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• Case | HBS Case Collection | February 2010 (Revised February 2020)

  The Vitality Group: Paying for Self-Care

  Regina E. Herzlinger

  Vitality is part of a $2 billion start-up South African and U.K. health insurance firm. It has achieved excellent results in rewarding people for promoting their health. It is now contemplating how to enter the U.S. market.

  Keywords: Insurance; Health; Health Care and Treatment; Market Entry and Exit; Insurance Industry; South Africa; United Kingdom; United States;

  Citation:

  Herzlinger, Regina E. "The Vitality Group: Paying for Self-Care." Harvard Business School Case 310-071, February 2010. (Revised February 2020.)  View Details

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• Case | HBS Case Collection | August 2001 (Revised February 2020)

  Consumer-Driven Health Care: Medtronic's Health Insurance Options

  Regina E. Herzlinger, John Hurwitch and Seth Bokser

  Describes the variety of health insurance plans that Medtronic offers, including a high-deductible, consumer-driven health plan with a health reimbursement account that also enables health care providers to quote their own prices. Asks students to consider the choices facing the firm's human resources manager and its employees and the viability of the new consumer-driven models.

  Keywords: Health Care and Treatment; Insurance; Decision Choices and Conditions; Compensation and Benefits; Demand and Consumers;

  Citation:

  Herzlinger, Regina E., John Hurwitch, and Seth Bokser. "Consumer-Driven Health Care: Medtronic's Health Insurance Options." Harvard Business School Case 302-006, August 2001. (Revised February 2020.)  View Details

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• Case | HBS Case Collection | November 2019 (Revised February 2020)

  Hormel Foods

  David E. Bell and Natalie Kindred

  In 2019, CEO Jim Snee is weighing how to shape the image of Hormel Foods, one of the largest U.S. meat and food companies, at a time when the industry faces unprecedented scrutiny. Based in the small town of Austin, Minnesota, the nearly 130-year-old firm is best known for its legacy meat-based brands such as Hormel Pepperoni and Spam. It also owns brands (many acquired recently) that consumers might not associate with Hormel, such as Wholly Guacamole, Justin’s nut butters, and Applegate Farms deli meats. This diversity of products reflects Snee’s effort to reduce Hormel’s commodity exposure and balance its portfolio across raw materials, consumer segments, price points, food trends, and channels. In pork, for example, Hormel’s range extends from low-price Hormel-brand products made from conventionally raised animals to pricier Applegate Farms–brand products made from animals raised in organic and humane-centric conditions. To Snee, these differences embody Hormel’s strategy of offering choices to consumers. Hormel is 48% owned by a foundation created by the founding family, which has allowed its leadership to manage with a long-term view and worry less about Wall Street scrutiny. Indeed, for such a large firm—$10 billion in sales, penetration in 80% of U.S. households—Hormel has historically been relatively “under the radar.” But in the social media era, Snee knows how quickly companies can lose control over their reputations, and that the animal protein space is particularly sensitive. What risks does Hormel face, and how can Snee preserve and convey the qualities that set the company apart?

  Keywords: Agriculture and Agribusiness Industry; Food and Beverage Industry; Consumer Products Industry; United States; China;

  Citation:

  Bell, David E., and Natalie Kindred. "Hormel Foods." Harvard Business School Case 520-045, November 2019. (Revised February 2020.)  View Details

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