David J. Collis
Thomas Henry Carroll Ford Foundation Adjunct Professor of Business Administration
For the past twenty-five years David J. Collis has been a professor at the Harvard Business School, where he is the Thomas Henry Carroll Ford Foundation Adjunct Professor of Business Administration within the Strategy Unit -- only the second fulltime Adjunct Professor appointed at HBS. Previously, he was the MBA Class of 1958 Senior Lecturer in the Strategy group at the Harvard Business School, having previously completed five years as the Frederick Frank adjunct Professor of International Business Administration at the Yale School of Management and two years as a professor at Columbia Business School. The winner of the 50th Anniversary McKinsey Award for the best article in the Harvard Business Review in 2008, and a Harvard Business Review best-selling author, he is an expert on corporate strategy and global competition, and is the author of the recent books Corporate Strategy (with Cynthia Montgomery) and Corporate Headquarters (with Michael Goold and David Young). Professor Collis is on the faculty for several HBS Executive Education programs, including Global Strategic Management, Strategy: Building and Sustaining Competitive Advantage, and chairs Corporate Level Strategy. As the author of over twenty five articles and book chapters, his work has been frequently published in the Harvard Business Review, Academy of Management Journal, Strategic Management Journal, and in many books including Managing the Multibusiness Company, International Competitiveness, and Beyond Free Trade. The more than fifty cases he has authored have sold over 1 million copies worldwide and his articles over a quarter of a million copies. David Collis received an M.A. (1976) with a Double First from Cambridge University where he was the Wrenbury Scholar of the University. He graduated as a Baker Scholar from Harvard Business School, MBA (1978), and received a Ph.D. (1986) in Business Economics at Harvard University where he was a Dean's Doctoral Fellow. From 1978 to 1982 he worked for the Boston Consulting Group in London. He is currently a consultant to several major U.S. corporations, and on the Board of Trustees of the Hult International Business School, and the Advisory Boards of Vivaldi Partners, Folderwave and formerly of PICIS, Ocean Spray, and WebCT. He is also the cofounder of the elearning company E-Edge, and the advisory firm Ludlow Partners.
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Article
| Journal of International Management
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The Size and Composition of Corporate Headquarters in Multinational Companies: Empirical Evidence
David J. Collis, David Young and Michael Goold
Based on a six-country survey of nearly 250 multinationals (MNCs), this paper is the first empirical analysis to describe the size and composition of MNC headquarters and to account for differences among them. Findings are as follows: MNC corporate headquarters are more involved in "obligatory" and value creating and control functions than in operational activities; there are no systematic differences in the determinants of the size and composition of corporate headquarters between MNCs and purely domestic companies; and as the geographic scope of an MNC increases, two offsetting phenomena occur—headquarters decrease their influence over operational units that, ceteris paribus, reduces the size of headquarters, but the relative size of obligatory functions at headquarters increases with increased country heterogeneity. The net effect is that the size of corporate headquarters expands as MNC geographic scope increases. The notion of "administrative heritage" is validated as MNCs from different countries have substantially different corporate headquarters—U.S. headquarters are large (255 median staff for a 20,000 FTE MNC) and European headquarters smaller (124). Implications are drawn that countries will lose activities if domestic firms are acquired by foreign MNCs, and that MNCs need to allow more subsidiary autonomy as their geographic scope increases.
Keywords: headquarters;
subsidiaries;
multinational corporations;
organization design;
administrative heritage;
international strategy;
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Article
| MIT Sloan Management Review
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Should You Have a Global Strategy?
C. Carr and David J. Collis
Keywords: Strategy;
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Article
| Harvard Business Review
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Can You Say What Your Strategy Is?
David J. Collis and Michael G. Rukstad
Keywords: Strategy;
Citation: Collis, David J., and Michael G. Rukstad. " Can You Say What Your Strategy Is?" Harvard Business Review 86, no. 4 (April 2008). (50th Anniversary McKinsey Award Winner for Best Article in Harvard Business Review, 2009.)
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Article
| Strategic Management Journal
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The Structure, Size, and Performance of Corporate Headquarters
David J. Collis, David Young and Michael Goold
Keywords: Size;
Performance;
Business Ventures;
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Article
| Harvard Business Review
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Benchmarking Corporate Centre Staffs
David J. Collis and Michael Goold
Keywords: Standards;
Employees;
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Article
| Continuing Higher Education Review
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When Industries Change: The Future of Higher Education
David J. Collis
Keywords: Business Ventures;
Change;
Higher Education;
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Article
| Academy of Management Journal
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The Evolution of Intra-Industry Firm Heterogeneity: Insights from a Process Study
David J. Collis and T. Noda
Keywords: Business Ventures;
Business Processes;
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Article
| Harvard Business Review
|
Creating Corporate Advantage
David J. Collis and Cynthia A. Montgomery
Keywords: Competitive Advantage;
Business Ventures;
Citation: Collis, David J., and Cynthia A. Montgomery. " Creating Corporate Advantage." Harvard Business Review 76, no. 3 (May–June 1998): 70–83.
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Article
| Comportamento organizacional e gestão
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Entrepreneurship, Strategy and Creativity
David J. Collis
Keywords: Entrepreneurship;
Strategy;
Creativity;
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Article
| Harvard Business Review
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The Pitfalls of Parenting Mature Companies
David J. Collis
Keywords: Business Growth and Maturation;
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Article
| Long Range Planning
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Corporate Strategy in Multibusiness Firms
David J. Collis
Keywords: Business Ventures;
Corporate Strategy;
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Article
| Harvard Business Review
|
Competing on Resources: Strategy in the 1990s
D. J. Collis and C. A. Montgomery
Keywords: History;
Strategy;
Competition;
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Article
| Strategic Management Journal
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How Valuable are Organisational Capabilities?
David J. Collis
Keywords: Organizations;
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Article
| European Management Journal
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The Strategic Management of Uncertainty
David J. Collis
Keywords: Strategy;
Management;
Risk and Uncertainty;
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Article
| Strategic Management Journal
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A Resource Based Analysis of Global Competition: The Case of the Bearings Industry
David J. Collis
Keywords: Global Range;
Competition;
Information;
Business Ventures;
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Chapter
| Competing Conceptions of Academic Governance: Negotiating the Perfect Storm
| 2004
The Paradox of Scope: A Challenge to the Governance of Higher Education
David J. Collis
Keywords: Governance;
Higher Education;
Non-Governmental Organizations;
Education Industry;
Citation: Collis, David J. "The Paradox of Scope: A Challenge to the Governance of Higher Education." In Competing Conceptions of Academic Governance: Negotiating the Perfect Storm, edited by William G. Tierney. Baltimore, MD: Johns Hopkins University Press, 2004.
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Chapter
| The Future of the City of Intellect: The Changing American University
| 2002
New Business Models for Higher Education
David J. Collis
Keywords: Business Model;
Higher Education;
Non-Governmental Organizations;
Citation: Collis, David J. "New Business Models for Higher Education." In The Future of the City of Intellect: The Changing American University, edited by Steven Brint, 181–202. Palo Alto, CA: Stanford University Press, 2002.
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Chapter
| Forum Futures
| 2001
When Industries Change Revisited: New Scenarios for Higher Education
David J. Collis
Keywords: Higher Education;
Education Industry;
Citation: Collis, David J. "When Industries Change Revisited: New Scenarios for Higher Education." In Forum Futures, edited by David J. Collis, 103–126. San Francisco, CA: Jossey-Bass, 2001.
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Chapter
| The Portable MBA in Strategy
| 1994
Mapping the Business Landscape
Pankaj Ghemawat and David J. Collis
Keywords: Business Ventures;
Supply and Industry;
Citation: Ghemawat, Pankaj, and David J. Collis. "Mapping the Business Landscape." In The Portable MBA in Strategy, edited by Liam Fahey, and Robert M. Randall, pp.171–188. New York: John Wiley & Sons, 1994.
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Chapter
| Exploring the Future of Higher Education
| 1999
When Industries Change: Scenarios for Higher Education
David J. Collis
Keywords: Change;
Higher Education;
Education Industry;
Citation: Collis, David J. "When Industries Change: Scenarios for Higher Education." In Exploring the Future of Higher Education, edited by David J. Collis, 47–70. New York, NY: Forum for the Future of Higher Eucation, 1999.
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Chapter
| Sense and Respond: Capturing Value in the Network Era
| 1998
The Converging Worlds of Telecommunications, Computing and Entertainment
David J. Collis, Stephen P. Bradley and P. William Bane Jr.
