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Photo of Forest L. Reinhardt

Unit: Business, Government and the International Economy

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Forest L. Reinhardt

John D. Black Professor
Unit Head, Business, Government and the International Economy

Forest L. Reinhardt is the John D. Black Professor of Business Administration at Harvard Business School. 

Professor Reinhardt is the head of HBS’s Business, Government, and the International Economy unit.  He also serves as the faculty chair of Harvard Business School's Asia-Pacific Research Center and the chair of the HBS Executive Education in the Asia-Pacific Region.

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Forest L. Reinhardt is the John D. Black Professor of Business Administration at Harvard Business School. 

Professor Reinhardt is the head of HBS’s Business, Government, and the International Economy unit.  He also serves as the faculty chair of Harvard Business School's Asia-Pacific Research Center and the chair of the HBS Executive Education in the Asia-Pacific Region.

Recently, Professor Reinhardt taught, with HBS colleagues Martha Crawford and Joe Lassiter, an MBA elective course called “Twenty-First Century Energy.”   This course analyzes the global energy system from economic and political perspectives, and explores the strategies both of incumbent firms and startups. 

Professor Reinhardt also teaches regularly in the HBS Agribusiness Seminar, and he teaches an MBA elective course called “Food and Agribusiness,” which uses case studies from all over the world to examine the ways in which people raise plants and animals and the ways in which food is transported, processed, distributed, marketed, and consumed.

Professor Reinhardt’s other recent teaching assignments have included a core course called Global Markets in the HBS Owner/President Management Program.  Drawing on microeconomics, macroeconomics, political science, and history, the course helps business leaders understand the economic and political environment in which business is conducted, and the strategic opportunities and risks to which globalization gives rise.   In addition, Professor Reinhardt has taught the required MBA courses on Strategy and on Business, Government, and the International Economy at HBS. 

Professor Reinhardt is interested in the relationships between market and nonmarket strategy, the relations between government regulation and corporate strategy, the behavior of private and public organizations that manage natural resources, and the economics of externalities and public goods. He is the author of Down to Earth: Applying Business Principles to Environmental Management, published by Harvard Business School Press. Like that book, many of his articles and papers analyze problems of environmental and natural resource management. He has written numerous classroom cases on these and related topics, used at Harvard and elsewhere in MBA curricula and in executive programs.

Professor Reinhardt serves on the Board of Tutors for the Harvard College concentration in Environmental Science and Public Policy, on the Steering Committee of the Harvard University Center for the Environment, and on the Steering Committee of the HBS-Harvard Kennedy School Joint Degree Programs.  He is Co-Chair of the Harvard Advanced Leadership Initiative. 

Reinhardt received his Ph.D. in Business Economics from Harvard University in 1990. He also holds an MBA from Harvard Business School, where he was a Baker Scholar, and an A.B., cum laude, from Harvard College.

Born and raised in Montana, he lives in Belmont, Massachusetts. 

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Publications Research Summary

Books

  1. Book | 2000

    Down to Earth: Applying Business Principles to Environmental Management

    F. L. Reinhardt

    Keywords: Environmental Sustainability; Business Strategy;

    Citation:

    Reinhardt, F. L. Down to Earth: Applying Business Principles to Environmental Management. Boston: Harvard Business School Press, 2000.  View Details
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  2. Book | 1996

    Business Management and the Natural Environment: Cases and Text

    F. L. Reinhardt and R. H.K. Vietor

    Keywords: Business or Company Management; Natural Environment; Cases;

    Citation:

    Reinhardt, F. L., and R. H.K. Vietor. Business Management and the Natural Environment: Cases and Text. Cincinnati: South-Western College Publishing, 1996.  View Details
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  3. Manual | 1996

    Instructor's Manual for Business Management and the Natural Environment: Cases and Text

    F. L. Reinhardt and R. H.K. Vietor

    Keywords: Business or Company Management; Natural Environment; Cases;

    Citation:

    Reinhardt, F. L., and R. H.K. Vietor. Instructor's Manual for Business Management and the Natural Environment: Cases and Text. Cincinnati: South-Western College Publishing, 1996.  View Details
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Journal Articles

  1. Other Article | Harvard Business Review IdeaCast

    How the U.S. Navy Is Responding to Climate Change

    Forest Reinhardt and Michael W. Toffel

    We talk about how a giant, global enterprise that operates and owns assets at sea level is fighting climate change—and adapting to it. We discuss what the private sector can learn from the U.S. Navy’s scientific and sober view of the world. We are also the authors of “Managing Climate Change: Lessons from the U.S. Navy” in the July–August 2017 issue of Harvard Business Review.

    Keywords: Environmental Sustainability; Leadership; Strategic Planning; Problems and Challenges; Operations; Logistics;

    Citation:

    Reinhardt, Forest, and Michael W. Toffel. "How the U.S. Navy Is Responding to Climate Change." Harvard Business Review IdeaCast (August 18, 2017). (Podcast.)  View Details
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  2. Article | Harvard Business Review

    Managing Climate Change: Lessons from the U.S. Navy

    Forest Reinhardt and Michael W. Toffel

    The U.S. Navy operates on the front lines of climate change. It manages tens of billions of dollars in assets on every continent and on every ocean, which take many years to design and build and then have decades of useful life. This means that it needs to understand now what sorts of missions it may be required to perform in 10, 20, or 30 years and what assets and infrastructure it will need to carry them out. Put another way, it needs to plan for the world that will exist at that time. The navy is clear eyed about the challenges climate change poses. It knows that the effects of a warmer world will expand the geographic scope of its mission and increase demand for its military and humanitarian services. Climate change will also decrease its capacity to deliver those services, as the risk of damage to its bases and ports increases. This article examines the Navy’s approach to climate change and reflects on the implications for business.

    Keywords: climate change; environment; military; disaster relief; refugees; Environmental Impact; environmental strategy; sustainability; Energy; Energy Conservation; Energy Sources; Energy Generation; Globalization; Innovation and Invention; Leadership; Strategic Planning; Problems and Challenges; Risk and Uncertainty; Supply Chain; Operations; Logistics; Infrastructure; Strategy; Environmental Sustainability; Service Industry;

    Citation:

    Reinhardt, Forest, and Michael W. Toffel. "Managing Climate Change: Lessons from the U.S. Navy." Harvard Business Review 95, no. 4 (July–August 2017): 102–111.  View Details
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  3. Article | Harvard Business Review

    Case Study: Dealing with Drought

    Forest Reinhardt and Alison Beard

    Citation:

    Reinhardt, Forest, and Alison Beard. "Case Study: Dealing with Drought." Harvard Business Review 94, no. 11 (November 2016).  View Details
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  4. Article | Journal of Economics & Management Strategy

    Households' Willingness to Pay for 'Green' Goods: Evidence from Patagonia's Introduction of Organic Cotton Sportswear

    Ramon Casadesus-Masanell, Michael Crooke, Forest L. Reinhardt and Vishal Vasishth

    To shed light on individuals' willingness to pay for "green" goods (i.e., goods that are supposed to have lower adverse environmental impacts either in production or in use), we study data from the introduction by Patagonia, Inc., of organic cotton sportswear in the mid 1990s. Patagonia, a maker of high-end outdoor wear, substituted organic cotton for conventionally grown cotton in all of its sportswear (i.e., casual clothing for travel and leisure) in 1996. We find that customers were willing to pay significant premiums for organic cotton garments although the organic cotton provided no demonstrable private incremental benefits to the customer.

