co., a troubled auto company in Japan when Renault bought 38% of the company in 1999. This case deals with how Ghosn turned the company around. Examines in considerable detail how he went about successfully energizing and mobilizing the demoralized employees after a decade of failed efforts. Having successfully transformed itself, the company faces a series of major challenges in the global marketplace.

    Keywords: Acquisition; Transformation; Globalization; Leadership Development; Problems and Challenges; Auto Industry; Japan;

    Citation:

    Yoshino, Michael Y., and Masako Egawa. "Nissan Motor Co., Ltd., 2002." Harvard Business School Case 303-042, October 2002. (Revised February 2006.) View Details
  7. Transformation of Matsushita Electric Industrial Co., Ltd. 2005 (A)

    Michael Y. Yoshino and Yukihiko Endo

    The company, once an outstanding Japan-based global leader in electronics and major appliances, suffered poor performance during the 1990s. Kunio Nakamura became CEO in 2001 and sought to transform the company in a fundamental way. Examines the company's history, distinct management system, and culture as well as the challenges facing Nakamura. Also examines his initial efforts.

    Keywords: Transformation; Business History; Leading Change; Management Systems; Organizational Change and Adaptation; Organizational Culture; Performance Improvement; Electronics Industry; Japan;

    Citation:

    Yoshino, Michael Y., and Yukihiko Endo. "Transformation of Matsushita Electric Industrial Co., Ltd. 2005 (A)." Harvard Business School Case 905-412, June 2005. View Details
  8. Transforming Mitsubishi Corporation, 2004

    Michael Y. Yoshino and Haruki Umezawa

    A leading Japanese general trading company with an extensive global presence is in the process of transformation. For some time, in response to the rapidly changing business environment, the company has made serious efforts to transform itself from an organization specializing in trading to one with diverse activities, including trading. Examines the challenges facing the organization throughout that process. Includes color exhibits.

    Keywords: Business or Company Management; Transformation; Change Management; Problems and Challenges; Diversification; Strategy; Organizational Change and Adaptation; Globalized Firms and Management;

    Citation:

    Yoshino, Michael Y., and Haruki Umezawa. "Transforming Mitsubishi Corporation, 2004." Harvard Business School Case 904-419, March 2004. (Revised April 2004.) View Details
  9. NutraSweet in China (A)

    Michael Y. Yoshino and Carin-Isabel Knoop

    Eve Stacey, a recent Harvard MBA, has the challenging task of evaluating the market opportunity for NutraSweet in China. She must decide how best to develop the market for the product in China. May be used with NutraSweet in China (B).

    Keywords: Marketing Strategy; Product Launch; Product; Familiarity; Commercialization; China;

    Citation:

    Yoshino, Michael Y., and Carin-Isabel Knoop. "NutraSweet in China (A)." Harvard Business School Case 397-029, August 1996. (Revised October 2003.) View Details
  10. Renault-Nissan Alliance, The

    Michael Y. Yoshino and Perry Fagan

    On Wednesday, May 29, 2002, the board of directors of Renault-Nissan BV (RNBV) met for the first time to discuss the state of the alliance between Renault SA and Nissan Motors-two of the world's largest automakers. RNBV was a 50/50 joint venture company established in March of that year to oversee the strategy of the alliance and all activities undertaken jointly by Renault and Nissan. The new company would "steer alliance strategy and supervise common activities on a global level, while respecting the identity and culture of each company and not interfering in operations." Executives at both companies believed much had been accomplished in the first three years of the alliance. Nissan, under Carlos Ghosn's leadership, had improved its finances dramatically and was rapidly reemerging as a major player in the global auto industry. Moreover, the alliance partners were in line with their initial forecast of $3.3 billion in cost savings and synergies promised by 2002, according to their internal reporting. As the board prepared to meet, Louis Schweitzer and Ghosn believed the alliance faced difficult challenges ahead. To what extent would the two companies be able to realize further savings and synergies, particularly in the areas of manufacturing and additional sales? How should the RNBV board address issues that had surfaced as employees of the two firms worked together across disparate corporate and national cultures, functions, and geographies? Ultimately, would the two firms be able to strike a balance between deepening their alliance while "respecting the identity and culture of each company and not interfering in operations?"

    Keywords: Joint Ventures; Global Strategy; Organizational Culture; Alliances; Business or Company Management; Mergers and Acquisitions; Management Analysis, Tools, and Techniques; Auto Industry;

    Citation:

    Yoshino, Michael Y., and Perry Fagan. "Renault-Nissan Alliance, The." Harvard Business School Case 303-023, May 2003. View Details
  11. Shinsei Bank (D)

    Michael Y. Yoshino and Perry Fagan

    One year later, Yashiro and his management team can be proud of the young bank's first-year results, but face a set of difficult implementation issues.