Keywords: Communication Technology;
Information Technology;
Entertainment;
Telecommunications Industry;
Computer Industry;
Entertainment and Recreation Industry;
Citation: Collis, David J., Stephen P. Bradley, and P. William Bane Jr. "The Converging Worlds of Telecommunications, Computing and Entertainment." In Sense and Respond: Capturing Value in the Network Era, edited by Stephen P. Bradley, and Richard L. Nolan, 31–62. Boston: Harvard Business School Press, 1998.
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Chapter
| Competing in the Age of Digital Convergence
| 1997
Winners and Losers--Industry Structure in the Converging World of Telecommunications, Computing, and Entertainment
D. J. Collis, P. W. Bane and S. P. Bradley
Keywords: Supply and Industry;
Communication;
Information Technology;
Entertainment;
Competition;
Conflict and Resolution;
Telecommunications Industry;
Information Technology Industry;
Entertainment and Recreation Industry;
Citation: Collis, D. J., P. W. Bane, and S. P. Bradley. "Winners and Losers--Industry Structure in the Converging World of Telecommunications, Computing, and Entertainment." In Competing in the Age of Digital Convergence, edited by D. B. Yoffie. Boston: Harvard Business School Press, 1997.
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Chapter
| Ogranisational Learning and Competitive Advantage
| 1996
Organisational Capability as a Source of Profit
David J. Collis
Keywords: Organizational Design;
Performance Capacity;
Profit;
Citation: Collis, David J. "Organisational Capability as a Source of Profit." In Ogranisational Learning and Competitive Advantage, edited by David J. Collis, 139–163. London: Sage Publications, 1996.
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Chapter
| Managing the Multibusiness Company
| 1996
Related Corporate Portfolios
David J. Collis
Keywords: Business Divisions;
Citation: Collis, David J. "Related Corporate Portfolios." In Managing the Multibusiness Company, edited by David J. Collis, 122–142. London: Routledge, 1996.
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Chapter
| The Portable MBA in Strategy
| 1994
Industry Analysis
D. J. Collis and P. Ghemawat
Keywords: Mathematical Methods;
Citation: Collis, D. J., and P. Ghemawat. "Industry Analysis." In The Portable MBA in Strategy, edited by Liam Fahey, and Robert M. Randall. New York: John Wiley & Sons, 1994.
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Chapter
| Beyond Free Trade: Firms, Governments, and Global Competition
| 1993
Bearings: The Visible Hand of Global Firms
David J. Collis
Keywords: Globalized Firms and Management;
Trade;
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Chapter
| International Competitiveness
| 1988
The Machine Tool Industry and Industrial Policy 1955-82
David J. Collis
Keywords: History;
Machinery and Machining;
Manufacturing Industry;
Citation: Collis, David J. "The Machine Tool Industry and Industrial Policy 1955-82." In International Competitiveness, edited by A. Michael Spence, and Heather A Hazard, 75–114. Cambridge, MA: Ballinger Publishing Company, 1988.
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Working Paper
| HBS Working Paper Series
| 2009
International Differences in the Size and Roles of Corporate Headquarters: An Empirical Examination
David J. Collis, David Young and Michael Goold
This paper examines differences in the size and roles of corporate headquarters around the world. Based on a survey of over 600 multibusiness corporations in seven countries (France, Germany, Holland, UK, Japan, US, and Chile) the paper describes the differences among countries, and then applies a model of the factors determining the size of corporate headquarters (Young, Collis, and Goold, 2003) to systematically examine those differences. The data shows that there are significant differences among countries in the size and role of corporate headquarters, and strongly suggests the existence of a developing country model, a European model, a US model, and a Japanese model of corporate headquarters. Contrary to popular expectations, corporate headquarters in the US are about twice the size of European counterparts. Headquarters there exert a higher level of functional influence and have larger staffs in certain key areas, such as IT and R&D. US managers are generally more satisfied than their European counterparts with their larger more powerful headquarters which suggests that, at least in the US context, large corporate headquarters can create value. Japanese headquarters, as might have been expected, are substantially larger than elsewhere - a factor of four times larger than in Europe. However, those headquarters are becoming smaller because of dissatisfaction with their performance. It is clear that having headquarters the size of the Japanese firms in the survey is not conducive to value creation. More specifically, the evidence cannot refute a hypothesis that the slope of the relationship between firm size and the size of corporate headquarters is the same across all countries, but that there are significant differences in the intercept for Chile, the US, Japan, and the European countries. What the data indicates is that at a firm employing 20,000, a European corporate headquarters would on average employ 124 individuals, a US headquarters would have 255 employees, and Japan 467 employees. The paper also examines differences between countries in the extent to which they perform the two key corporate tasks of control and coordination. The US and Chile chose to be somewhat more interventionist in the traditional tools and processes used to monitor and control business units - setting strategy, budgets, and administering capital budgets. However, there was a significant difference in the degree of influence in operational affairs between countries. The US and Japan exerted far more influence than the other countries over every activity from IT and purchasing, to marketing, R&D and HR issues. The US was also found to have significantly larger legal, tax, and treasury functions than the common European model, perhaps reflecting a more legalistic institutional structure. Japan also has significantly larger tax, treasury, and corporate management functions, but overall was not that much larger than the common European model. While the causes of these observed differences cannot be directly determined from the research, suggestions are made that the institutional infrastructure, the size and homogeneity of the domestic market, and cultural factors within countries are important underlying drivers.
Keywords: Business Headquarters;
Size;
Organizational Structure;
Culture;
Japan;
France;
Germany;
Netherlands;
United Kingdom;
United States;
Chile;
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Teaching Note
| HBS Case Collection
|
2013
Danaher Corporation (TN)
David Collis
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Teaching Note
| HBS Case Collection
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2013
Cree, Inc.: Which Bright Future? (TN)
David J. Collis
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Teaching Note
| HBS Case Collection
|
2013
Silver Lake (TN)
David J. Collis
Citation: Collis, David J. "Silver Lake (TN)." Harvard Business School Teaching Note 713-448, April 2013.
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Teaching Note
| HBS Case Collection
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2013
Strategy in the Twenty-First Century Pharmaceutical Industry: Merck & Co. and Pfizer Inc. (TN)
David J. Collis
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Teaching Note
| HBS Case Collection
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2013
Cadbury Schweppes: Capturing Confectionery (TN) (A), (B), (C), and (D)
David J. Collis
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Teaching Note
| HBS Case Collection
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2012
DeRemate.com: Building a Latin American Internet Auction Site (TN)
David J. Collis
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Teaching Note
| HBS Case Collection
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2012
The Guardian: Transition to the Online World and The Newspaper Industry in Crisis (TN)
David J. Collis
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Module Note
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2012
RC Strategy - Global Strategy Module
David J. Collis
Citation: Collis, David J. "RC Strategy - Global Strategy Module." Harvard Business School Module Note 712-489, May 2012.
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Case
| HBS Case Collection
|
2012
(Revised from original 2007 version)
Edward Jones in 2006: Confronting Success
David J. Collis and Troy Smith
When Jim Weddle took over as Managing Partner of Edward Jones in January 2006, the brokerage firm was at a critical juncture. The firm's distinctive strategy had enabled it to grow from its roots in small-town America to become the 4th largest broker in the U.S. Weddle was concerned, however, that the firm's success, and the changing landscape of the financial services industry, were challenging the core aspects of the strategy that had brought the firm so far. He knew that the impending strategic decisions would determine whether Edward Jones could sustain its extraordinary performance and achieve its goal of growing to 20,000 financial advisors by 2017.
Keywords: Decision Choices and Conditions;
Goals and Objectives;
Growth and Development Strategy;
Performance;
Competitive Advantage;
Financial Services Industry;
United States;
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Supplement
| HBS Case Collection
|
2011
(Revised from original 2008 version)
Cadbury Schweppes: Capturing Confectionery (C)
David Collis, Toby Stuart and Troy Smith
In late 2002, global confectionery and beverage maker Cadbury Schweppes needed to decide whether or not to make an acquisition bid for Adams, an underperforming gum company which had been put up for sale by pharmaceutical giant Pfizer. Examining the decision from a strategic perspective, the (A) case provides brief histories of the two companies; traces the global confectionery industry, focusing especially on chocolate and gum; and details the analysis of the merger decision. The (B) case explores the specific identified synergies in-depth and provides an opportunity to judge their viability. The (C) and (D) cases conclude the story and update the case with issues facing the global confectionery leader in 2008.