    Keywords: Spending; Consumer Behavior; Environmental Sustainability; Consumer Products Industry;

    Citation:

    Casadesus-Masanell, Ramon, Michael Crooke, Forest L. Reinhardt, and Vishal Vasishth. "Households' Willingness to Pay for 'Green' Goods: Evidence from Patagonia's Introduction of Organic Cotton Sportswear." Journal of Economics & Management Strategy 18, no. 1 (Spring 2009): 203–233.  View Details
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  5. Article | Review of Environmental Economics and Policy

    Corporate Social Responsibility Through an Economic Lens

    Forest L. Reinhardt, Robert N. Stavins and Richard H.K. Vietor

    Business leaders, government officials, and academics are focusing considerable attention on the concept of "corporate social responsibility" (CSR), particularly in the realm of environmental protection. Beyond complete compliance with environmental regulations, do firms have additional moral or social responsibilities to commit resources to environmental protection? How should we think about the notion of firms sacrificing profits in the social interest? May they do so within the scope of their fiduciary responsibilities to their shareholders? Can they do so on a sustainable basis, or will the forces of a competitive marketplace render such efforts and their impacts transient at best? Do firms, in fact, frequently or at least sometimes behave this way, reducing their earnings by voluntarily engaging in environmental stewardship? And finally, should firms carry out such profit-sacrificing activities (i.e., is this an efficient use of social resources)? We address these questions through the lens of economics, including insights from legal analysis and business scholarship.

    Keywords: Profit; Governance Compliance; Governing Rules, Regulations, and Reforms; Corporate Social Responsibility and Impact; Business and Shareholder Relations; Environmental Sustainability;

    Citation:

    Reinhardt, Forest L., Robert N. Stavins, and Richard H.K. Vietor. "Corporate Social Responsibility Through an Economic Lens." Review of Environmental Economics and Policy 2, no. 2 (summer 2008).  View Details
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  6. Article | Harvard Business Review

    Grist: A Strategic Approach to Climate

    Michael E. Porter and Forest Reinhardt

    Climate change will affect everything businesses do, as government efforts to mitigate carbon emissions cause their prices to rise steeply. This special edition of Forethought takes a hard-nosed look at the risks and opportunities of climate change. Michael E. Porter and Forest L. Reinhardt argue that the effects of climate change on companies' operations are now so tangible and certain that the issue is best addressed with the tools of the strategist, not the philanthropist.

    Keywords: Customer Value and Value Chain; Governing Rules, Regulations, and Reforms; Leadership; Logistics; Corporate Social Responsibility and Impact; Performance Improvement; Weather and Climate Change; Competitive Advantage; Corporate Strategy;

    Citation:

    Porter, Michael E., and Forest Reinhardt. "Grist: A Strategic Approach to Climate." Forethought. Harvard Business Review 85, no. 10 (October 2007): 22–26.  View Details
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  7. Article | Harvard Business Review

    Opinion: Place Your Bets on the Future You Want

    Forest Reinhardt

    This piece posits that success in a carbon-constrained world will be determined by innovation and acumen, requiring companies to make bold moves.

    Keywords: Governing Rules, Regulations, and Reforms; Innovation and Invention; Knowledge Use and Leverage; Leadership; Success; Environmental Sustainability; Weather and Climate Change; Competitive Advantage;

    Citation:

    Reinhardt, Forest. "Opinion: Place Your Bets on the Future You Want." Forethought. Harvard Business Review 85, no. 10 (October 2007): 42–43.  View Details
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  8. Article | Harvard Business Review

    What Every Executive Needs to Know about Global Warming

    Kimberly O'Neill Packard and F. Reinhardt

    Keywords: Management; Environmental Sustainability;

    Citation:

    O'Neill Packard, Kimberly, and F. Reinhardt. "What Every Executive Needs to Know about Global Warming." Harvard Business Review 78, no. 4 (July–August 2000): 128–135.  View Details
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  9. Article | Financial Times

    Tensions in the Environment

    F. L. Reinhardt

    Citation:

    Reinhardt, F. L. "Tensions in the Environment." Mastering Risk Financial Times (June 13, 2000).  View Details
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  10. Article | Interfaces

    Sustainability and the Firm

    F. L. Reinhardt

    Keywords: Environmental Sustainability; Business Ventures;

    Citation:

    Reinhardt, F. L. "Sustainability and the Firm." Interfaces 30, no. 3 (May–June 2000): 26–41.  View Details
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  11. Article | Harvard Business Review

    Bringing the Environment Down to Earth

    F. L. Reinhardt

    Citation:

    Reinhardt, F. L. "Bringing the Environment Down to Earth." Harvard Business Review 77, no. 4 (July–August 1999): 149–157.  View Details
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  12. Article | Journal of Industrial Ecology

    Market Failure and the Environmental Policies of Firms: Economic Rationales for 'Beyond Compliance' Behavior

    F. L. Reinhardt

    Keywords: Failure; Policy; Business Ventures; Behavior; Economics;

    Citation:

    Reinhardt, F. L. "Market Failure and the Environmental Policies of Firms: Economic Rationales for 'Beyond Compliance' Behavior." Journal of Industrial Ecology 3, no. 1 (January 1999): 9–21.  View Details
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  13. Article | California Management Review

    Environmental Product Differentiation: Implications for Corporate Strategy

    F. L. Reinhardt

    Keywords: Product; Corporate Strategy;

    Citation:

    Reinhardt, F. L. "Environmental Product Differentiation: Implications for Corporate Strategy." California Management Review 40, no. 4 (summer 1998): 43–73.  View Details
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  14. Article | Journal of Economic History

    Losing to Win: U.S. Steel's Pricing, Investment Decisions, and Market Share, 1901-1938

    F. L. Reinhardt and T. K. McCraw

    Keywords: Price; Investment; Revenue; Steel Industry;

    Citation:

    Reinhardt, F. L., and T. K. McCraw. "Losing to Win: U.S. Steel's Pricing, Investment Decisions, and Market Share, 1901-1938." Journal of Economic History 49, no. 3 (September 1989): 593–619.  View Details
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Book Chapters

  1. Chapter | Environmental Protection and the Social Responsibility of Firms | 2005

    Environmental Protection and the Social Responsibility of Firms: Perspectives from the Business Literature

    Forest Reinhardt

    Keywords: Environmental Sustainability; Corporate Social Responsibility and Impact;

    Citation:

    Reinhardt, Forest. "Environmental Protection and the Social Responsibility of Firms: Perspectives from the Business Literature." In Environmental Protection and the Social Responsibility of Firms: Perspectives from Law, Economics, and Business, edited by Bruce L. Hay, Robert Stavins, and Richard Vietor, 151. Washington, D.C.: Resources for the Future, 2005. (Resources for the Future.)  View Details
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  2. Chapter | Global Competitiveness Report 2003-2004 | 2003