    Keywords: Financial Reporting; Restructuring; Management Systems; Management Teams; Success; Banking Industry;

    Citation:

    Yoshino, Michael Y., and Perry Fagan. "Shinsei Bank (D)." Harvard Business School Case 302-039, August 2001. (Revised October 2001.) View Details
  12. Shinsei Bank (A)

    Michael Y. Yoshino and Perry Fagan

    In a deal marking the first acquisition of a domestic Japanese financial institution by foreigners, a consortium of Western investors purchased the assets of the Long Term Credit Bank (LTCB) of Japan in March 2000. The new management renames the bank Shinsei Bank, meaning new birth, and sets about implementing a bold new strategy calling for a hybrid bank that includes commercial, retail, and investment banking activities, managed according to Western banking principles. This case reviews the events that led up to LTCBs failure, nationalization, and subsequent purchase. The job of making the hybrid bank work falls to Shinsei president and CEO Masamoto Yashiro. Yashiro wonders how he can manage this hybrid bank.

    Keywords: Acquisition; Assets; Banks and Banking; Investment; Business or Company Management; Managerial Roles; Organizational Structure; Failure; Adaptation; Banking Industry; Japan;

    Citation:

    Yoshino, Michael Y., and Perry Fagan. "Shinsei Bank (A)." Harvard Business School Case 302-036, August 2001. (Revised October 2001.) View Details
  13. Editora Abril S.A.

    Michael Y. Yoshino and Perry Fagan

    Brazil's media conglomerate Editora Abril S.A. is Latin America's largest publishing and printing company; it publishes books, and comic books, videos, maps, travel guides, music, and textbooks. It also owns Brazil's largest database marketing company, its second-largest pay television service, and its first broadband Internet access service; an interactive music Website; and stakes in the coutry's largest Internet access provider and its MTV license. Roberto Civita, Abril's 64-year-old chairman, CEO, and sole owner needs to decide how to grow the enterprise that his father founded. He and his two sons have several options: continue to grow their core magazine business in Brazil, expand regionally, invest in new venues such as broadcasting, take the company public, and/or manage the succession. This case describes Abril's development to date and the challenges it faces in 2000.

    Keywords: Business Conglomerates; Investment; Growth and Development Strategy; Marketing Communications; Market Design; Media; Service Delivery; Private Ownership; Expansion; Web Sites; Publishing Industry; Service Industry; Brazil;

    Citation:

    Yoshino, Michael Y., and Perry Fagan. "Editora Abril S.A." Harvard Business School Case 301-062, October 2000. (Revised May 2001.) View Details
  14. Sime Darby Berhad (A): 1995

    Tarun Khanna, Michael Y. Yoshino and Danielle J. Melito

    Sime Darby is one of South Asia's largest regional conglomerates. In 1995, it is contemplating entry into the fast-growing financial services sector in Malaysia through the acquisition of a Malaysian bank. This is in keeping with its activities mirroring those of the Malaysian economy. The case discusses whether to proceed with the acquisition. Exposes the underlying sources of value creation of the conglomerate in the institutional context, which affect the costs and benefits of broad corporate scope, especially the evolving capital market and the tight interrelationship between business and politics.

    Keywords: Acquisition; Business Conglomerates; Economy; Capital Markets; Emerging Markets; Business and Government Relations; Corporate Strategy; Value Creation; Financial Services Industry; Malaysia;

    Citation:

    Khanna, Tarun, Michael Y. Yoshino, and Danielle J. Melito. "Sime Darby Berhad (A): 1995." Harvard Business School Case 797-017, November 1996. (Revised March 2001.) View Details
  15. Hewlett-Packard Co.'s Home Products Division in Europe (A)

    Michael Y. Yoshino and Carin-Isabel Knoop

    In 1995, Hewlett-Packard Home Products Division (HPD) has the assignment to make Hewlett-Packard the third major home PC player worldwide. With the U.S. launch imminent, the HPD team has to decide how to enter the European market.

    Keywords: Decisions; Globalization; Product Launch; Market Entry and Exit; Competition; Information Technology; Technology Industry; Europe; United States;

    Citation:

    Yoshino, Michael Y., and Carin-Isabel Knoop. "Hewlett-Packard Co.'s Home Products Division in Europe (A)." Harvard Business School Case 397-001, August 1996. (Revised November 2000.) View Details
  16. Eli Lilly, 1998 (A): Strategic Challenges

    Michael Y. Yoshino and Thomas W. Malnight

    Deals with key strategic challenges facing Eli Lilly, a highly successful U.S.-based drug company.

    Keywords: Problems and Challenges; Strategy; Pharmaceutical Industry;

    Citation:

    Yoshino, Michael Y., and Thomas W. Malnight. "Eli Lilly, 1998 (A): Strategic Challenges." Harvard Business School Case 399-173, June 1999. (Revised October 1999.) View Details
  17. Argentina's YFP Sociedad Anonima (E): A New Era

    Michael Y. Yoshino, Carin-Isabel Knoop and Cate Reavis

    In June 1999, Spain's former state-owned oil giant Repsol, acquired 97% of YPF, despite opposition from YPF management. The case describes the status of the two companies at the time of the acquisition and highlights concerns expressed by industry analysts on the deal.

    Keywords: Non-Renewable Energy; State Ownership; Acquisition; Decisions; Profit; Privatization; Corporate Strategy; Mining Industry; Energy Industry; Argentina; Spain;

    Citation:

    Yoshino, Michael Y., Carin-Isabel Knoop, and Cate Reavis. "Argentina's YFP Sociedad Anonima (E): A New Era." Harvard Business School Case 300-028, October 1999. View Details
  18. Eli Lilly, 1998 (B): Emerging Global Organization

    Michael Y. Yoshino and Thomas W. Malnight

    Examines major issues faced by Eli Lilly as it evaluates the appropriateness of a focused matrix organization with extensive use of cross-functional teams.