Keywords: Food;
Mergers and Acquisitions;
Corporate Strategy;
Food and Beverage Industry;
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Supplement
| HBS Case Collection
|
2011
(Revised from original 2008 version)
Cadbury Schweppes: Capturing Confectionery (D)
David Collis, Toby Stuart and Troy Smith
In late 2002, global confectionery and beverage maker Cadbury Schweppes needed to decide whether or not to make an acquisition bid for Adams, an underperforming gum company which had been put up for sale by pharmaceutical giant Pfizer. Examining the decision from a strategic perspective, the (A) case provides brief histories of the two companies; traces the global confectionery industry, focusing especially on chocolate and gum; and details the analysis of the merger decision. The (B) case explores the specific identified synergies in-depth and provides an opportunity to judge their viability. The (C) and (D) cases conclude the story and update the case with issues facing the global confectionery leader in 2008.
Keywords: Food;
Mergers and Acquisitions;
Corporate Strategy;
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Background Note
| HBS Case Collection
|
2011
(Revised from original 2008 version)
Strategic Decline
David J. Collis and Jan W. Rivkin
This note first documents the facts around the sustainability of competitive advantage. It then observes that the demise of a previously successful strategy, in the first instance, often comes from some change in the external environment. It, therefore, characterizes the types of change that can lead to strategic decline. But external change alone should not mean the end of superior performance since the skilled strategist ought to be able to adapt to such changes. The final part of the note looks inside the firm to examine why managers often fail to respond adequately to external threats and explains why it is valuable to study the causes of strategic decline.?????
Keywords: Strategy;
Situation or Environment;
Risk and Uncertainty;
Change Management;
Citation: Collis, David J., and Jan W. Rivkin. " Strategic Decline." Harvard Business School Background Note 708-497, July 2011. (Revised from original April 2008 version.)
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Module Note
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2011
(Revised from original 2008 version)
Strategic Renewal
David J. Collis and Jan W. Rivkin
While it is relatively easy to identify why strategies fail, it is much harder to explain how to fix a failing strategy or build an organization that can continuously renew its strategy. This note identifies some patterns that distinguish companies whose renewal efforts made headway from firms whose efforts fell flat.
Keywords: Organizational Change and Adaptation;
Organizational Culture;
Failure;
Strategy;
Citation: Collis, David J., and Jan W. Rivkin. " Strategic Renewal." Harvard Business School Module Note 708-503, July 2011. (Revised from original April 2008 version.)
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Case
| HBS Case Collection
|
2011
(Revised from original 2009 version)
The Guardian: Transition to the Online World
David J. Collis, Peter W. Olson and Mary Furey
The Guardian had been an early innovator in online newspapers and had not only become the leading U.K. newspaper web site, but was making strides with audiences outside of the U.K. However, The Guardian had been losing money since 2000, and, in spite of the relative success of the website, online revenue remained less than 20% of the newspaper's total revenue. What changes would The Guardian have to make to sustain its mission of being "the world's leading liberal voice in perpetuity?"
Keywords: Business Model;
Revenue;
Newspapers;
Organizational Change and Adaptation;
Risk and Uncertainty;
Business Strategy;
Online Technology;
Journalism and News Industry;
Publishing Industry;
United Kingdom;
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Case
| HBS Case Collection
|
2011
(Revised from original 2008 version)
Danaher Corporation
Bharat N. Anand, David J. Collis and Sophie Hood
Between 1985 and 2007, Danaher has been one of the best-performing industrial conglomerates in the U.S. This case examines the corporate strategy of this diversified, global corporation. It describes the firm's portfolio strategy and the Danaher Business System—a systematic and wide-ranging set of organizational processes the firm has developed to drive growth and create value. In 2008, the firm confronts various challenges in sustaining its impressive historical performance. First, can it continue to balance organic and acquisition-led growth? Second, what will be the impact of increased competition from private equity players? Third, for how long can its strategy of "continuous improvement" continue?
Keywords: Business Conglomerates;
Global Strategy;
Multinational Firms and Management;
Growth and Development Strategy;
Organizational Culture;
Corporate Strategy;
Value Creation;
Citation: Anand, Bharat N., David J. Collis, and Sophie Hood. " Danaher Corporation." Harvard Business School Case 708-445, April 2011. (Revised from original February 2008 version.)
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Module Note
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2011
Quantitative Analysis of Competitive Position: Customer Demand and Willingness to Pay
David J. Collis
This note is designed to provide strategists with tools to perform two critical customer-related analyses: determining willingness to pay — the estimation of how much a given customer would be willing to pay for a particular product or service; and demand estimation — predicting the overall size of the market or segment which a company chooses to serve.
Keywords: Price;
Demand and Consumers;
Competitive Advantage;
Management Analysis, Tools, and Techniques;
Market Participation;
Segmentation;
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Case
| HBS Case Collection
|
2011
Cree, Inc.: Which Bright Future?
David J. Collis and Mary Furey
When global warming concerns caused governments around the world to ban the incandescent light bulb, many manufacturers began scrambling to produce products to fill the gap. Compact fluorescent light bulbs, already on the market, seemed the obvious replacement. But light-emitting diodes (LEDs) were attracting attention as a more efficient alternative in lighting, steadily working their way up the value chain from winky blinky applications into the now flourishing backlighting market. Into this changing market entered Cree, Inc., a North Carolina-based LED chip and component manufacturer. This case explores whether Cree should pursue the LED monitor and television backlighting markets, or abandon them to focus on the potential "greenfield" market in general lighting.
Keywords: Decision Choices and Conditions;
Market Entry and Exit;
Competitive Strategy;
Corporate Strategy;
Technology Adoption;
Electronics Industry;
Green Technology Industry;
Manufacturing Industry;
North Carolina;
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Supplement
| HBS Case Collection
|
2011
Cree, Inc.: An Update
David J. Collis and Mary Furey
An update to "Cree Inc.: Which Bright Future?"
Keywords: Disruptive Innovation;
Consumer Behavior;
Strategy;
Technology Adoption;
Electronics Industry;
Citation: Collis, David J., and Mary Furey. " Cree, Inc.: An Update." Harvard Business School Supplement 711-491, March 2011.
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Case
| HBS Case Collection
|
2010
Silver Lake
David J. Collis and Elizabeth A. Kind
Dave Roux, co-founder and chairman of Silver Lake, a private equity (PE) firm specializing in technology investments, was meeting with the firm's investment committee via video conference to discuss options for Silver Lake's future growth. While the private equity market had suffered since the economic crisis in the fall of 2008, Roux believed a number of opportunities still existed. There was significant interest within the firm to continue to offer new asset class investment products and to open additional outposts in foreign countries. Nonetheless, questions had risen internally regarding how much and in which directions to grow. Roux wondered how the firm could take advantage of the market potential while continuing to remain true to its original vision.
Keywords: Business Growth and Maturation;
Economic Slowdown and Stagnation;
Private Equity;
Investment;
Financial Services Industry;
Citation: Collis, David J., and Elizabeth A. Kind. "Silver Lake." Harvard Business School Case 711-420, December 2010.
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Teaching Note
| HBS Case Collection
|
2010
The Walt Disney Company and Pixar Inc.: To Acquire or Not to Acquire? TN
Juan Alcacer and David J. Collis
Teaching Note for 709462 and 709489.
Keywords: Mergers and Acquisitions;
Decision Making;
Entertainment and Recreation Industry;
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Teaching Note
| HBS Case Collection
|
2010
Edward Jones in 2006: Confronting Success (TN)
David J. Collis
Teaching Note for 707497.
Keywords: Decisions;
Corporate Strategy;
Partners and Partnerships;
Performance;
Goals and Objectives;
Financial Services Industry;
United States;
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Case
| HBS Case Collection
|
2010
(Revised from original 2010 version)
Lighting the Future: LEDs and Your Living Room
David J. Collis and Mary Furey
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Teaching Note
| HBS Case Collection
|
2010
(Revised from original 2005 version)
Ben & Jerry's Homemade Ice Cream, Inc.: A Period of Transition (TN)
David J. Collis
Teaching Note to (9-796-109).
Keywords: Food and Beverage Industry;
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Case
| HBS Case Collection
|
2010
(Revised from original 2009 version)
The Walt Disney Company and Pixar Inc.: To Acquire or Not to Acquire?
Juan Alcacer, David J. Collis and Mary Furey
Soon after Robert Iger took over as CEO of the Walt Disney Company in late 2005, he turned his attention toward Pixar, the animation studio with which Disney had worked since 1991 and was responsible for producing hits such as Toy Story and Finding Nemo. Disney's own animated film business had been in decline since Jeffrey Katzenberg left to establish rival studio Dreamworks and the business relied on revenue from its partnership with Pixar to maintain performance. With the Co- Production Agreement between the two studios coming to a close in 2006, Pixar was looking to negotiate better terms with another distribution partner. Could Disney risk losing them?