    Tests for Sustainability

    Forest Reinhardt

    Citation:

    Reinhardt, Forest. "Tests for Sustainability." In Global Competitiveness Report 2003-2004, edited by Peter K Cornelius. New York: Oxford University Press, 2003.  View Details
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  3. Chapter | Environmental Performance Measurement: The Global Report 2001-2002 | 2002

    Bridging the Gap: How Improved Information Can Help Companies Integrate Shareholder Value and Environmental Quality

    Forest Reinhardt

    Keywords: Corporate Social Responsibility and Impact; Business and Shareholder Relations; Information; Environmental Sustainability;

    Citation:

    Reinhardt, Forest. "Bridging the Gap: How Improved Information Can Help Companies Integrate Shareholder Value and Environmental Quality." In Environmental Performance Measurement: The Global Report 2001-2002, edited by Daniel Esty and Peter K. Cornelius. Oxford: Oxford University Press, 2002.  View Details
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  4. Chapter | Climate Change: Science, Strategies, & Solutions | 2001

    A Business Manager's Approach to Climate Change

    Forest Reinhardt and Kimberly O'Neill Packard

    Keywords: Weather and Climate Change; Science-Based Business; Business Strategy;

    Citation:

    Reinhardt, Forest, and Kimberly O'Neill Packard. "A Business Manager's Approach to Climate Change." In Climate Change: Science, Strategies, & Solutions, edited by Eileen Claussen. Leiden: Brill Academic Publishers, 2001.  View Details
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  5. Chapter | Energizing China: Reconciling Environmental Protection and Economic Growth | 1998

    Foreign Firms in the Chinese Power Sector: Economic and Environmental Impacts

    F. L. Reinhardt, Fiona Murray and Richard Vietor

    Keywords: Multinational Firms and Management; Energy; Environmental Sustainability; Developing Countries and Economies; Energy Industry; China;

    Citation:

    Reinhardt, F. L., Fiona Murray, and Richard Vietor. "Foreign Firms in the Chinese Power Sector: Economic and Environmental Impacts." In Energizing China: Reconciling Environmental Protection and Economic Growth, edited by M. McElroy, C. Nielsen, and P. Lydon. Cambridge: Harvard University, Committee on Environment, 1998.  View Details
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  6. Chapter | Real Options in Capital Investment: Models, Strategies, and Applications | 1995

    Investment in Pollution Compliance Options: The Case of Georgia Power

    F. L. Reinhardt and M. Edleson

    Keywords: Pollution and Pollutants; Investment; Environmental Sustainability; Corporate Social Responsibility and Impact; Energy Industry; Georgia (state, US);

    Citation:

    Reinhardt, F. L., and M. Edleson. "Investment in Pollution Compliance Options: The Case of Georgia Power." In Real Options in Capital Investment: Models, Strategies, and Applications, edited by L. Trigeorgis. Westport, CT: Praeger, 1995.  View Details
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Cases and Teaching Materials

  1. Case | HBS Case Collection | August 2019

    New Hope Liuhe: Building an Integrated Agri-Food Business

    Forest L. Reinhardt, Shu Lin, Natalie Kindred and Nancy Hua Dai

    In October 2018, LIU Chang (Angela), chairman of Beijing-based New Hope Liuhe (NHL), was considering the strategy of the firm. With $9 billion in sales and a presence in nearly 20 countries, NHL was China’s largest animal feed producer and a major pork and poultry producer and processor. The firm also marketed a range of food products to consumers. This case describes NHL’s entrepreneurial beginnings, growth, and recent efforts to transform from a feed producer into an integrated agri-food company with an active presence throughout the chicken, duck, and pig value chains. Considerable context is provided on the structure and evolution of these livestock industries in China, the food processing industry, and important issues such as food safety. This background is helpful in enabling students to assess NHL’s evolution in scale and scope and consider what (if any) changes should be made to the firm’s strategy in the context of this critically important market.

    Keywords: Strategy; Corporate Strategy; Food; Agribusiness; Expansion; Diversification; Growth Management; Consumer Behavior; Change Management; Entrepreneurship; Organizational Structure; Organizational Change and Adaptation; Government and Politics; Animal-Based Agribusiness; Transformation; Volatility; Business Cycles; Goods and Commodities; Supply Chain; Product; Agriculture and Agribusiness Industry; Food and Beverage Industry; China; Asia;

    Citation:

    Reinhardt, Forest L., Shu Lin, Natalie Kindred, and Nancy Hua Dai. "New Hope Liuhe: Building an Integrated Agri-Food Business." Harvard Business School Case 720-009, August 2019.  View Details
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  2. Case | HBS Case Collection | January 2019 (Revised July 2019)

    Jain Irrigation Systems Limited: Continuing a Legacy

    Forest Reinhardt, Gunnar Trumbull and Mahima Rao-Kachroo

    Founded in 1963 by Bhavarlal Jain (Bhau), who believed in “providing solutions for every problem,” Jain Irrigation in 2018 had a global footprint and $1.1 billion in revenue. Bhau had insisted that his business add value to farmers' lives and promote sustainable agricultural practices, and that social mission remained at the heart of the organization. Jain’s business was now run by Bhau’s four sons and included five main business units: micro-irrigation (MI) systems, industrial-use pipes, tissue culture research and development, food processing and solar energy products. As a new, third generation began to move into company management, the Jain family considered how to sustain growth, profitability, and also their commitment to farmer livelihoods.

    Keywords: Family Business; Mission and Purpose; Corporate Social Responsibility and Impact; Strategic Planning; India;

    Citation:

    Reinhardt, Forest, Gunnar Trumbull, and Mahima Rao-Kachroo. "Jain Irrigation Systems Limited: Continuing a Legacy." Harvard Business School Case 719-044, January 2019. (Revised July 2019.)  View Details
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  3. Case | HBS Case Collection | December 2018

    The Nature Conservancy in 2018

    Jose B. Alvarez, Forest Reinhardt and Natalie Kindred

    The Nature Conservancy (TNC) is a U.S.-based environmental NGO with $7 billion in assets and a presence in 72 countries in 2018. TNC originated in 1951 as a land trust, acquiring land in order to conserve it. Over the last 20 years, it developed a pragmatic conservation philosophy that embraces both the economic and intrinsic value of nature. Rather than working against economic development, TNC partners with industry and other stakeholders to find more nature-friendly ways of doing business—a posture that irks some in the environmental movement. This case focuses on TNC under Mark Tercek, a Goldman Sachs veteran who became TNC’s CEO in 2008 and steered the organization toward a greater focus on influencing large-scale, complex challenges. As an example of TNC’s approach and of the tension that often exists between nature preservation, economic development, and food production, the case explores TNC’s work in aquaculture, a diverse and fast-growing global industry that is a vital source of food and income in many countries, but that also has a troubling environmental record. The case invites an evaluation of TNC’s strategy, its potential to influence the aquaculture industry, and the factors that can affect the success of partnerships between NGOs and firms. The case also allows for an assessment of the contributions that aquaculture can make to global protein supplies and the challenges that aquacultural expansion poses.