    Keywords: Business Model; Geography; Globalized Firms and Management; Growth and Development; Knowledge; Management Teams; Product; Organizations; Pharmaceutical Industry;

    Citation:

    Yoshino, Michael Y., and Thomas W. Malnight. "Eli Lilly, 1998 (B): Emerging Global Organization." Harvard Business School Case 399-174, June 1999. (Revised October 1999.) View Details
  19. Hewlett-Packard Co.'s Home Products Division (C): Lessons from Europe

    Michael Y. Yoshino and Carin-Isabel Knoop

    Supplements the (A) case.

    Keywords: Technology Industry; United States; Europe;

    Citation:

    Yoshino, Michael Y., and Carin-Isabel Knoop. "Hewlett-Packard Co.'s Home Products Division (C): Lessons from Europe." Harvard Business School Case 399-060, November 1998. (Revised August 1999.) View Details
  20. Hans Fritz at Novartis Thailand (A): The First Month

    Michael Y. Yoshino and Carin-Isabel Knoop

    Dr. Hans Fritz is 37 years old when he arrives in Bangkok on March 1, 1998 to assume his position as general manager of Novartis Thailand. Novartis is the world's largest pharmaceutical company. He had lobbied to transition from a staff position to this line management assignment. He encounters an organization in chaos, a demoralized staff, and a market in crisis. The case describes his first month in this new position. His most important task at this stage is to set priorities when everything needs to be done at once. He has to decide whom to trust on his team and what to do in the short, medium, and long term.

    Keywords: Management Teams; Organizational Structure; Transition; Organizational Change and Adaptation; Working Conditions; Organizational Culture; Growth and Development Strategy; Crisis Management; Decision Making; Pharmaceutical Industry; Thailand;

    Citation:

    Yoshino, Michael Y., and Carin-Isabel Knoop. "Hans Fritz at Novartis Thailand (A): The First Month." Harvard Business School Case 399-123, March 1999. View Details
  21. Argentina's YPF Sociedad Anonima (D): The International Platform

    Michael Y. Yoshino and Carin-Isabel Knoop

    In March 1995, YPF (the former Argentine state-owned oil and gas utility, privatized in late 1993) acquired the Dallas-based Maxus Energy Corp., one of the world's largest independent oil and gas exploration companies. YPF's first acquisition is nearly bankrupt, with close to $1 billion in long-term debt. Roberto Monti takes over as CEO in August 1995. The case describes the steps he took to stem losses at Maxus before being named CEO of YPF in April 1997.

    Keywords: Mergers and Acquisitions; Globalization; Borrowing and Debt; Privatization; Managerial Roles; Energy Industry; Argentina; Texas;

    Citation:

    Yoshino, Michael Y., and Carin-Isabel Knoop. "Argentina's YPF Sociedad Anonima (D): The International Platform." Harvard Business School Case 398-005, August 1997. (Revised February 1999.) View Details
  22. Otis Elevator Company (A): China Strategy

    Michael Y. Yoshino and Thomas W. Malnight

    Examines the evolution of Otis's joint venture in China, from inception to the political crisis in 1989. Raises the question of whether or not the company should make an additional investment in the aftermath of the Tiananmen Square incident.

    Keywords: Joint Ventures; Decisions; Investment; Globalization; Government Administration; Business and Government Relations; Strategy; China;

    Citation:

    Yoshino, Michael Y., and Thomas W. Malnight. "Otis Elevator Company (A): China Strategy." Harvard Business School Case 396-098, October 1995. (Revised December 1998.) View Details
  23. TNT Limited's Logistics Services in Asia (D): Managing the "Asian Contagion"

    Michael Y. Yoshino, Carin-Isabel Knoop and Cate Reavis

    Supplements the (A) case.

    Keywords: Transportation Industry; Asia; China; Thailand; Indonesia;

    Citation:

    Yoshino, Michael Y., Carin-Isabel Knoop, and Cate Reavis. TNT Limited's Logistics Services in Asia (D): Managing the "Asian Contagion". Harvard Business School Case 398-090, June 1998. (Revised November 1998.) View Details
  24. Corning Glass Works International (C2)

    Christopher A. Bartlett and Michael Y. Yoshino

    Follows the impact of a change in global strategy on a diversified company's global organization structure. Reviews the company's subsequent performance internationally. Also presents reflections by top management on future possible change in the organization structure.

    Keywords: Global Strategy; Change; Performance; Globalized Firms and Management; Management Teams; Manufacturing Industry;

    Citation:

    Bartlett, Christopher A., and Michael Y. Yoshino. "Corning Glass Works International (C2)." Harvard Business School Supplement 381-164, March 1981. (Revised November 1998.) View Details
  25. Corning Glass Works International (A)

    Christopher A. Bartlett and Michael Y. Yoshino

    Follows the impact of a change in global strategy on a diversified company's global organization structure. Traces two failed attempts at bringing a business perspective to a geographic organization, and poses the problem of what the international division president can do.