Keywords: Mergers and Acquisitions;
Animation Entertainment;
Film Entertainment;
Contracts;
Distribution;
Partners and Partnerships;
Vertical Integration;
Motion Pictures and Video Industry;
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Background Note
| HBS Case Collection
|
2010
(Revised from original 2009 version)
The Newspaper Industry in Crisis
David J. Collis, Peter W. Olson and Mary Furey
This note is a primer on the newspaper industry, which has been in decline in the U.S. and Western Europe. The 19th century business model whereby news and editorial content was packaged and delivered to homes daily and paid for by national advertisers has been overturned by the Internet and the corresponding immediate access to global information. The note covers the history of newspapers, industry economics, current news consumption trends, the response of the newspapers to the threat of the Internet, and vignettes highlighting newspaper business models throughout the world.
Keywords: Business Model;
Business History;
Newspapers;
Disruptive Innovation;
Consumer Behavior;
Business Strategy;
Internet;
Journalism and News Industry;
Publishing Industry;
Europe;
United States;
Citation: Collis, David J., Peter W. Olson, and Mary Furey. " The Newspaper Industry in Crisis." Harvard Business School Background Note 709-463, January 2010. (Revised from original March 2009 version.)
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Case
| HBS Case Collection
|
2010
(Revised from original 2009 version)
DreamWorks SKG Inc.: To Distribute or Not to Distribute?
Juan Alcacer, David J. Collis and Mary Furey
Keywords: Film Entertainment;
Distribution;
Strategy;
Motion Pictures and Video Industry;
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Supplement
| HBS Case Collection
|
2010
(Revised from original 2009 version)
The Walt Disney Company and Pixar Inc.: To Acquire or Not to Acquire? An Update
Juan Alcacer, David J. Collis and Mary Furey
This four-page update to the case, "The Walt Disney Company and Pixar Inc.: To Acquire or Not to Acquire?" details the Walt Disney Company's acquisition of Pixar, including deal terms, executive appointments, and operating guidelines for the two studios.
Keywords: Mergers and Acquisitions;
Managerial Roles;
Negotiation Deal;
Operations;
Motion Pictures and Video Industry;
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Supplement
| HBS Case Collection
|
2012
(Revised from original 2008 version)
Cadbury Schweppes: Capturing Confectionery (B)
David Collis, Toby Stuart and Troy Smith
In late 2002, global confectionery and beverage maker Cadbury Schweppes needed to decide whether or not to make an acquisition bid for Adams, an underperforming gum company which had been put up for sale by pharmaceutical giant Pfizer. Examining the decision from a strategic perspective, the (A) case provides brief histories of the two companies; traces the global confectionery industry, focusing especially on chocolate and gum; and details the analysis of the merger decision. The (B) case explores the specific identified synergies in-depth and provides an opportunity to judge their viability. The (C) and (D) cases conclude the story and update the case with issues facing the global confectionery leader in 2008.
Keywords: Food;
Mergers and Acquisitions;
Corporate Strategy;
Food and Beverage Industry;
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Case
| HBS Case Collection
|
2012
(Revised from original 2008 version)
Cadbury Schweppes: Capturing Confectionery (A)
David Collis, Toby Stuart and Troy Smith
In late 2002, global confectionery and beverage maker Cadbury Schweppes needed to decide whether or not to make an acquisition bid for Adams, an underperforming gum company which had been put up for sale by pharmaceutical giant Pfizer. Examining the decision from a strategic perspective, the (A) case provides brief histories of the two companies; traces the global confectionery industry, focusing especially on chocolate and gum; and details the analysis of the merger decision. The (B) case explores the specific identified synergies in-depth and provides an opportunity to judge their viability. The (C) and (D) cases conclude the story and update the case with issues facing the global confectionery leader in 2008.
Keywords: History;
Strategy;
Decision Choices and Conditions;
Mergers and Acquisitions;
Food and Beverage Industry;
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Module Note
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2009
Process of Strategy Making
David J. Collis
Keywords: Strategy;
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Background Note
| HBS Case Collection
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2009
(Revised from original 2007 version)
How to Crack a Strategy Case
Stephen P. Bradley, David J. Collis, Kevin P. Coyne, Andrei Hagiu, Mikolaj Jan Piskorski, Jan W. Rivkin and John R. Wells
Addresses a common concern among strategy students: "How should I tackle this case?" Describes a process for diagnosing a strategic situation, then generating, evaluating, and choosing among strategic options.
Keywords: Decisions;
Management Practices and Processes;
Situation or Environment;
Strategy;
Valuation;
Citation: Bradley, Stephen P., David J. Collis, Kevin P. Coyne, Andrei Hagiu, Mikolaj Jan Piskorski, Jan W. Rivkin, and John R. Wells. "How to Crack a Strategy Case." Harvard Business School Background Note 707-549, February 2009. (Revised from original March 2007 version.)
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Case
| HBS Case Collection
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2009
(Revised from original 2001 version)
Walt Disney Company, The: The Entertainment King
Michael G. Rukstad, David J. Collis and Tyrell Levine
The first ten pages of this case are comprised of the company's history, from 1923 to 2001. The Walt years are described, as is the company's decline after his death and its resurgence under Eisner. The last five pages are devoted to Eisner's strategic challenges in 2001: managing synergy, managing the brand, and managing creativity. Students are asked to think about the keys to Disney's mid-1980s turnaround, about the proper boundaries of the firm, and about what Disney's strategy should be beyond 2001.
Keywords: History;
Organizational Change and Adaptation;
Managerial Roles;
Creativity;
Boundaries;
Corporate Strategy;
Brands and Branding;
Entertainment and Recreation Industry;
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Case
| HBS Case Collection
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2008
(Revised from original 1997 version)
Intel Corporation: 1968-1997
Gary P. Pisano, David J. Collis and Peter K. Botticelli
Traces Intel's history and strategy from 1968 to 1997. Examines the company's decision to exit DRAMS and its entry into microprocessors. Focuses on how the company managed to achieve and sustain its competitive advantage in microprocessors, and the threats it faces in the future.
Keywords: History;
Market Entry and Exit;
Hardware;
Competitive Advantage;
Competitive Strategy;
Corporate Strategy;
Technology Industry;
Citation: Pisano, Gary P., David J. Collis, and Peter K. Botticelli. " Intel Corporation: 1968-1997." Harvard Business School Case 797-137, May 2008. (Revised from original May 1997 version.)
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Case
| HBS Case Collection
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2008
(Revised from original 2007 version)
The Transformation of Thomson
David J. Collis and Troy Smith
Thomson, a French multinational, went through a decade of dramatic change in the early years of the 21st century. From a state-owned enterprise earning 97% of its revenue from television sets and other analog consumer electronics, Thomson had become a publicly traded company providing digital video services and equipment to major movie studios, broadcast networks, and retailers, as well as satellite, cable, and telecom operators. The Group had just met its financial targets for 2006 and had achieved organic growth of 6% in the first half of 2007. Yet even as he reflected on these successes, CEO Frank Dangeard knew that much remained to be done to secure the company's leadership position against aggressive competition in a rapidly shifting and uncertain technological environment. Traces the evolution and transformation of the company and highlights the difficult choices Thomson faces in an ever-evolving high-tech industry.
Keywords: Transformation;
Leading Change;
Growth and Development Strategy;
Organizational Change and Adaptation;
Competitive Strategy;
Corporate Strategy;
Media and Broadcasting Industry;
Technology Industry;
France;
Citation: Collis, David J., and Troy Smith. " The Transformation of Thomson." Harvard Business School Case 708-428, January 2008. (Revised from original October 2007 version.)
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Case
| HBS Case Collection
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2007
(Revised from original 2006 version)
Strategy in the Twenty First Century Pharmaceutical Industry: Merck & Co. and Pfizer Inc.
David J. Collis and Troy Smith
The global pharmaceutical industry has gone through substantial changes in the last few decades and pharmaceutical firms face major challenges including headline-grabbing litigation, imminent patent expirations, new technologies, rising drug development costs, generic drug substitution, international competitors, and complex public policy issues. This case describes the pharmaceutical industry in 2006 including: the drug development process; threats from biotech and generics competitors; pharmaceutical manufacturing, selling, and marketing; and pharmaceutical consumption in Europe, the third world, and the U.S. Merck and Pfizer are analyzed in-depth and a contrast between Merck as a research-based firm opposed to mergers and Pfizer as a marketing powerhouse growing through acquisitions is developed. Thirteen exhibits give concrete focus to the issues of the case.