    Keywords: Agriculture and Agribusiness Industry; Food and Beverage Industry;

    Citation:

    Alvarez, Jose B., Forest Reinhardt, and Natalie Kindred. "The Nature Conservancy in 2018." Harvard Business School Case 719-054, December 2018.  View Details
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  4. Background Note | HBS Case Collection | February 2019

    Mexican Farmworkers in the United States

    Forest Reinhardt and Jonathan Schlefer

    This note discusses the centuries-long history and current situation of Mexican farmworkers north of the border—documented or undocumented, resident or temporary, and increasingly indigenous. The story provides the background for discussion of dilemmas facing policymakers, agricultural enterprises, and the workers themselves.

    Keywords: migrant farmworkers; Mexican farmworkers; Agribusiness; Labor; History; Policy; Problems and Challenges; Agriculture and Agribusiness Industry; United States;

    Citation:

    Reinhardt, Forest, and Jonathan Schlefer. "Mexican Farmworkers in the United States." Harvard Business School Background Note 719-047, February 2019.  View Details
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  5. Case | HBS Case Collection | December 2018 (Revised May 2019)

    Bord Bia: Strategically Growing Irish Exports

    Jose B. Alvarez, Forest L. Reinhardt and Emer Moloney

    Agriculture was Ireland’s largest indigenous industry. Its agri-food sector was export driven, with almost 90% of production exported. Bord Bia was the Irish government agency charged with the promotion, trade development, and marketing of the Irish food, drink, and horticulture industry. Bord Bia's CEO, Tara McCarthy, was shaping the government agency's new strategy amid a volatile socio-political environment (with Brexit and other cross-border trade issues) and in light of consumer trends in the macro food and drink industry.

    Keywords: Agribusiness; Trends; Disruption; Communication Strategy; Experience and Expertise; Talent and Talent Management; Public Sector; Trade; Education; Food; Geography; Geographic Location; Rural Scope; Corporate Governance; Government Administration; Information; Knowledge Dissemination; Marketing Channels; Brands and Branding; Marketing Communications; Marketing Strategy; Planning; Business and Government Relations; Environmental Sustainability; Public Opinion; Business Strategy; Diversification; Agriculture and Agribusiness Industry; Food and Beverage Industry; Public Administration Industry; Retail Industry; Republic of Ireland; United Kingdom; Europe;

    Citation:

    Alvarez, Jose B., Forest L. Reinhardt, and Emer Moloney. "Bord Bia: Strategically Growing Irish Exports." Harvard Business School Case 519-043, December 2018. (Revised May 2019.)  View Details
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  6. Case | HBS Case Collection | December 2017 (Revised April 2018)

    Area One Farms

    Forest Reinhardt, Jose B. Alvarez and Annelena Lobb

    In 2017, Joelle Faulkner, CEO of Area One Farms, a Canadian private-equity fund focused on investing in the best Canadian farms and helping them expand, considered the merits and disadvantages of expanding her business to the U.S. While the markets shared some similarities, Faulkner did not know the U.S. market as well as the Canadian one. Could her joint venture partnership model work as well in the U.S. as it had in her home country?

    Keywords: Expansion; Decision Choices and Conditions; Private Equity; Canada; United States;

    Citation:

    Reinhardt, Forest, Jose B. Alvarez, and Annelena Lobb. "Area One Farms." Harvard Business School Case 518-069, December 2017. (Revised April 2018.)  View Details
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  7. Case | HBS Case Collection | December 2017 (Revised January 2018)

    NatureSweet

    Jose Alvarez, Forest Reinhardt and Natalie Kindred

    This case describes the business model and workplace philosophy of NatureSweet, a privately owned, vertically integrated greenhouse grower and marketer of fresh tomatoes with sales across the United States and $329 million in 2016 revenues. CEO Bryant Ambelang treated NatureSweet more like a consumer-packaged goods manufacturer than an agricultural producer, with a focus on consistency, branding, margin, and price stability, and a frontline-worker-centric production model inspired by the Toyota Production System. Workers—who, because of NatureSweet’s year-round greenhouse production model, were employed full time—were empowered with training and productivity incentives, allowing them to earn well above the minimum wage and advance their careers within the company. Indeed, improving the lives of workers was the explicit purpose of NatureSweet’s operations. Through its financial incentives, personal and professional development initiatives, and worker-appreciation programs, NatureSweet had cultivated a truly unique, uplifting workplace culture in its Mexico operations. Ambelang aspired to replicate the model in the United States as a way of demonstrating the potential to “transform the lives of agricultural workers in North America.” But in late 2017, the Arizona-based production operations that NatureSweet had acquired in 2014 were still struggling to attain the successes achieved in Mexico. This case describes NatureSweet’s history, achievements in Mexico, and challenges in Arizona, inviting students to evaluate the keys to NatureSweet’s success in Mexico and analyze their potential for replication in the United States. Will Ambelang succeed in Arizona and, in doing so, demonstrate that it is possible to transform the lives of agricultural workers in North America?

    Keywords: NatureSweet; tomatoes; Agriculture; greenhouse; Ambelang; cherry tomatoes; organizational culture; incentives; worker empowerment; Empowerment; Toyota production system; leadership; branding; produce; manufacturing; Organizational change; Agribusiness; Business Model; Employee Relationship Management; Working Conditions; Organizational Culture; Success; Problems and Challenges; Agriculture and Agribusiness Industry; Manufacturing Industry; United States; Mexico; North America;

    Citation:

    Alvarez, Jose, Forest Reinhardt, and Natalie Kindred. "NatureSweet." Harvard Business School Case 518-002, December 2017. (Revised January 2018.)  View Details
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  8. Case | HBS Case Collection | February 2018 (Revised August 2018)

    KT Corporation in the New Energy Market

    Forest L. Reinhardt and Dawn H. Lau

    Keywords: South Korea; Korea Telecom; energy markets; energy; Chang-Gyu Hwang; KT; Energy; Energy Industry; Telecommunications Industry; South Korea; Korean Peninsula;

    Citation:

    Reinhardt, Forest L., and Dawn H. Lau. "KT Corporation in the New Energy Market." Harvard Business School Case 718-051, February 2018. (Revised August 2018.)  View Details
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  9. Case | HBS Case Collection | December 2017 (Revised December 2018)

    OCP Group

    Kristin Fabbe, Forest Reinhardt, Natalie Kindred and Alpana Thapar

    This case explores the strategy of OCP Group, the 95% state-owned Moroccan firm charged with managing the North African country’s vast reserves of phosphate. Phosphate was one of the most vital macronutrients for plant health, along with nitrogen and potassium, and Morocco had about 75% of known worldwide reserves. In 2017, under the leadership of Dr. Mostafa Terrab, OCP was halfway through a $20 billion industrial transformation program aimed at increasing its industrial capacity, improving cost efficiencies, and boosting long-term competitiveness. The program involved moving OCP beyond mining and exporting raw phosphate rock—its traditional focus, which it performed at a relatively low cost—towards greater production of phosphoric acid and finished fertilizer products. In the next phase of the program, OCP planned to ramp up its focus on fertilizer production, especially for markets in Africa, where fertilizer was historically underutilized. Terrab and his team saw an opportunity to nurture and meet fertilizer demand by creating products tailored to the needs of African farmers. This case provides background on Morocco, the fertilizer industry, and OCP Group’s past, current, and envisioned strategy and operations. With this context, students are invited to consider how aggressively OCP Group should pursue downstream integration (and specifically its Africa strategy), as well as how OCP can best leverage its competitive advantages and utilize Morocco’s phosphate reserves to its—and Morocco’s—benefit.