    Keywords: Disruption; Framework; Global Strategy; Organizational Structure; Perspective; Power and Influence;

    Citation:

    Bartlett, Christopher A., and Michael Y. Yoshino. "Corning Glass Works International (A)." Harvard Business School Case 381-160, March 1981. (Revised October 1998.) View Details
  26. Hewlett-Packard Co.'s Home Products Division (B): Pulling Out of the German Market

    Michael Y. Yoshino and Carin-Isabel Knoop

    Supplements the (A) case.

    Keywords: Technology Industry; United States; Europe;

    Citation:

    Yoshino, Michael Y., and Carin-Isabel Knoop. "Hewlett-Packard Co.'s Home Products Division (B): Pulling Out of the German Market." Harvard Business School Case 398-002, September 1997. (Revised September 1998.) View Details
  27. Li & Fung: Beyond "Filling in the Mosaic," 1995-1998

    Michael Y. Yoshino, Carin-Isabel Knoop and Anthony St. George

    In early 1998, William and Victor Fung had to review their business, the Li & Fung Group, to plan for the next three years. Examines strategic and organizational issues including company culture, international expansion, and venture capital projects. A rewritten version of an earlier case.

    Keywords: Management Teams; Venture Capital; Organizational Culture; Global Strategy; Opportunities; Problems and Challenges; Strategic Planning; Asia;

    Citation:

    Yoshino, Michael Y., Carin-Isabel Knoop, and Anthony St. George. Li & Fung: Beyond "Filling in the Mosaic," 1995-1998. Harvard Business School Case 398-092, January 1998. (Revised June 1998.) View Details
  28. Argentina's YPF Sociedad Anonima (Abridged)

    Michael Y. Yoshino, Carin-Isabel Knoop and Cate Reavis

    Describes the privatization of YPF Sociedad Anonima and the company's dilemma of whether to acquire a troubled U.S. oil company as a way of becoming a global oil company.

    Keywords: Mergers and Acquisitions; Globalization; Privatization;

    Citation:

    Yoshino, Michael Y., Carin-Isabel Knoop, and Cate Reavis. "Argentina's YPF Sociedad Anonima (Abridged)." Harvard Business School Case 398-064, March 1998. (Revised May 1998.) View Details
  29. Egon Zehnder International: Implementing Practice Groups

    Michael Y. Yoshino, Carin-Isabel Knoop and Cate Reavis

    Since its creation in 1964, executive search firm Egon Zehnder International (EZI) marketed its consultants as "generalists." As searches became more global and industry-specific in the 1990s, CEO Daniel Meiland decided the firm needed to offer specialized services. By 1995, industry-specific practice groups were incorporated into EZI's organizational structure. The case examines how practice groups might affect EZI's ability to maintain its "one firm" egalitarian philosophy. A rewritten version of an earlier case.

    Keywords: Business Units; Global Strategy; Leadership; Brands and Branding; Service Operations; Organizational Structure; Consulting Industry; Service Industry;

    Citation:

    Yoshino, Michael Y., Carin-Isabel Knoop, and Cate Reavis. "Egon Zehnder International: Implementing Practice Groups." Harvard Business School Case 398-052, March 1998. (Revised April 1998.) View Details
  30. Argentina's YPF Sociedad Anonima (A)

    Michael Y. Yoshino and Carin-Isabel Knoop

    Examines the process of privatization and transformation the company underwent and identifies challenges facing the company as it seeks to become a global oil company.

    Keywords: Transformation; Globalization; Privatization; Problems and Challenges;

    Citation:

    Yoshino, Michael Y., and Carin-Isabel Knoop. "Argentina's YPF Sociedad Anonima (A)." Harvard Business School Case 396-023, September 1995. (Revised March 1998.) View Details
  31. Argentina's YPF Sociedad Anonima (B)

    Michael Y. Yoshino and Carin-Isabel Knoop

    YPF, a recently privatized and restructured Argentine-based oil company now turns its attention to international expansion and faces an opportunity to acquire Maxus, a troubled U.S. oil company. The case discusses whether the company should go ahead with the proposed acquisition.

    Keywords: Acquisition; Non-Renewable Energy; Globalization; Emerging Markets; Market Entry and Exit; Privatization; Natural Environment; Expansion; United States; Argentina;

    Citation:

    Yoshino, Michael Y., and Carin-Isabel Knoop. "Argentina's YPF Sociedad Anonima (B)." Harvard Business School Case 396-024, September 1995. (Revised March 1998.) View Details
  32. European Bank for Reconstruction and Development in 1997, The: Defining a Market Exit Strategy

    Michael Y. Yoshino and Carin-Isabel Knoop

    Keywords: Banks and Banking; Market Entry and Exit; Strategy; Banking Industry; Europe;

    Citation:

    Yoshino, Michael Y., and Carin-Isabel Knoop. "European Bank for Reconstruction and Development in 1997, The: Defining a Market Exit Strategy." Harvard Business School Case 397-092, February 1997. (Revised March 1998.) View Details
  33. Egon Zehnder International (B)

    Michael Y. Yoshino, Carin-Isabel Knoop and Cate Reavis

    In 1994, Egon Zehnder faced stagnation in the U.S. market and needed to discuss plans for intiating growth. Due to market demand the firm was not forced to implement options contemplated in 1994 to initiate growth.