Keywords: Mergers and Acquisitions;
Growth and Development Strategy;
Product Development;
Research and Development;
Corporate Strategy;
Pharmaceutical Industry;
United States;
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Case
| HBS Case Collection
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2007
(Revised from original 2006 version)
Sharp Corporation 2004
David J. Collis
Presents the performance of Sharp Corp. in 2004. Illustrates Sharp's continuing leadership in the high end LCD market.
Keywords: Performance;
Competitive Advantage;
Corporate Strategy;
Hardware;
Technology Industry;
Citation: Collis, David J. " Sharp Corporation 2004." Harvard Business School Case 706-508, July 2007. (Revised from original May 2006 version.)
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Module Note
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2006
(Revised from original 2006 version)
Introduction to International Strategy
David J. Collis and Jordan I. Siegel
Provides an overview framework for understanding international strategy. Observes that international strategy draws on much of the same theory as corporate strategy. The same tests that can be applied to justify expansion across businesses--the better off and ownership tests--also apply to expansion across borders. What is different about international strategy is that widening a firm's domain to the entire globe introduces substantively different degrees of heterogeneity, scale, and volatility across markets. These three factors create new opportunities and trade-offs for multinationals. Effective international strategy is based on a source of competitive advantage that capitalizes on one of these factors and aligns the configuration of all its activities in support of that advantage. Multinationals need to choose the products they offer, the countries in which they compete, the location of their activities, and their organizational design contingent on their international strategy.
Keywords: international strategy;
multinational corporations;
Global Strategy;
Citation: Collis, David J., and Jordan I. Siegel. " Introduction to International Strategy." Harvard Business School Module Note 706-481, December 2006. (Revised from original January 2006 version.)
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Teaching Note
| HBS Case Collection
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2005
The Walt Disney Co.: The Entertainment King (TN)
David J. Collis
Teaching Note to (9-701-035).
Keywords: History;
Business or Company Management;
Creativity;
Boundaries;
Business Strategy;
Motion Pictures and Video Industry;
Media and Broadcasting Industry;
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Case
| HBS Case Collection
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2005
(Revised from original 1996 version)
Ben & Jerry's Homemade Ice Cream, Inc.: A Period of Transition
David J. Collis and Melinda B. Conrad
Bob Holland takes over as CEO of this iconoclastic ice cream company in February 1995 when it faces a major crisis. Holland must now develop a strategy that both adapts to the external environment and is consistent with the company's unique heritage.
Keywords: Strategy;
Business Strategy;
Adaptation;
Crisis Management;
Organizational Culture;
Food and Beverage Industry;
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Teaching Note
| HBS Case Collection
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2005
(Revised from original version)
IBP and the U.S. Meat Industry (TN)
David J. Collis
Teaching Note for (9-391-006).
Keywords: Food and Beverage Industry;
United States;
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Supplement
| HBS Case Collection
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2003
Ben & Jerry's Homemade Ice Cream Inc.: A Period of Transition
David J. Collis and Jan W. Rivkin
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Case
| HBS Case Collection
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2001
(Revised from original 2001 version)
UNext: Business Education and e-Learning
Michael G. Rukstad, David J. Collis and Tyrell Levine
UNEXT has signed agreements with Columbia, Stanford, Chicago, Carnegie Mellon, and the London School of Economics to create online business courses. The company is backed by Michael Milken and Larry Ellison and has four Nobel laureates on its advisory board. Describes UNEXT's history, products, course development and delivery, marketing, costs, and revenues. Also, devotes seven pages to the business education industry and to the e-learning competitive landscape. There is a one-page appendix summarizing Harvard Business School's role in e-learning.
Keywords: Business Education;
Curriculum and Courses;
Technological Innovation;
Web;
Competition;
Disruptive Innovation;
Performance Efficiency;
Higher Education;
Learning;
Education Industry;
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Teaching Note
| HBS Case Collection
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1998
(Revised from original version)
Corning Glass Works International (A), (B1), and (B2), Teaching Note
David J. Collis
Teaching Note for (9-381-160), (9-381-161), and (9-381-162).
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Case
| HBS Case Collection
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1998
(Revised from original version)
Newell Co.: Acquisition Strategy
David J. Collis
Newell is a $1.5 billion manufacturer and distributor of low-tech home and hardware products, geared to serve volume purchasers. In 1992, Newell is considering two approaches to expand its current product line with the acquisitions of Sanford Corp., a $140 million manufacturer and marketer of writing instruments and office supplies, and Levolor, a $180 million manufacturer of window blinds. The case focuses on Newell's enduring corporate strategy as a guide for selecting appropriate acquisitions to grow the company.
Keywords: Acquisition;
Marketing Channels;
Corporate Strategy;
Diversification;
Expansion;
Manufacturing Industry;
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Teaching Note
| HBS Case Collection
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1997
(Revised from original 1995 version)
Walt Disney Company, The (B): Sustaining Growth (TN)
David J. Collis
Teaching Note for (1-794-129).
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Teaching Note
| HBS Case Collection
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1997
(Revised from original version)
Walt Disney Company (A), The: Corporate Strategy TN
David J. Collis
Citation: Collis, David J. "Walt Disney Company (A), The: Corporate Strategy TN." Harvard Business School Teaching Note 795-152, November 1997. (Revised from original April 1995 version.)
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Supplement
| HBS Case Collection
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1997
(Revised from original version)
Walt Disney Company, The, 1995
David J. Collis and Jennifer Montana
Updates Walt Disney Co.--1994: A Tumultuous Year.
Keywords: United States;
Citation: Collis, David J., and Jennifer Montana. " Walt Disney Company, The, 1995." Harvard Business School Supplement 796-149, June 1997. (Revised from original April 1996 version.)
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Case
| HBS Case Collection
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1997
(Revised from original version)
Walt Disney Company, 1994: A Tumultuous Year
David J. Collis and Elizabeth Wynne Johnson
Focuses on a six-month period in 1994, during which the company experienced a series of dramatic upheavals. The events described include: 1) the sudden death of company president Frank Wells; 2) a health crisis facing Chairman Michael Eisner; 3) the "departure" of filmed entertainment division chairman Jeffrey Katzenberg; 4) the creation of a new corporate unit; 5) network acquisition rumors; and 6) the cancellation of plans for "Disney America."
Keywords: Business Divisions;
Business Exit or Shutdown;
Business Startups;
Resignation and Termination;
Crisis Management;
United States;
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Background Note
| HBS Case Collection
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1997
(Revised from original version)
Managing the Multibusiness Corporation
David J. Collis
Lays out some ideas on how to restructure a multibusiness corporation. Identifies sixteen elements of organization design, and then applies contingency theory to argue that these elements need to be aligned with the tasks the corporation uses to create value across its multiple business. The emphasis throughout is on applying recent developments in organizational economics to the design of a corporation's structure, systems, and procedures.
Keywords: Restructuring;
Organizational Design;
Organizational Structure;
Alignment;
Corporate Strategy;
Theory;
Value Creation;
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Case
| HBS Case Collection
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1997
(Revised from original version)
Beatrice Companies--1985
David J. Collis
Describes the history of Beatrice Companies from its beginning as a dairy in 1891 to 1985, when the company was a $12 billion conglomerate. Focuses on the corporate strategies that Beatrice followed under each of its CEOs and concentrates on the company's strategic change in the early 1980s, which was introduced by James Dutt.
Keywords: Corporate Strategy;
Change;
Agriculture and Agribusiness Industry;
Food and Beverage Industry;
Citation: Collis, David J. " Beatrice Companies--1985." Harvard Business School Case 391-191, January 1997. (Revised from original April 1991 version.)
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Teaching Note
| HBS Case Collection
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1996
(Revised from original 1995 version)
Textron, Inc. TN
David J. Collis
Teaching Note for (9-373-337).
Citation: Collis, David J. " Textron, Inc. TN." Harvard Business School Teaching Note 795-135, July 1996. (Revised from original March 1995 version.)
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Teaching Note
| HBS Case Collection
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1996
(Revised from original 1996 version)
Berkshire Partners TN
Cynthia A. Montgomery and David J. Collis
Teaching Note for (9-391-091).
Citation: Montgomery, Cynthia A., and David J. Collis. " Berkshire Partners TN." Harvard Business School Teaching Note 796-113, May 1996. (Revised from original January 1996 version.)
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Teaching Note
| HBS Case Collection
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1996
(Revised from original 1995 version)
PepsiCo's Restaurants TN
David J. Collis
Teaching Note for (9-794-078).