    Keywords: OCP; OCP Group; Casablanca; chemicals; Chemicals; Operations; Transformation; Competitive Strategy; Competitive Advantage; Chemical Industry; Morocco;

    Citation:

    Fabbe, Kristin, Forest Reinhardt, Natalie Kindred, and Alpana Thapar. "OCP Group." Harvard Business School Case 718-002, December 2017. (Revised December 2018.)  View Details
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  10. Supplement | HBS Case Collection | September 2017

    China Shenhua Energy Company (B)

    Forest Reinhardt and Nancy Hua Dai

    Keywords: Shenhua; energy; Energy Industry; China;

    Citation:

    Reinhardt, Forest, and Nancy Hua Dai. "China Shenhua Energy Company (B)." Harvard Business School Supplement 718-016, September 2017.  View Details
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  11. Case | HBS Case Collection | December 2016

    Elders Limited

    Forest L. Reinhardt and Dawn H. Lau

    Keywords: Agriculture and Agribusiness Industry; Australia;

    Citation:

    Reinhardt, Forest L., and Dawn H. Lau. "Elders Limited." Harvard Business School Case 717-018, December 2016.  View Details
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  12. Case | HBS Case Collection | December 2016

    Muñoz Group Faces Brexit

    Forest Reinhardt and Annelena Lobb

    In 2016, Muñoz Group, a multifaceted agribusiness company that developed, produced, packed, imported, and exported citrus, flowers, grapes, juice, and ice cream, faced an unexpected new challenge in the British public’s vote for the United Kingdom to exit the European Union. The outcome of the vote led to uncertainty around investment conditions, instability in the British pound, growth in anti-immigrant sentiment, and other changes. This created unusual business conditions for Muñoz Group’s CEO, Alvaro Muñoz, who had to decide how to adjust his strategy for the coming years, given that his company was headquartered in the United Kingdom—but did business all over the world.

    Keywords: Agribusiness; Globalization; Intellectual Property; Government and Politics; Agriculture and Agribusiness Industry; Europe;

    Citation:

    Reinhardt, Forest, and Annelena Lobb. "Muñoz Group Faces Brexit." Harvard Business School Case 717-006, December 2016.  View Details
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  13. Case | HBS Case Collection | December 2016 (Revised April 2019)

    Rice in Japan

    Forest Reinhardt, Gunnar Trumbull, Naoko Jinjo and Mayuka Yamazaki

    Keywords: Agriculture and Agribusiness Industry; Japan;

    Citation:

    Reinhardt, Forest, Gunnar Trumbull, Naoko Jinjo, and Mayuka Yamazaki. "Rice in Japan." Harvard Business School Case 717-032, December 2016. (Revised April 2019.)  View Details
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  14. Case | HBS Case Collection | December 2016

    Blue Sky: Investing in Water

    Forest L. Reinhardt and Dawn H. Lau

    Keywords: Australia;

    Citation:

    Reinhardt, Forest L., and Dawn H. Lau. "Blue Sky: Investing in Water." Harvard Business School Case 717-017, December 2016.  View Details
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  15. Supplement | HBS Case Collection | August 2016

    HEINEKEN—Brewing a Better World (B)

    Forest L. Reinhardt, José Alvarez and Tonia Junker

    This is a follow-up to the “HEINEKEN—Brewing a Better World (A)” case, with updated information on sustainability at HEINEKEN and some new initiatives.

    Keywords: Brands and Branding; Corporate Strategy; Supply Chain Management; Food and Beverage Industry;

    Citation:

    Reinhardt, Forest L., José Alvarez, and Tonia Junker. "HEINEKEN—Brewing a Better World (B)." Harvard Business School Supplement 717-001, August 2016.  View Details
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  16. Teaching Note | HBS Case Collection | August 2016

    Clearwater Seafoods

    Forest L. Reinhardt

    Keywords: Food and Beverage Industry;

    Citation:

    Reinhardt, Forest L. "Clearwater Seafoods." Harvard Business School Teaching Note 717-007, August 2016.  View Details
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  17. Supplement | HBS Case Collection | May 2016

    2016 Update: Argentina Turns the Page

    David E. Bell, Forest Reinhardt and Natalie Kindred

    This brief case is a supplement to “Cresud and Argentina” (515-043) and “Note on Agriculture in Argentina” (515-069). Set in early 2016, it describes developments in Argentina under newly elected President Mauricio Macri, including the country’s return to international credit markets, major economic and agricultural policy reforms, and the potential improvements and obstacles Argentina faces under this new administration. The case also describes Cresud’s performance in 2015. It allows students to consider the outlook for Cresud amid the evolving context in Argentina, with volatility in Brazil a potentially important factor.

    Keywords: Argentina; " Cresud; Agriculture; Agribusiness; economic reform; economic policy; land investment; Macri; diversification; emerging markets; credit; currency; investment; Agribusiness; Diversification; Economy; Emerging Markets; Credit; Currency Exchange Rate; Investment; Business and Government Relations; Government and Politics; Inflation and Deflation; Trade; Agriculture and Agribusiness Industry; Argentina; Buenos Aires; South America;

    Citation:

    Bell, David E., Forest Reinhardt, and Natalie Kindred. "2016 Update: Argentina Turns the Page." Harvard Business School Supplement 716-077, May 2016.  View Details
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  18. Case | HBS Case Collection | February 2016 (Revised February 2017)

    The Climate Corporation

    David E. Bell, Forest Reinhardt and Mary Shelman

    Climate Corporation is a San Francisco–based data analytics company focused on agricultural applications. It was acquired by Monsanto in 2013. In 2015, Climate's decision support platform was used on 75 million acres of farmland in the U.S.; however, most of those acres were "free" acres. To build a viable business, Climate had to convince farmers to subscribe to and pay for premium offerings. The case describes Climate's technology approach, product offerings, marketing plans, and the competitive environment for "digital agriculture."

    Keywords: Agribusiness; Agribusiness Industry; Farming; big data; Data Analytics; Agriculture; Agribusiness; Decision Making; Agriculture and Agribusiness Industry;

    Citation:

    Bell, David E., Forest Reinhardt, and Mary Shelman. "The Climate Corporation." Harvard Business School Case 516-060, February 2016. (Revised February 2017.)  View Details
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  19. Case | HBS Case Collection | December 2015 (Revised January 2016)

    Woolf Farming and the California Water Crisis

    Forest Reinhardt, David Bell, Natalie Kindred, Mary Shelman and Laura Winig

    This case highlights the tough choices, competing interests, and decision-making mechanisms involved in California's management of its severe drought, entering its fifth year in 2015. Stuart Woolf, CEO of Woolf Farming, a grower and processor of almonds, tomatoes, and other crops in California's Central Valley, must decide how to respond to the changing operating environment. Scarce water resources—and institutional constraints on the use of water—have forced many producers, including Woolf, to fallow farmland. Meanwhile, competing demands for water from municipalities and environmental interests have raised the public's scrutiny of agricultural water use. This case describes farming in California's Central Valley and reviews the state's complicated system for managing water rights and resources. It invites students to analyze the relative merits of competing perspectives on how to allocate water, the institutional mechanisms for doing so, and the potential responses of agricultural producers to the changing marketplace. Is now the time to double down on farming in the Central Valley, shift to a higher-value-added crop portfolio (e.g., organics), or retreat from this challenging business?