    Keywords: Economic Slowdown and Stagnation; Growth and Development; Growth Management; Organizational Structure; Strategic Planning; Business Strategy; Consulting Industry; United States;

    Citation:

    Yoshino, Michael Y., Carin-Isabel Knoop, and Cate Reavis. "Egon Zehnder International (B)." Harvard Business School Case 398-059, October 1997. (Revised October 1997.) View Details
  34. TNT Limited's Logistics Services in Asia (B): PT TNT Logistik Indonesia

    Michael Y. Yoshino and Carin-Isabel Knoop

    Supplements the (A) case.

    Keywords: Transportation Industry; Asia; China; Thailand; Indonesia;

    Citation:

    Yoshino, Michael Y., and Carin-Isabel Knoop. "TNT Limited's Logistics Services in Asia (B): PT TNT Logistik Indonesia." Harvard Business School Case 398-036, August 1997. (Revised October 1997.) View Details
  35. TNT Limited's Logistics Services in Asia (A): The Strategy

    Michael Y. Yoshino and Carin-Isabel Knoop

    Meredith Hellicar's mission as general manager of corporate development is to make TNT Ltd. one of the biggest and most diverse transport and logistic companies in the world, with approximately $5 billion in turnover in 1993, a leading provider of logistics services in Asia. The case describes the approach she used to rank countries and select China and Thailand as priority markets. She has just presented her recommendation to the board when a major independent distributor in Indonesia contacts her for a potential partnership. She has to rapidly decide how to handle this unexpected opportunity and reconsider her priorities.

    Keywords: Business or Company Management; Managerial Roles; Distribution; Logistics; Mission and Purpose; Partners and Partnerships; Strategy; Diversification; Transportation Industry; Asia; China; Indonesia; Thailand;

    Citation:

    Yoshino, Michael Y., and Carin-Isabel Knoop. "TNT Limited's Logistics Services in Asia (A): The Strategy." Harvard Business School Case 397-017, August 1996. (Revised August 1997.) View Details
  36. Andersen Consulting--EMEAI: Bill Barnard on Organizational Change

    Michael Y. Yoshino and Ashish Nanda

    Supplements Andersen Consulting - EMEA: Reorganization for Revitalization.

    Keywords: Organizational Change and Adaptation; Consulting Industry;

    Citation:

    Yoshino, Michael Y., and Ashish Nanda. "Andersen Consulting--EMEAI: Bill Barnard on Organizational Change." Harvard Business School Supplement 396-375, June 1996. (Revised April 1997.) View Details
  37. Andersen Consulting - EMEAI: Bill Barnard on Organization Change

    Ashish Nanda and Michael Y. Yoshino

    Remarks by William (Bill) Barnard, partner-in-charge for Strategic Services in the subregion of Western Europe, in a conversation he had with Professors Ashish Nanda and Michael Yoshino of the Harvard Business School on November 1, 1995.

    Keywords: Management Teams; Organizational Change and Adaptation; Consulting Industry; Europe;

    Citation:

    Nanda, Ashish, and Michael Y. Yoshino. "Andersen Consulting - EMEAI: Bill Barnard on Organization Change." Harvard Business School Video Supplement 397-501, August 1996. View Details
  38. Colliers International Property Consultants, Inc.: Organizational Integration

    Michael Y. Yoshino and Carin-Isabel Knoop

    Keywords: Organizational Design; Integration; Real Estate Industry; Consulting Industry;

    Citation:

    Yoshino, Michael Y., and Carin-Isabel Knoop. "Colliers International Property Consultants, Inc.: Organizational Integration." Harvard Business School Case 396-108, November 1995. (Revised August 1996.) View Details
  39. Citibank: Global Customer Management

    Michael Y. Yoshino and Thomas W. Malnight

    Describes Citibank's worldwide operations, which include activities in developing and developed markets. The bank's structure also varies across markets and regions, varying from autonomous national affiliates to an industry/product-based structure in its domestic U.S. market. While the bank has an existing organization for handling large multinational customers with significant operations (and thus business) in multiple regions, the bank is considering how also to serve local customers who are in the process of expanding to more than one region.

    Keywords: Customer Focus and Relationships; Global Range; Cross-Cultural and Cross-Border Issues; Multinational Firms and Management; SWOT Analysis; Emerging Markets; Banking Industry; United States;

    Citation:

    Yoshino, Michael Y., and Thomas W. Malnight. "Citibank: Global Customer Management." Harvard Business School Case 395-142, January 1995. (Revised October 1995.) View Details
  40. Otis Elevator Company (B): China Strategy

    Michael Y. Yoshino and Thomas W. Malnight

    Examines the conflict Otis faces with its joint venture partner as it seeks to expand into Southern China.