Keywords: Food and Beverage Industry;
Citation: Collis, David J. " PepsiCo's Restaurants TN." Harvard Business School Teaching Note 795-134, January 1996. (Revised from original March 1995 version.)
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Teaching Note
| HBS Case Collection
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1996
(Revised from original 1993 version)
Sharp Corporation: Technology Strategy TN
David J. Collis
Teaching Note for (9-793-064).
Keywords: Electronics Industry;
Japan;
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Teaching Note
| HBS Case Collection
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1996
(Revised from original 1995 version)
Newell Company: Acquisition Strategy TN
David J. Collis
Teaching Note for (9-794-066).
Keywords: Manufacturing Industry;
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Teaching Note
| HBS Case Collection
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1996
(Revised from original version)
Marks and Spencer Ltd. (A), (B), and (C), Teaching Note
David J. Collis
Teaching Note for (9-391-089), (9-391-090), and (9-792-007).
Keywords: Retail Industry;
United Kingdom;
Europe;
Canada;
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Teaching Note
| HBS Case Collection
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1996
(Revised from original 1995 version)
ICI and Hanson (A) & (B) TN
David J. Collis
Citation: Collis, David J. "ICI and Hanson (A) & (B) TN." Harvard Business School Teaching Note 795-122, January 1996. (Revised from original March 1995 version.)
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Teaching Note
| HBS Case Collection
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1996
(Revised from original 1995 version)
Smashing the Cube: Corporate Transformation at Ciba-Geigy, Ltd. TN
David J. Collis
Teaching Note for (9-795-041).
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Teaching Note
| HBS Case Collection
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1996
(Revised from original version)
VisiCorp 1978-1984 TN
David J. Collis
Keywords: History;
Citation: Collis, David J. "VisiCorp 1978-1984 TN." Harvard Business School Teaching Note 795-141, January 1996. (Revised from original March 1995 version.)
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Teaching Note
| HBS Case Collection
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1996
(Revised from original 1995 version)
Asahi Glass Company: Diversification Strategy TN
David J. Collis
Teaching Note for (9-794-113).
Keywords: Manufacturing Industry;
Japan;
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Supplement
| HBS Case Collection
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1996
(Revised from original version)
Birds Eye and the U.K. Frozen Food Industry (B)
David J. Collis
Describes the change in strategy Birds Eye adopted in the 1980s in the face of declining profitability and eroding market share. Updates the (A) case.
Keywords: Stock Shares;
Adoption;
Business Strategy;
Corporate Strategy;
Vertical Integration;
Food and Beverage Industry;
United Kingdom;
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Teaching Note
| HBS Case Collection
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1996
(Revised from original 1995 version)
Portfolio Planning at Ciba-Geigy and the Newport Investment Proposal TN
David J. Collis
Teaching Note for (9-795-040).
Keywords: Chemical Industry;
Pharmaceutical Industry;
Switzerland;
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Teaching Note
| HBS Case Collection
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1996
(Revised from original 1995 version)
Birds Eye and the U.K. Frozen Food Industry (A) TN
David J. Collis
Teaching Note for (9-792-074).
Keywords: Food and Beverage Industry;
United Kingdom;
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Teaching Note
| HBS Case Collection
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1995
(Revised from original version)
Cat Fight in the Pet Food Industry (A), (B), (C), and (D), Teaching Note
David J. Collis
Teaching Note for (9-391-189), (9-391-195), (9-391-196), and (9-391-197).
Keywords: Food and Beverage Industry;
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Teaching Note
| HBS Case Collection
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1995
(Revised from original version)
Cooper Industries' Corporate Strategy (A) and (B), Teaching Note
David J. Collis
Teaching Note for (9-391-095) and (9-795-154).
Keywords: Electronics Industry;
Telecommunications Industry;
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Teaching Note
| HBS Case Collection
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1995
(Revised from original version)
Beatrice Companies--1985, Teaching Note
David J. Collis
Teaching Note for (9-391-191).
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Teaching Note
| HBS Case Collection
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1995
(Revised from original 1995 version)
EnClean: Malcolm Waddell's Story (A) TN
David J. Collis
Teaching Note for (9-794-115).
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Supplement
| HBS Case Collection
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1995
EnClean: Malcolm Waddell, CEO, Video
David J. Collis
Presents Malcolm Waddell in a question-and-answer session (the actual questions do not appear on the tape) with HBS MBA students following a class in which the case is discussed.
Keywords: History;
Diversification;
Restructuring;
Corporate Strategy;
Decision Making;
Going Public;
Acquisition;
Interactive Communication;
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Supplement
| HBS Case Collection
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1995
(Revised from original version)
Cat Fight in the Pet Food Industry (B)
David J. Collis
Describes the contest for the takeover of Anderson Clayton as industry players compete for one of the seven major dog food makers.
Keywords: Business or Company Management;
Bids and Bidding;
Competition;
Corporate Strategy;
Food and Beverage Industry;
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Case
| HBS Case Collection
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1995
(Revised from original version)
Portfolio Planning at CIBA-GEIGY and the Newport Investment Proposal
David J. Collis and Elizabeth Wynne Johnson
Covers the history of portfolio planning at CIBA-GEIGY, a leading Swiss chemical and pharmaceutical company, beginning with the introduction of the process in the mid-1980s. The discussion extends to the application of portfolio planning techniques to a specific investment proposal: the comprehensive modernization of a plant dedicated to the production of high-quality specialty pigments.
Keywords: Factories, Labs, and Plants;
Chemicals;
Investment Portfolio;
Corporate Strategy;
Chemical Industry;
Pharmaceutical Industry;
Switzerland;
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Teaching Note
| HBS Case Collection
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1995
(Revised from original version)
Kraft General Foods: The Merger (A) and (B), Teaching Note
David J. Collis
Teaching Note for (9-391-139) and (9-795-153).
Keywords: Food and Beverage Industry;
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Case
| HBS Case Collection
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1995
(Revised from original 1991 version)
Kraft General Foods: The Merger (A)
David J. Collis
Describes Philip Morris' acquisitions of General Foods in 1985 and Kraft, Inc. in 1989, focusing on the integration of Kraft and General Foods that forms a $30 billion food subsidiary. Details the steps required to merge these two large companies, emphasizing the managerial, organizational, administrative, and strategic issues engendered by the integration of Kraft and General Foods.
Keywords: Mergers and Acquisitions;
Business Subsidiaries;
Business or Company Management;
Managerial Roles;
Business Processes;
Cooperation;
Integration;
Food and Beverage Industry;
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Case
| HBS Case Collection
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1995
(Revised from original 1995 version)
Kraft General Foods: The Merger (B)
David J. Collis and Elizabeth Wynne Johnson
Discusses the recent decision to blend the previously separate Kraft and General Foods units into one operating company with a focus on the creation of a single massive sales force.
Keywords: Mergers and Acquisitions;
Salesforce Management;
Corporate Strategy;
Consumer Products Industry;
Food and Beverage Industry;
Citation: Collis, David J., and Elizabeth Wynne Johnson. " Kraft General Foods: The Merger (B)." Harvard Business School Case 795-153, May 1995. (Revised from original April 1995 version.)
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Teaching Note
| HBS Case Collection
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1995
(Revised from original 1995 version)
Cabot Corporation's Liquefied Natural Gas Business TN
David J. Collis
Citation: Collis, David J. "Cabot Corporation's Liquefied Natural Gas Business TN." Harvard Business School Teaching Note 795-161, May 1995. (Revised from original April 1995 version.)
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Background Note
| HBS Case Collection
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1995
(Revised from original version)
Scope of the Corporation, The
David J. Collis
Describes analyses that determine the appropriate limit to the scope of the firm. Examines both the production cost justification for firm diversification--economies of scope and shared resources, and the governance cost justification for including transactions inside the hierarchy rather than contracting for them on the market--transaction costs and agency theory. Concludes by identifying the line between corporate strategy and firm scope.
Keywords: Cost;
Agency Theory;
Corporate Strategy;
Diversification;
Expansion;
Citation: Collis, David J. " Scope of the Corporation, The." Harvard Business School Background Note 795-139, April 1995. (Revised from original March 1995 version.)
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Teaching Note
| HBS Case Collection
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1995
(Revised from original version)
General Motors' Automotive Components Group (A), Teaching Note
David J. Collis
Citation: Collis, David J. "General Motors' Automotive Components Group (A), Teaching Note." Harvard Business School Teaching Note 391-280, April 1995. (Revised from original June 1991 version.)