    Keywords: Plant-Based Agribusiness; Natural Disasters; Weather and Climate Change; Resource Allocation; Environmental Sustainability; Government and Politics; Economics; Agriculture and Agribusiness Industry; California;

    Citation:

    Reinhardt, Forest, David Bell, Natalie Kindred, Mary Shelman, and Laura Winig. "Woolf Farming and the California Water Crisis." Harvard Business School Case 716-038, December 2015. (Revised January 2016.)  View Details
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  20. Case | HBS Case Collection | October 2015

    Clearwater Seafoods

    Forest L. Reinhardt

    Clearwater sought to market value-added shellfish products in a traditionally commodities based industry, while facing supply uncertainties and regulatory, environmental, and foreign exchange challenges. Clearwater harvested lobsters, clams, scallops, shrimp, and other marine creatures from the Canadian Atlantic, and sold the seafood all over the world. Although seafood buyers traditionally bought on price, Clearwater's innovations and technology investments enabled it to produce higher quality products; still, it faced the challenge of convincing buyers to pay a premium price. The firm's managers also prided themselves on their sustainable fishing practices, which were not the historical norm for the industry; here, again, translating these practices into increased willingness to pay was a challenge. As background, the case also discusses the challenges of fishery management at the national and international levels, using the collapse of the cod fishing industry as an example, and discussing the economics and politics of the fishery in classical terms of externalities and public goods.

    Keywords: Agribusiness; Profit; Goods and Commodities; Governing Rules, Regulations, and Reforms; Product Marketing; Corporate Social Responsibility and Impact; Environmental Sustainability; Agriculture and Agribusiness Industry; Canada;

    Citation:

    Reinhardt, Forest L. "Clearwater Seafoods." Harvard Business School Case 716-023, October 2015.  View Details
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  21. Case | HBS Case Collection | April 2015 (Revised October 2017)

    Korea

    Forest Reinhardt, Jonathan Schlefer, Keith Chi-ho Wong and Mayuka Yamazaki

    South Korea's economic success and its transition from authoritarianism to democracy teach important lessons in national strategy and political economy. Now, though, its famous chaebols may need reform, the population is aging, and relations with the North are as tense as ever. What should the country's leaders do?

    Keywords: Economics; Governance; Government and Politics; Leadership; Globalization; Demographics; Asia; South Korea;

    Citation:

    Reinhardt, Forest, Jonathan Schlefer, Keith Chi-ho Wong, and Mayuka Yamazaki. "Korea." Harvard Business School Case 715-047, April 2015. (Revised October 2017.)  View Details
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  22. Case | HBS Case Collection | February 2015 (Revised March 2016)

    China Shenhua Energy Company

    Forest L. Reinhardt, G. A. Donovan and Keith Chi-ho Wong

    A leading Chinese energy firm, active in coal mining and electric power generation, analyzes coal-to-liquids technology in light of energy security and environmental concerns.

    Keywords: energy; environment; China; CO2; coal mining; Electricity; sustainability; Energy; Strategy; Business and Government Relations; Energy Generation; Energy Sources; Environmental Sustainability; Energy Industry; Utilities Industry; China; Asia;

    Citation:

    Reinhardt, Forest L., G. A. Donovan, and Keith Chi-ho Wong. "China Shenhua Energy Company." Harvard Business School Case 715-026, February 2015. (Revised March 2016.)  View Details
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  23. Case | HBS Case Collection | December 2014 (Revised July 2016)

    HEINEKEN—Brewing a Better World

    Forest L. Reinhardt, José Alvarez, Tonia Junker and Daniela Beyersdorfer

    The Dutch company HEINEKEN, one of the leading global brewers known for its brands like Heineken, Amstel, and Desperados and for its award-winning marketing campaigns, seeks to closely integrate its long-term sustainability "Brewing a Better World" approach into its corporate strategy. HEINEKEN had set itself ambitious 2015 and 2020 sustainability targets in six pillar areas around energy/CO2, water, sustainable sourcing, responsible consumption, community/inclusive growth, and health and safety. The case focuses on HEINEKEN's efforts in the sustainable sourcing pillar, with its work on farming standards and supplier code as well as its support for local sourcing programs in the growing African market. HEINEKEN's management finds that marketing its achievements in these sustainability areas poses new challenges though. For example, its current "mass-balance" sourcing, in which sustainable and traditional material got mixed in the supply chain, did not allow for effective communication on a given bottle. But was this reason enough to try to move to "segregated" sourcing, if that was even reasonable?

    Keywords: Beer/brewing industry; sustainability; local sourcing; Corporate Strategy; Global Strategy; Brands and Branding; Marketing Strategy; Supply Chain Management; Corporate Social Responsibility and Impact; Food and Beverage Industry;

    Citation:

    Reinhardt, Forest L., José Alvarez, Tonia Junker, and Daniela Beyersdorfer. "HEINEKEN—Brewing a Better World." Harvard Business School Case 715-022, December 2014. (Revised July 2016.)  View Details
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  24. Supplement | HBS Case Collection | January 2014

    Patagonia (B)

    Forest Reinhardt, Ramon Casadesus-Masanell and Lauren Barley

    Patagonia produces high-quality environmentally friendly garments that command significant price premiums. In Spring 2010, Patagonia rolled out a new, radical environmental initiative called "Product Lifecycle Initiative" (PLI), which was committed to lengthening the lifecycle of each product and reducing landfill waste. This case provides an update on Patagonia's PLI as well as on other company environmental and social commitments.

    Keywords: corporate strategy; environmental management; business models; beliefs; product differentiation; Product lines; Yvon Chouinard; Rose Marcario; retailing; corporate social responsibility; apparel manufacturing; Strategy; Apparel and Accessories Industry; United States;

    Citation:

    Reinhardt, Forest, Ramon Casadesus-Masanell, and Lauren Barley. "Patagonia (B)." Harvard Business School Supplement 714-465, February 2014.  View Details
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  25. Case | HBS Case Collection | January 2015 (Revised May 2015)

    Syngenta: Committing to Africa

    Forest Reinhardt and Mary Shelman

    In 2012, Syngenta, one of the world's largest agricultural input companies, committed to build a $1 billion business in Africa over the next 10 years. In mid-2014, CEO Michael Mack and Africa Venture Team head Dimitri Pauwels are reviewing progress. Was the company's commitment to Africa still relevant and achievable?