    Keywords: Management; Conflict and Resolution; Joint Ventures; Expansion; Growth and Development Strategy; Business Strategy; Globalization; Construction Industry; Manufacturing Industry; China;

    Citation:

    Yoshino, Michael Y., and Thomas W. Malnight. "Otis Elevator Company (B): China Strategy." Harvard Business School Case 396-099, October 1995. View Details
  41. Ares-Serono

    Michael Y. Yoshino, Jean-Pierre Jeannet and Carin-Isabel Knoop

    Ares Serono, a medium-size Swiss pharmaceutical company, is the global leader in the field of fertility drugs. The company has successfully transformed into one of the very few biotech firms in Europe. The case treats a set of major strategic and organizational challenges facing a new CEO.

    Keywords: Geographic Location; Globalized Firms and Management; Asset Management; Balance and Stability; Expansion; Market Platforms; Leadership Development; Health Care and Treatment; Transformation; Family Business; Problems and Challenges; Pharmaceutical Industry; Biotechnology Industry; Switzerland; Europe;

    Citation:

    Yoshino, Michael Y., Jean-Pierre Jeannet, and Carin-Isabel Knoop. "Ares-Serono." Harvard Business School Case 396-035, September 1995. View Details
  42. Chandler Home Products: European Rationalization

    Michael Y. Yoshino

    Chandler, a large U.S. consumer products firm, is rationalizing its European operations. Tony Pesci, protagonist, is deciding which plants to close for maximum efficiency. The manufacturing/marketing relationship is strained as efficiency is being weighed against cross-cultural marketing.

    Keywords: Debates; Cross-Cultural and Cross-Border Issues; Labor; Contracts; Operations; Performance Efficiency; Relationships; Consumer Products Industry; United States;

    Citation:

    Yoshino, Michael Y. "Chandler Home Products: European Rationalization." Harvard Business School Case 394-221, June 1994. (Revised June 1995.) View Details
  43. Otis Pacific Asia Operations (B): Regionalization

    Michael Y. Yoshino

    Describes Otis's effort to build a regional organization linking its previously autonomous opportunities across the Pacific Asia region. Describes changes being made in several key functions, including manufacturing, marketing, engineering, and finance. Presents major challenges being faced as the company tries to move toward a coordinated regional organization. Designed to examine issues associated with building an integrated organization in a highly competitive environment.

    Keywords: Engineering; Finance; Marketing Strategy; Production; Opportunities; Competition; Integration;

    Citation:

    Yoshino, Michael Y. "Otis Pacific Asia Operations (B): Regionalization." Harvard Business School Case 393-010, August 1992. (Revised February 1995.) View Details
  44. Teradyne Japan

    Michael Y. Yoshino

    Describes a parent-subsidiary relationship in the high technology industry. The subsidiary, located in Japan, has been expanding its activities throughout the 1980s in the face of stiff local competition. Examines the dilemma facing corporate and country management as to the proper role of each respective organization in building the company's business. Some critical issues include communications across functions in a high technology environment and deciding how to build a successful business in Japan.

    Keywords: Relationships; Mergers and Acquisitions; Expansion; Competition; Business or Company Management; Communication; Buildings and Facilities; Business Subsidiaries; Japan;

    Citation:

    Yoshino, Michael Y. "Teradyne Japan." Harvard Business School Case 392-031, November 1991. (Revised January 1995.) View Details
  45. Bain & Company: International Expansion

    Michael Y. Yoshino and J. Peter Williamson

    Bain & Co., a leading strategy consulting firm, faces major strategic and organizational issues regarding global expansion. The Bain partners must choose a course among many exciting and attractive opportunities for growth. Also explores organizational and managerial implications for various growth scenarios.

    Keywords: Business or Company Management; Growth and Development Strategy; Management; Expansion; Global Strategy; Decision Making; Organizations; Partners and Partnerships; Consulting Industry;

    Citation:

    Yoshino, Michael Y., and J. Peter Williamson. "Bain & Company: International Expansion." Harvard Business School Case 395-102, November 1994. View Details
  46. Citibank European Strategy & Organization

    Michael Y. Yoshino and Thomas W. Malnight

    Examines strategic and organizational issues facing Citibank as it pursues a highly focused strategy in Europe in the face of increasing competition. Central in this consideration is the role of the European regional organization.

    Keywords: Management; Growth and Development Strategy; Organizational Design; Competitive Strategy; Competition; Banking Industry; Europe;

    Citation:

    Yoshino, Michael Y., and Thomas W. Malnight. "Citibank European Strategy & Organization." Harvard Business School Case 395-099, November 1994. View Details
  47. Otis Elevator Company: China Joint Venture (B-2)

    Michael Y. Yoshino

    Asks the students to evaluate the challenges a company faced in the summer of 1989 in the light of great political uncertainties. A rewritten version of an earlier case.

    Keywords: Joint Ventures; Risk and Uncertainty; Business Strategy; Government and Politics; Globalization; Construction Industry; Manufacturing Industry; China;

    Citation:

    Yoshino, Michael Y. "Otis Elevator Company: China Joint Venture (B-2)." Harvard Business School Case 395-059, September 1994. View Details
  48. Otis Elevator Company: China Joint Venture (D)

    Michael Y. Yoshino

    Describes a set of challenges facing Otis Elevator's joint venture in China as it seeks to expand to other regions of the country. A rewritten version of an earlier case.