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Case
| HBS Case Collection
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1995
(Revised from original 1991 version)
Cooper Industries' Corporate Strategy (A)
David J. Collis
Describes the development of a successful corporate strategy based on the acquisition and subsequent consolidation of low-technology manufacturing companies. Starting with a company history and discussion of current business segments, the case goes on to detail the innovation of corporate headquarters in strategy formulation and operations. Highlights the synergistic possibilities in alike acquisitions and addresses the issue of long-term value creation in acquisition-oriented firms. Emphasis is placed on the systems and procedures installed to implement the corporate strategy.
Keywords: Value Creation;
Corporate Strategy;
Acquisition;
Manufacturing Industry;
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Background Note
| HBS Case Collection
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1995
(Revised from original version)
Corporate Strategy: A Conceptual Framework
David J. Collis
Provides a conceptual framework for the study of corporate strategy. First describes previous perspectives on corporate strategy and then develops a framework of four elements: resources, tasks, structure, and industries. This framework can be used to explain the value corporations add to their businesses, how they should be organized, and the limit to the scope of the firm. Finally, describes four steps involved in the formulation of a corporate strategy.
Keywords: Resource Allocation;
Organizational Design;
Organizational Structure;
Corporate Strategy;
Value;
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Supplement
| HBS Case Collection
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1995
Cooper Industries' Corporate Strategy (B)
David J. Collis and Elizabeth Wynne Johnson
Brings students up to date regarding a recent decision by the chairman.
Keywords: Governing and Advisory Boards;
Decisions;
Corporate Strategy;
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Case
| HBS Case Collection
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1995
(Revised from original version)
Asahi Glass Co.: Diversification Strategy
David J. Collis
Describes the history and diversification strategy of the Japanese manufacturer Asahi Glass Co. The company has diversified through internal growth, acquisition, and joint ventures from its origin in flat glass to a broad glass-materials, chemical, and electronics manufacturer. It has also vertically integrated and expanded internally to become the leading global glass manufacturer. In 1993, Asahi Glass is reviewing its future direction, particularly whether it should divest its electronics business.
Keywords: Acquisition;
Joint Ventures;
Diversification;
Expansion;
Vertical Integration;
Manufacturing Industry;
Japan;
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Case
| HBS Case Collection
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1995
(Revised from original 1993 version)
Cabot Corporation's Liquefied Natural Gas Business
David J. Collis and Dianna Magnani
Keywords: Energy;
Energy Industry;
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Teaching Note
| HBS Case Collection
|
1995
U.S. Lodging Industry in 1985, The TN
David J. Collis
Citation: Collis, David J. "U.S. Lodging Industry in 1985, The TN." Harvard Business School Teaching Note 795-145, April 1995.
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Case
| HBS Case Collection
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1995
(Revised from original version)
IBP and the U.S. Meat Industry
David J. Collis and Nancy Donohue
IBP, the largest U.S. beef and pork processor, is facing deteriorating earnings and undertakes a fundamental strategic review in 1990. Having grown from its founding in 1961 to its current position as a low cost, innovative producer of boxed beef, and more recently pork, IBP's competitors have pursued very different corporate strategies that appear to be more successful. IBP must reevaluate its own corporate strategy and decide whether its distinctive competence is still relevant, and where it should be active in the three dimensions of product, geography, and vertical integration.
Keywords: Earnings Management;
Decision Choices and Conditions;
Cost Management;
Innovation and Invention;
Business or Company Management;
Corporate Strategy;
Vertical Integration;
Food and Beverage Industry;
United States;
Citation: Collis, David J., and Nancy Donohue. " IBP and the U.S. Meat Industry." Harvard Business School Case 391-006, April 1995. (Revised from original March 1991 version.)
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Case
| HBS Case Collection
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1995
(Revised from original version)
Saatchi & Saatchi Co. PLC: Corporate Strategy
David J. Collis
Saatchi & Saatchi, founded in 1970, became the world's largest advertising agency in 1986. It then diversified into consulting and other managerial areas before crashing in 1989. Under a new CEO, the company restructured and refocused on its advertising agencies.
Keywords: Restructuring;
Globalized Firms and Management;
Corporate Strategy;
Diversification;
Advertising Industry;
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Case
| HBS Case Collection
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1995
(Revised from original 1993 version)
Sharp Corporation: Technology Strategy
David J. Collis and Tomo Noda
Teaches the evolution of the corporate strategy of Sharp Corp., Japan. Sharp Corp., a second-tier assembler of TV sets and home appliances, gradually and consistently improved performance by developing expertise in electronic device technologies such as specialized ICs and LCDs and used these technologies to develop innovative end products. As a result, the company was regarded as a world leader in opto-electronics and was becoming a premier comprehensive electronics company. Teaching Objectives: Explores how the company identified, developed, and leveraged its lay technologies. Also discusses how the company coordinated across multiple businesses, and its organizational capabilities.
Keywords: Innovation and Invention;
Leadership;
Performance Improvement;
Corporate Strategy;
Diversification;
Technology Adoption;
Electronics Industry;
Japan;
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Case
| HBS Case Collection
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1995
(Revised from original 1994 version)
EnClean: Malcolm Waddell's Story (A)
David J. Collis
Describes, in the words of its cofounder, the history of EnClean, an industrial and environmental services company, from its origins in 1984. The company grew rapidly and diversified into new businesses and new geographies both through acquisition and internally. It went public in 1989 but then suffered major losses in 1992 and 1993. The founder must now decide how to respond to a secret board ultimatum.
Keywords: History;
Diversification;
Restructuring;
Corporate Strategy;
Decision Making;
Going Public;
Acquisition;
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Case
| HBS Case Collection
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1995
(Revised from original version)
Smashing the Cube: Corporate Transformation at CIBA-GEIGY Ltd.
David J. Collis and Elizabeth Wynne Johnson
CIBA-GEIGY is a large, diversified multinational corporation that transforms itself in the 1990s through a massive structural and cultural change. The case describes the changes implemented and the processes used to effect change in portfolio, people, and structures. By the middle of 1994 CIBA is assessing how effective the transformation has been and whether it has gone too far, or not far enough.
Keywords: Restructuring;
Change Management;
Transformation;
Investment Portfolio;
Multinational Firms and Management;
Organizational Culture;
Corporate Strategy;
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Teaching Note
| HBS Case Collection
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1995
(Revised from original version)
Major Home Appliance Industry in 1984 (Revised) and Maytag in 1984, Teaching Note
David J. Collis
Teaching Note for (9-386-115) and (9-389-055).
Keywords: Consumer Products Industry;
United States;
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Teaching Note
| HBS Case Collection
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1995
(Revised from original 1995 version)
Saatchi and Saatchi Company PLC: Corporate Strategy TN
David J. Collis
Teaching Note for (9-792-056).
Keywords: Advertising Industry;
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Teaching Note
| HBS Case Collection
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1995
Time Inc. and New Magazine Development (A) TN
David J. Collis
Keywords: Journals and Magazines;
Publishing Industry;
Citation: Collis, David J. "Time Inc. and New Magazine Development (A) TN." Harvard Business School Teaching Note 795-108, February 1995.
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Teaching Note
| HBS Case Collection
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1995
(Revised from original 1991 version)
Berkshire Partners, Teaching Note
David J. Collis
Teaching Note for (9-391-091).
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Supplement
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1994
(Revised from original 1988 version)
Major Home Appliance Industry in 1988
David J. Collis and Nancy Donohue
Updates developments in the industry. Included among these are GE's reinvestment program, GE and Whirlpool's bidding war for Roper, Sears' expansion into selling brand names, Whirlpool's expansion into the European markets, and a number of other examples of this kind of consolidation, globalization, and expansion. May be used with Maytag in 1984.
Keywords: Development Economics;
Investment;
Globalization;
Brands and Branding;
Bids and Bidding;
Expansion;
Europe;
Citation: Collis, David J., and Nancy Donohue. " Major Home Appliance Industry in 1988." Harvard Business School Supplement 389-056, December 1994. (Revised from original October 1988 version.)
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Case
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1994
(Revised from original version)
Maytag in 1984
David J. Collis and Nancy Donohue
Highlights Maytag's unique position in the industry in 1984. Maytag, a much smaller player than its competitors has prior to 1984 been successful in producing high quality merchandise and charging a premium for it. By 1984 Maytag is also attempting expansion. Traditionally a producer of laundry equipment, Maytag has made two key acquisitions--expanding its product line to include kitchen appliances. Reviews this situation an also discusses its two closest competitors, GE and Whirlpool. Provides a follow-up to Major Home Appliance Industry in 1984 (Revised) and its Supplement, Major Home Appliance Industry in 1988.