    Keywords: Agribusiness; Africa; Plant-Based Agribusiness; Agriculture and Agribusiness Industry; Africa;

    Citation:

    Reinhardt, Forest, and Mary Shelman. "Syngenta: Committing to Africa." Harvard Business School Case 715-010, January 2015. (Revised May 2015.)  View Details
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  26. Case | HBS Case Collection | December 2012 (Revised April 2013)

    Olam: On a New Course

    David E. Bell, Forest Reinhardt and Mary Shelman

    From modest beginnings as a cashew trader in Nigeria, Olam, founded by Indian nationals in 1989, has grown into a leading global agricultural trading company, with annual revenues of $14 billion. The company recently has begun investing in farms and in the production of packaged goods, shifting from its traditional focus on the midstream of the value chain. The case raises questions involving competitive positioning, corporate strategy, sustainable development, and the management of business and political risk.

    Keywords: Risk Management; Leadership; Customer Value and Value Chain; Corporate Strategy; Organizational Culture; Environmental Sustainability; Expansion; Competitive Advantage; Agribusiness; Agriculture and Agribusiness Industry; Nigeria;

    Citation:

    Bell, David E., Forest Reinhardt, and Mary Shelman. "Olam: On a New Course." Harvard Business School Case 513-044, December 2012. (Revised April 2013.)  View Details
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  27. Case | HBS Case Collection | December 2013

    Yara International

    Forest Reinhardt and James Weber

    This case examines world fertilizer markets from the perspective of a large Norwegian producer. The global fertilizer industry is critical to food production and to food security, and hence is the object of numerous forms of government intervention. The case analyzes questions of business strategy within this politically charged economic environment.

    Keywords: globalization; regulation; strategy; business-government relations; International trade; international strategy; Agribusiness; Food; Growth and Development; Government and Politics;

    Citation:

    Reinhardt, Forest, and James Weber. "Yara International." Harvard Business School Case 714-002, December 2013.  View Details
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  28. Supplement | HBS Case Collection | October 2013

    Dongfeng Nissan's Venucia (C)

    Forest Reinhardt, Mayuka Yamazaki and G.A. Donovan

    The (A) case describes the launch of a new passenger vehicle in China, produced jointly by Nissan of Japan and by Chinese automaker Dongfeng. Early sales results following the April 2012 launch were disappointing and the joint venture's managers had to decide how to respond. The case includes information on the structure of the industry, on government regulation, and on the preferences of Chinese purchasers of automobiles, including information about environmental considerations. The short (B) case, designed for distribution in class, describes further complications, as an international dispute between the Japanese and Chinese governments created further uncertainties for Chinese consumers and hence for the carmakers. The (C) case concludes the story; it too can be distributed in class.

    Keywords: China; Japan; competitive strategy; auto industry; product launch; environment; sustainability; global strategy; Multinational Firms and Management; crisis management; cross-cultural/cross-border; Competitive Strategy; Product Launch; Global Strategy; Multinational Firms and Management; Crisis Management; Cross-Cultural and Cross-Border Issues; Auto Industry; China; Japan;

    Citation:

    Reinhardt, Forest, Mayuka Yamazaki, and G.A. Donovan. "Dongfeng Nissan's Venucia (C)." Harvard Business School Supplement 714-016, October 2013.  View Details
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  29. Supplement | HBS Case Collection | October 2013

    Dongfeng Nissan's Venucia (B)

    Forest Reinhardt, Mayuka Yamazaki and G.A. Donovan

    The (A) case describes the launch of a new passenger vehicle in China, produced jointly by Nissan of Japan and by Chinese automaker Dongfeng. Early sales results following the April 2012 launch were disappointing and the joint venture's managers had to decide how to respond. The case includes information on the structure of the industry, on government regulation, and on the preferences of Chinese purchasers of automobiles, including information about environmental considerations. The short (B) case, designed for distribution in class, describes further complications, as an international dispute between the Japanese and Chinese governments created further uncertainties for Chinese consumers and hence for the carmakers. The (C) case concludes the story; it too can be distributed in class.

    Keywords: China; Japan; competitive strategy; auto industry; product launch; global strategy; Multinational Firms and Management; Multinational firms; crisis management; cross-cultural/cross-border; environment; sustainability; Competitive Strategy; Product Launch; Global Strategy; Multinational Firms and Management; Crisis Management; Cross-Cultural and Cross-Border Issues; Auto Industry; China; Japan;

    Citation:

    Reinhardt, Forest, Mayuka Yamazaki, and G.A. Donovan. "Dongfeng Nissan's Venucia (B)." Harvard Business School Supplement 714-015, October 2013.  View Details
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  30. Case | HBS Case Collection | October 2013

    Dongfeng Nissan's Venucia (A)

    Forest Reinhardt, Mayuka Yamazaki and G.A. Donovan

    The (A) case describes the launch of a new passenger vehicle in China, produced jointly by Nissan of Japan and by Chinese automaker Dongfeng. Early sales results following the April 2012 launch were disappointing and the joint venture's managers had to decide how to respond. The case includes information on the structure of the industry, on government regulation, and on the preferences of Chinese purchasers of automobiles, including information about environmental considerations. The short (B) case, designed for distribution in class, describes further complications, as an international dispute between the Japanese and Chinese governments created further uncertainties for Chinese consumers and hence for the carmakers. The (C) case concludes the story; it too can be distributed in class.

    Keywords: auto industry; China; Japan; cross-cultural/cross-border; crisis management; global strategy; competitive strategy; product launch; Multinational Firms and Management; Multinational firms; Competitive Strategy; Product Launch; Global Strategy; Multinational Firms and Management; Crisis Management; Cross-Cultural and Cross-Border Issues; Auto Industry; China; Japan;

    Citation:

    Reinhardt, Forest, Mayuka Yamazaki, and G.A. Donovan. "Dongfeng Nissan's Venucia (A)." Harvard Business School Case 714-014, October 2013.  View Details
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  31. Teaching Note | HBS Case Collection | March 2013

    Colbún and the Future of Chile's Power (TN)

    Forest L. Reinhardt and Shon R. Hiatt

    Keywords: Energy Industry; Chile; South America;

    Citation:

    Reinhardt, Forest L., and Shon R. Hiatt. "Colbún and the Future of Chile's Power (TN)." Harvard Business School Teaching Note 713-054, March 2013.  View Details
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  32. Case | HBS Case Collection | November 2012 (Revised April 2013)

    Colbún and the Future of Chile's Power

    Forest Reinhardt and Shon R. Hiatt

    This case is about Colbún, Chile's second largest electricity generator, which is facing significant uncertainty regarding the cost and availability of alternative energy sources. Problems with the contracted supply of natural gas and the volatility of oil prices, coupled with pressure from collective activists, force Colbún to revise its business strategy and its sourcing mix. The case also deals with the pros and cons of various energy sources in view of their perceived environmental impact. The company's CEO, Bernardo Larrain Matte, has to take all these different considerations into account when planning Colbún's future, especially in the light of new opportunities and challenges posed by global climate change. The case analyzes the operations of Colbún to illustrate the complexities associated with conducting business under the influence of global energy markets, political uncertainty, and environmental activism.

