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• Case | HBS Case Collection | January 2018 (Revised March 2019)

  Autonomous Vehicles: The Rubber Hits the Road...but When?

  William Kerr, Allison Ciechanover, Jeff Huizinga and James Palano

  The autonomous vehicles have enormous implications for business and society. But, despite the many headlines and significant attention paid to the technology, truly autonomous vehicles still seemed a long way from reality. Students will learn about the complex industry, explore the factors influencing development and commercialization, and think about the views and responses of a range of affected stakeholders. They will also be put in the shoes of decision-makers looking for signals to predict future adoption and prepare for the disruptive change ahead.

  Keywords: technology management; artificial intelligence; general management; robotics; Technological Innovation; Transportation; Disruption; Technology; Decision Making; Auto Industry; Technology Industry;

  Citation:

  Kerr, William, Allison Ciechanover, Jeff Huizinga, and James Palano. "Autonomous Vehicles: The Rubber Hits the Road...but When?" Harvard Business School Case 818-088, January 2018. (Revised March 2019.)  View Details

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• Case | HBS Case Collection | February 2019

  Canibal—Play It Green!

  Frank V. Cespedes, Joseph B. Fuller, Tonia Labruyere and Elena Corsi

  In 2011, Canibal launched a machine that could sort and compress aluminum cans, plastic bottles, and cups. Users could play a jackpot-style game on the machine’s digital display, while disposing of their beverage containers and earning coupons or other rewards. The machine could also display advertising or serve as a communication tool. In 2016, the company's new machine, the i3, had more potential than earlier models, due to enhanced reliability and displays that could allow Canibal to pursue new markets. Benoit Paget, CEO and founder of Canibal, must choose a growth path: which customer segment should he focus on? How should he position his product? What would be the implications of these choices for marketing and sales requirements, pricing, and funding?

  Keywords: sales growth; recycling; start-up; scaling; market selection; Sales; Marketing; Business Startups; Growth and Development Strategy; Segmentation; Product Positioning; Technology Industry; France;

  Citation:

  Cespedes, Frank V., Joseph B. Fuller, Tonia Labruyere, and Elena Corsi. "Canibal—Play It Green!" Harvard Business School Case 319-089, February 2019.  View Details

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• Case | HBS Case Collection | February 2019

  Theranos: The Unicorn that Wasn't

  Joseph B. Fuller and John Masko

  In 2003, 19-year-old Elizabeth Holmes founded a startup dedicated to making blood testing easier and more affordable. By 2015, her company, Theranos, was worth $9 billion. It boasted a star-studded board and contracts with national pharmacy and supermarket chains Walgreens and Safeway to bring Theranos technology, which could purportedly perform hundreds of tests with a pinprick of blood, to consumers around the country. Over the next few years, however, Wall Street Journal reporter John Carreyrou published a series of articles demonstrating that Theranos’ proprietary technology produced inaccurate results, relied heavily on non-proprietary devices to perform its tests, and violated multiple regulatory standards. In 2018, after a three-year stream of revelations about the company’s operating practices, corporate culture, and technology, the U.S. Securities and Exchange Commission charged Theranos with fraud and the company soon collapsed.

  Keywords: Theranos; blood; lab testing; fraud; Holmes; Balwani; Shultz; Carreyrou; Securities and Exchange Commission; Food and Drug Administration; FDA; SEC; Health Testing and Trials; Corporate Accountability; Organizational Culture; Misleading and Fraudulent Advertising; Crime and Corruption; Entrepreneurship; Medical Devices and Supplies Industry;

  Citation:

  Fuller, Joseph B., and John Masko. "Theranos: The Unicorn that Wasn't." Harvard Business School Case 319-068, February 2019.  View Details

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