Keywords: Acquisition;
Business or Company Management;
Production;
Quality;
Rank and Position;
Competition;
Expansion;
Electronics Industry;
Citation: Collis, David J., and Nancy Donohue. " Maytag in 1984." Harvard Business School Case 389-055, December 1994. (Revised from original October 1988 version.)
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Case
| HBS Case Collection
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1994
(Revised from original version)
Birds Eye and the U.K. Frozen Food Industry (A)
David J. Collis
Describes the forty-year evolution of the U.K. frozen food industry, and traces the emergence, dominance, and the decline of Birds Eye. Its success is as a vertically integrated producer, distributor, and marketer of frozen foods that pioneers the industry in the U.K. Its decline as other firms enter all stages of the value chain is seen as a result of its earlier success that yields it an unsustainable strategic position. Examines vertical integration as a strategy, the analytic rationale to be vertically integrated, and the disadvantages of vertical integration.
Keywords: History;
Customer Value and Value Chain;
Vertical Integration;
Corporate Strategy;
Success;
Food and Beverage Industry;
United Kingdom;
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Supplement
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1993
(Revised from original version)
Cat Fight in the Pet Food Industry (D)
David J. Collis
Describes important developments in the pet food industry in 1989, 1990, and 1991, focusing on competitive dynamics among the industry's major players.
Keywords: Competition;
Food and Beverage Industry;
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Case
| HBS Case Collection
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1993
(Revised from original version)
Cat Fight in the Pet Food Industry (A)
David J. Collis
Describes the pet food industry in the mid-eighties prior to the breakout of a major competitive battle as manufacturers fight for share. Illustrates how when there are benefits to play in multiple markets, competitors will take action in one market to preserve their position in other markets. An example of multimarket competitive interaction. Covers competitor analysis and prediction, and economies of scope.
Keywords: Cost vs Benefits;
Forecasting and Prediction;
Financial Markets;
Management Analysis, Tools, and Techniques;
Ownership Stake;
Competition;
Corporate Strategy;
Food and Beverage Industry;
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Supplement
| HBS Case Collection
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1993
(Revised from original version)
Cat Fight in the Pet Food Industry (C)
David J. Collis
Describes significant developments in the pet food industry in 1987 and 1988, focusing on the competitive interactions among the industry's major players.
Keywords: Competition;
Food and Beverage Industry;
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Supplement
| HBS Case Collection
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1992
Cooper Industries Video
David J. Collis
Bob Gigile, Chairman and CEO of Cooper Industries, describes the company's philosophy behind acquisitions and his corporate strategy. He then answers questions raised by the case discussion.
Keywords: Acquisition;
Management Style;
Corporate Strategy;
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Case
| HBS Case Collection
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1992
Time Inc. and New Magazine Development (B)
David J. Collis and Nancy Donohue
Keywords: Journals and Magazines;
Product Development;
Publishing Industry;
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Case
| HBS Case Collection
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1991
(Revised from original version)
Time Inc. and New Magazine Development
David J. Collis and Nancy Donohue
Looks at the magazine development at Time Inc. in light of the growing dominance of the video group and the modern management of the 1980s. Highlights the firm's magazine development during 1989.
Keywords: Growth and Development;
Management;
Product;
Segmentation;
Publishing Industry;
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Case
| HBS Case Collection
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1991
Time Inc. and New Magazine Development (A)
David J. Collis and Nancy Donohue
Keywords: Journals and Magazines;
Product Development;
Publishing Industry;
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Background Note
| HBS Case Collection
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1991
(Revised from original version)
Note on Factory Automation
David J. Collis
Citation: Collis, David J. " Note on Factory Automation." Harvard Business School Background Note 387-084, October 1991. (Revised from original November 1986 version.)
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Case
| HBS Case Collection
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1991
(Revised from original version)
Nestle in Chocolate in 1990
David J. Collis
Keywords: Food and Beverage Industry;
Citation: Collis, David J. " Nestle in Chocolate in 1990." Harvard Business School Case 391-203, August 1991. (Revised from original April 1991 version.)
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Teaching Note
| HBS Case Collection
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1991
ISS--International Service System A/S, TN
David J. Collis
Citation: Collis, David J. "ISS--International Service System A/S, TN." Harvard Business School Teaching Note 391-270, June 1991.
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Teaching Note
| HBS Case Collection
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1991
Note on the Aluminum Industry in 1983, Teaching Note
David J. Collis
Citation: Collis, David J. "Note on the Aluminum Industry in 1983, Teaching Note." Harvard Business School Teaching Note 391-273, June 1991.
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Teaching Note
| HBS Case Collection
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1991
Nestle in Chocolate in 1990, Teaching Note
David J. Collis
Citation: Collis, David J. "Nestle in Chocolate in 1990, Teaching Note." Harvard Business School Teaching Note 391-277, June 1991.
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Background Note
| HBS Case Collection
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1991
Corporate Advantage: Identifying and Exploiting Resources
David J. Collis
Describes the economic theory that was behind the view that resources are central to the creation of value in multibusiness corporations and identifies tests that resources must pass to become part of a firm's "distinctive competence". Describes how those resources can be leveraged, built, or altered.
Keywords: Business Conglomerates;
Business or Company Management;
Resource Allocation;
Competitive Strategy;
Theory;
Value Creation;
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Teaching Note
| HBS Case Collection
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1991
Omron Tateisi Electronics Co., Teaching Note
David J. Collis
Citation: Collis, David J. "Omron Tateisi Electronics Co., Teaching Note." Harvard Business School Teaching Note 391-274, June 1991.
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Teaching Note
| HBS Case Collection
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1991
General Electric: Consumers Electronics Group, Teaching Note
David J. Collis
Teaching Note for (9-389-048).
Keywords: Electronics Industry;
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Case
| HBS Case Collection
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1989
(Revised from original version)
General Electric: Consumer Electronics Group
David J. Collis and Nancy Donohue
Highlights the General Electric takeover of RCA and the consolidation of the two companies' consumer electronic groups. Starting first with a history of the television industry in the United States, Europe, and Japan, and then a brief discussion of the main competitors from each of these areas, the case goes on to describe the strategy the new group pursued in terms of sourcing, manufacturing, distributing, and overall technology changes. Highlights the concept of scope advantage--the advantage you get by competing in many different markets (in this case many different geographic markets).
Keywords: Competition;
Markets;
Business Strategy;
Consumer Products Industry;
Electronics Industry;
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Case
| HBS Case Collection
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1989
(Revised from original version)
Kingsbury Machine Tool Corp.
David J. Collis
Citation: Collis, David J. " Kingsbury Machine Tool Corp." Harvard Business School Case 388-110, April 1989. (Revised from original April 1988 version.)
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Case
| HBS Case Collection
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1989
(Revised from original version)
Saatchi & Saatchi Co. PLC
David J. Collis
Keywords: Advertising Industry;
Citation: Collis, David J. " Saatchi & Saatchi Co. PLC." Harvard Business School Case 387-170, March 1989. (Revised from original April 1987 version.)
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Background Note
| HBS Case Collection
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1988
(Revised from original version)
Machine Tool Industry and Industrial Policy--1955-82
George C. Lodge and David J. Collis
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Case
| HBS Case Collection
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1988
(Revised from original 1979 version)
Chain Saw Industry in 1978
Michael E. Porter and David J. Collis
For use on the second day of a two-day sequence on the U.S. chain saw industry. Describes the evolution of the industry since 1974. Illustrates issues in industry evolution, the forces causing evolution, and the strategic issues raised by evolution. The discussion can center around understanding the 1974-78 time period, and then on an analysis of the future. The class can be asked to take the perspective of different major competitors.
Keywords: History;
Perspective;
Machinery and Machining;
Corporate Strategy;
Forecasting and Prediction;
Agriculture and Agribusiness Industry;
Citation: Porter, Michael E., and David J. Collis. " Chain Saw Industry in 1978." Harvard Business School Case 379-176, June 1988. (Revised from original April 1979 version.)
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Case
| HBS Case Collection
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1988
WPP Group PLC
David J. Collis
Citation: Collis, David J. " WPP Group PLC." Harvard Business School Case 388-126, April 1988.
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Case
| HBS Case Collection
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1987
(Revised from original version)
Machine Tool Industry (A)
David J. Collis
Citation: Collis, David J. " Machine Tool Industry (A)." Harvard Business School Case 387-087, September 1987. (Revised from original November 1986 version.)
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Case
| HBS Case Collection
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1986
Machine Tool Industry (B): United Kingdom
David J. Collis
Keywords: Industrial Products Industry;
United Kingdom;
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