    Keywords: Joint Ventures; Expansion; Growth and Development Strategy; Business Strategy; Globalization; Construction Industry; Manufacturing Industry; China;

    Citation:

    Yoshino, Michael Y. "Otis Elevator Company: China Joint Venture (D)." Harvard Business School Case 395-061, September 1994. View Details
  49. Otis Elevator Company: China Joint Venture (E-2)

    Michael Y. Yoshino

    Describes what happened and presents the perspectives of the three executives who played key roles in the process. A rewritten version of an earlier case.

    Keywords: Joint Ventures; Globalization; Global Strategy; Market Entry and Exit; China;

    Citation:

    Yoshino, Michael Y. "Otis Elevator Company: China Joint Venture (E-2)." Harvard Business School Supplement 395-063, September 1994. View Details
  50. STAR TV (A)

    Michael Y. Yoshino and J. Peter Williamson

    Concerns the decision whether or not to launch a satellite television service in Asia in the 1990-1991 period. STAR TV was a joint venture between Hutchison Whampoa and Li-Ka Shing and was established to launch such a service. Li-Ka Shing's son, Richard, was CEO. Considers the background to the satellite TV industry in Europe and the United States, the likely success of such a venture in Asia, and strategic and tactical issues.

    Keywords: Joint Ventures; Decisions; Product Launch; Service Delivery; Adaptation; Entertainment and Recreation Industry; Asia; Europe; United States;

    Citation:

    Yoshino, Michael Y., and J. Peter Williamson. "STAR TV (A)." Harvard Business School Case 394-212, May 1994. (Revised September 1994.) View Details
  51. Otis Pacific Asia Operations (A): National Challenges

    Michael Y. Yoshino

    Describes the elevator market and Otis's competitive position in four markets: Hong Kong, Malaysia, India, and Japan. The student is asked to evaluate the strategic and competitive challenges in each market, especially in light of strong Japanese competition across the region. Designed to give students appreciation of operating in the heterogeneous Asian environment in highly competitive markets.

    Keywords: Marketing Strategy; Network Effects; Problems and Challenges; Global Strategy; Goals and Objectives; Service Delivery; Competitive Advantage; Competition; Technology Industry; Manufacturing Industry; India; Japan; Malaysia; Hong Kong;

    Citation:

    Yoshino, Michael Y. "Otis Pacific Asia Operations (A): National Challenges." Harvard Business School Case 393-009, August 1992. View Details
  52. Procter & Gamble Japan (A)

    Michael Y. Yoshino

    Ten years after entering Japan, P&G had accumulated over $250 million in operating losses on declining annual sales of $120 million by 1983. The decision facing the president of P&G International: exit, retrench or rebuild the operation? Ironically, the initial entry was a success story with P&G Japan achieving an operating breakeven in their fifth year and market leadership in a number of categories. However, in the late 1970's market share and profit in all categories declined disastrously. Management changes failed to reverse the trends until an objective examination of the entry strategy, approach to the Japanese consumer, competition, technology and internal organization were made. By 1983, accelerating losses forced P&G to decide whether to exit or stay.

    Keywords: Restructuring; Change Management; Profit; Market Entry and Exit; Market Participation; Sales; Competition; Technology; Beauty and Cosmetics Industry; Consumer Products Industry; Japan;

    Citation:

    Yoshino, Michael Y. "Procter & Gamble Japan (A)." Harvard Business School Case 391-003, September 1990. (Revised January 1992.) View Details
  53. Eli Lilly and Co. (A): Globalization

    Michael Y. Yoshino

    Examines the changes taking place in Eli Lilly in response to the globalization of the pharmaceuticals industry. Identifies the steps taken by management, problems currently faced, and challenges for the future. Allows examination of the process of implementing a global strategy from the headquarters perspective.

    Keywords: Change; Globalization; Global Strategy; Business or Company Management; Problems and Challenges; Perspective; Pharmaceutical Industry;

    Citation:

    Yoshino, Michael Y. "Eli Lilly and Co. (A): Globalization." Harvard Business School Case 391-032, September 1990. (Revised January 1992.) View Details
  54. Eli Lilly and Co. (B): Europe

    Michael Y. Yoshino

    Examines the challenges facing the company in light of the changing economic, regulatory, and competitive environment in the European pharmaceutical industry. Examines the steps taken by the company adapting to this changing situation as part of a total globalization strategy and aggressive growth objectives in the region. Allows examination of the changing roles of country, regional, and headquarters management.

    Keywords: Change Management; Economics; Global Strategy; Business or Company Management; Growth and Development Strategy; Adaptation; Competition; Pharmaceutical Industry; Europe;

    Citation:

    Yoshino, Michael Y. "Eli Lilly and Co. (B): Europe." Harvard Business School Case 391-033, August 1990. (Revised January 1992.) View Details
  55. Procter & Gamble Japan (C)

    Michael Y. Yoshino

    Updates the (A) case. The issues facing P&G were two-fold. 1) General manager, Japan--how to keep both the business and organization growing; 2) President, international--what role should the Japanese operation play in the P&G worldwide business?

