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• Case | HBS Case Collection | April 2018

  Tesla's CEO Compensation Plan

  Krishna G. Palepu and Sarah Mehta

  Tesla’s board of directors proposed an unusual compensation plan for the company’s CEO Elon Musk. The plan payouts were entirely contingent on achieving very ambitious market value, sales, and EBIT targets over the next ten years. If all the targets were achieved, Tesla would be one of the most valuable companies in the world, and Musk would receive the highest compensation of any CEO in US corporate history. If the targets were not achieved, Musk would receive nothing. Proxy advisors (ISS and Glass Lewis) expressed serious reservations about the plan and urged shareholders to vote against it. Should shareholders approve or reject the plan?

  Keywords: CEO compensation; compensation committee; Corporate Governance; Executive Compensation; Governing and Advisory Boards; Business and Shareholder Relations; Auto Industry; United States;

  Citation:

  Palepu, Krishna G., and Sarah Mehta. "Tesla's CEO Compensation Plan." Harvard Business School Case 118-085, April 2018.  View Details

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• Case | HBS Case Collection | January 2018 (Revised April 2018)

  Adeo Health Science: Turning a Product into a Brand

  Elizabeth A. Keenan and Jill Avery

  For decades, American parents were warned to avoid introducing potential allergens to their babies prior to their first birthday. But two influential clinical studies caused the medical establishment to radically reverse their position. Parents were now warned that delaying the introduction of these types of foods increased a baby's risk of food allergies. Adeo Health Science was ready, with patents filed for a baby food that made it simple for parents to introduce allergens. Now, the new company had to turn its product into a brand and map its go-to-market strategy, including creating a compelling value proposition, choosing a path to market that was either direct-to-consumer, through grocery retailers, or via the physician channel, and planning its marketing communications and sales strategy. As a new startup with constrained resources, the company knew its marketing decisions would make or break the new product.

  Keywords: marketing; Startup; entrepreneurship; health care; consumer; consumer products; branding; brands and branding; marketing strategy; Marketing communications; Distribution; retailing; go to market strategy; Marketing; Marketing Channels; Marketing Communications; Brands and Branding; Marketing Strategy; Entrepreneurship; Health Care and Treatment; Consumer Products Industry; Health Industry; United States; North America;

  Citation:

  Keenan, Elizabeth A., and Jill Avery. "Adeo Health Science: Turning a Product into a Brand." Harvard Business School Case 518-065, January 2018. (Revised April 2018.)  View Details

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• Case | HBS Case Collection | August 2016 (Revised March 2018)

  Videojet (A)

  Raffaella Sadun, Bharat Anand and Eric Van den Steen

  In 2005 Craig Purse, the CEO of Videojet, a company recently acquired by the conglomerate Danaher, is dealing with the unexpected failure of a new high-tech printer just launched in the market. The new product exemplified the first real instance in which the Videojet team had used the managerial processes of the Danaher Business System (DBS). Was the failure of the new printer a sign that the DBS was fundamentally inadequate for product development projects? Or was the failure instead a symptom that the Videojet team had not properly adopted the DBS? What should Purse do to correct the course of the company?

  Keywords: Managerial Processes; conglomerates; diversification; relational contracts; Corporate Strategy; Business Conglomerates; Diversification; Management Practices and Processes; Strategy; Manufacturing Industry; United States;

  Citation:

  Sadun, Raffaella, Bharat Anand, and Eric Van den Steen. "Videojet (A)." Harvard Business School Case 717-403, August 2016. (Revised March 2018.)  View Details

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