    Keywords: Business Offices; Business Growth and Maturation; Globalization; Growth and Development Strategy; Organizations; Beauty and Cosmetics Industry; Consumer Products Industry; Japan;

    Citation:

    Yoshino, Michael Y. "Procter & Gamble Japan (C)." Harvard Business School Supplement 391-005, September 1990. (Revised November 1991.) View Details
  56. Otis Elevator Co.: China Joint Venture (A)

    Michael Y. Yoshino

    Examines Otis's market entry strategy in China through a joint venture with Tianjin Elevator Works. The teaching objective is a basic evaluation of a joint venture in a developing country. May be used with Otis Elevator Co.: China Joint Venture (B1), (B2), and (D).

    Keywords: Joint Ventures; Developing Countries and Economies; Global Strategy; Market Entry and Exit; Construction Industry; Manufacturing Industry; China;

    Citation:

    Yoshino, Michael Y. "Otis Elevator Co.: China Joint Venture (A)." Harvard Business School Case 391-062, September 1990. (Revised June 1991.) View Details
  57. Eli Lilly and Co. (C): Japan

    Michael Y. Yoshino

    Describes the process of establishing an independent operation in Japan in the mid-1980s as a result of a decision to make a major investment in the market. Describes the challenges in setting up such an operation and focuses on the role of the country manager in managing for rapid growth in a complex but key market.

    Keywords: Business Divisions; Business Startups; Decisions; Investment; Growth Management; Managerial Roles; Markets; Problems and Challenges; Pharmaceutical Industry; Japan;

    Citation:

    Yoshino, Michael Y. "Eli Lilly and Co. (C): Japan." Harvard Business School Case 391-034, August 1990. (Revised March 1991.) View Details
  58. Whirlpool Corp.

    Michael Y. Yoshino and Sarah D. Hall

    Examines the company's global strategy and potential acquisition of Philips' major domestic appliance operations in Europe in light of increasing trends toward globilization in the major appliance industry. Allows discussions weighing the advantages and risks of entering a major market through a joint venture with an established competitor.

    Keywords: Acquisition; Joint Ventures; Global Strategy; Market Entry and Exit; Risk and Uncertainty; Opportunities; Competitive Strategy; Consumer Products Industry; Europe;

    Citation:

    Yoshino, Michael Y., and Sarah D. Hall. "Whirlpool Corp." Harvard Business School Case 391-037, August 1990. (Revised February 1991.) View Details
  59. Bain & Co., Inc.: Growing the Business

    Michael Y. Yoshino

    Raises management issues facing Bain & Co. in formulating its future global strategy and implementation of that strategy.

    Keywords: Global Strategy; Management; Business or Company Management; Goals and Objectives; Growth and Development Strategy; Management Analysis, Tools, and Techniques; Strategy; Expansion; Consulting Industry; Service Industry;

    Citation:

    Yoshino, Michael Y. "Bain & Co., Inc.: Growing the Business." Harvard Business School Case 391-069, September 1990. View Details
  60. Philips Group--1987, The

    Francis Aguilar and Michael Y. Yoshino

    Discusses how Philips, a major Dutch-based multinational company, attempts to bring about a fundamental change in its strategy, organization, and culture in response to a rapidly changing market and competitive environment.

    Keywords: Multinational Firms and Management; Organizational Change and Adaptation; Organizational Culture; Organizational Structure; Corporate Strategy; Competitive Strategy; Markets; Change Management; Netherlands;

    Citation:

    Aguilar, Francis, and Michael Y. Yoshino. "Philips Group--1987, The." Harvard Business School Case 388-050, October 1987. View Details
  61. Corning Glass Works: Indonesia

    Michael Y. Yoshino

    Evaluates the market opportunities and risks by Corning and International Finance Corporation in Indonesia.

    Keywords: Globalized Markets and Industries; Risk and Uncertainty; Opportunities; Financial Services Industry; Indonesia;

    Citation:

    Yoshino, Michael Y. "Corning Glass Works: Indonesia." Harvard Business School Case 381-119, March 1981. (Revised October 1984.) View Details
  62. Corning Glass Works International, Part I, Interviews with Division Managers, Video

    Christopher A. Bartlett and Michael Y. Yoshino

    Presents tapes of interviews with Forrest Behm (previously president of Corning International), Bill Hudson (ex-country manager, international business manager, world board chairman, and current product division manager), and Van Campbell (corporate treasurer). Reflections and lessons on the changes in Corning's international strategy and organization 1975-80.

    Keywords: Globalized Firms and Management; Global Strategy; Consumer Products Industry;

    Citation:

    Bartlett, Christopher A., and Michael Y. Yoshino. "Corning Glass Works International, Part I, Interviews with Division Managers, Video." Harvard Business School Video Supplement 882-512, November 1981. View Details
  63. Corning Glass Works International, Part II, Interviews with Top Management, Video

    Christopher A. Bartlett and Michael Y. Yoshino

    Presents tapes of interviews with Tom MacAvoy (Corning Glass president) and James Houghton (Corning Glass vice-chairman).

    Keywords: Management Teams; Manufacturing Industry;

    Citation:

    Bartlett, Christopher A., and Michael Y. Yoshino. "Corning Glass Works International, Part II, Interviews with Top Management, Video." Harvard Business School Video Supplement 882-513, November 1981. View Details