    Keywords: energy; Energy Industry; chile; environmental protection; Energy Generation; Energy Industry; South America; Chile;

    Citation:

    Reinhardt, Forest, and Shon R. Hiatt. "Colbún and the Future of Chile's Power ." Harvard Business School Case 713-047, November 2012. (Revised April 2013.)  View Details
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  33. Background Note | HBS Case Collection | September 2012

    Carbon Credits

    Forest Reinhardt, Jost Hamschmidt and Mikell Hyman

    Keywords: carbon; waste management; carbon credits; emission reduction; Europe; Japan; carbon credits; renewable energy; Wastes and Waste Processing; Renewable Energy; Energy Industry; Green Technology Industry; Europe; Japan;

    Citation:

    Reinhardt, Forest, Jost Hamschmidt, and Mikell Hyman. "Carbon Credits." Harvard Business School Background Note 713-032, September 2012.  View Details
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  34. Case | HBS Case Collection | May 2012 (Revised February 2015)

    Maersk Line and the Future of Container Shipping

    Forest Reinhardt, Ramon Casadesus-Masanell and Frederik Nellemann

    Keywords: corporate social responsibility; supply and demand; environment; competitive advantage; commodity; Natural Environment; Corporate Social Responsibility and Impact; Competitive Advantage; Shipping Industry;

    Citation:

    Reinhardt, Forest, Ramon Casadesus-Masanell, and Frederik Nellemann. "Maersk Line and the Future of Container Shipping." Harvard Business School Case 712-449, May 2012. (Revised February 2015.)  View Details
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  35. Teaching Note | HBS Case Collection | December 2011

    Colbun - Powering Chile (TN)

    Forest L. Reinhardt, Michael W. Toffel, Noel Maurer and Frederik Nellemann

    Keywords: Utilities Industry; Chile;

    Citation:

    Reinhardt, Forest L., Michael W. Toffel, Noel Maurer, and Frederik Nellemann. "Colbun - Powering Chile (TN)." Harvard Business School Teaching Note 712-021, December 2011.  View Details
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  36. Case | HBS Case Collection | June 2009 (Revised December 2011)

    Colbún—Powering Chile

    Forest L. Reinhardt, Gustavo A. Herrero and Sanjay Patnaik

    This case is about Colbún, Chile's second largest electricity generator, which is facing significant uncertainty regarding the cost and availability of alternative energy sources. Problems with the contracted supply of natural gas and the volatility of oil prices, coupled with regulatory changes made by the government, force Colbún to revise its business strategy and its sourcing mix. New legislation will replace historically regulated electricity prices for certain customers with free market prices and therefore change the conditions under which the company must operate. The case also deals with the pros and cons of various energy sources in view of their perceived environmental impact. As the company's CEO, Bernardo Larrain Matte has to take all these different considerations into account when planning Colbún's future, especially in the light of new opportunities and challenges posed by global climate change. The case analyzes the Chilean electricity sector and the operations of Colbún to illustrate the complexities associated with conducting business under the influence of global energy markets, government regulations, and environmental activism.

    Keywords: Non-Renewable Energy; Globalized Markets and Industries; Governing Rules, Regulations, and Reforms; Government Legislation; Organizational Change and Adaptation; Business and Government Relations; Weather and Climate Change; Business Strategy; Energy Industry; Chile;

    Citation:

    Reinhardt, Forest L., Gustavo A. Herrero, and Sanjay Patnaik. "Colbún—Powering Chile." Harvard Business School Case 709-060, June 2009. (Revised December 2011.)  View Details
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  37. Case | HBS Case Collection | September 2011 (Revised February 2014)

    Duke Energy and the Nuclear Renaissance

    Richard H.K. Vietor and Forest L. Reinhardt

    Duke Energy, an American investor-owned electric utility, confronts multibillion dollar decisions about its future fuel mix. In particular, its leaders are considering building new nuclear capacity. Whether this is sensible depends, among other things, on demand growth, capital costs, fossil fuel prices, possible regulatory or other delays in constructing the reactors, and possible future restrictions on carbon dioxide. CEO Jim Rogers believes that nuclear power makes sense from a social standpoint but also must consider the perspectives of his ratepayers and his shareholders.

    Keywords: Cost vs Benefits; Expansion; Policy; Business Strategy; Energy Sources; Utilities Industry; Energy Industry; United States;

    Citation:

    Vietor, Richard H.K., and Forest L. Reinhardt. "Duke Energy and the Nuclear Renaissance." Harvard Business School Case 712-002, September 2011. (Revised February 2014.)  View Details
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  38. Case | HBS Case Collection | February 2010 (Revised April 2011)

    The Political Economy of Carbon Trading

    Forest L. Reinhardt, J. Gunnar Trumbull, Mikell Hyman, Patia McGrath and Nazli Zeynep Uludere

    Global climate change is an increasingly prominent political and business problem. Design of market-based systems to reduce carbon emissions has proven difficult. More broadly, national attempts to comply with the provisions of the Kyoto Protocol present both governments and firms with significant challenges. The design of international institutions that will be useful for managing change after the Kyoto period is a challenge both for Kyoto ratifiers and for countries like the United States that have not ratified the agreement. Creation of a post-Kyoto treaty on climate change requires agreement by China and the United States, the world's largest carbon emitters. The case summarizes the science and economics of climate change and encourages readers to contemplate the strategic and risk management problems that it presents to government officials and to business leaders in developed countries and in the developing world.

    Keywords: Policy; International Relations; Risk Management; Agreements and Arrangements; Business and Government Relations; Natural Environment; Pollution and Pollutants; Weather and Climate Change; Environmental Sustainability; Public Administration Industry;

    Citation:

    Reinhardt, Forest L., J. Gunnar Trumbull, Mikell Hyman, Patia McGrath, and Nazli Zeynep Uludere. "The Political Economy of Carbon Trading." Harvard Business School Case 710-056, February 2010. (Revised April 2011.)  View Details
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  39. Case | HBS Case Collection | January 2011 (Revised April 2011)

    CME Group

    Forest L. Reinhardt and James Weber

    The case describes CME Group, the world's largest commodities exchange, futures and options on futures contracts, history, regulation, and the strategic choices the company faced. CME Group was formed from the oldest and most well-known exchanges in the world. Traders on the exchange bought and sold contracts in order to hedge risk or speculate on future price trends. In recent decades trading had undergone significant growth. From its roots in agricultural commodities, with trading typically occurring in face-to-face transactions in pits on exchange floors, CME introduced new hedging products in metals, energy, and finance, and electronic trading, which brought new market participants. Some of these new participants, such as pension funds, were significantly larger and had different strategic agendas than the traditional agricultural related participants. The case raises the question of whether increased speculation was helping or hurting the exchange or its participants. In addition, the financial crisis of 2007 and 2008 was driving new regulation in the industry which brought new challenges and opportunities to CME.

    Keywords: Financial Crisis; Stocks; Goods and Commodities; Governing Rules, Regulations, and Reforms; Risk Management; Market Participation; Market Transactions; Financial Services Industry; United States;

    Citation:

    Reinhardt, Forest L., and James Weber. "CME Group." Harvard Business School Case 711-005, January 2011. (Revised April 2011.)  View Details
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  40. Teaching Note | HBS Case Collection | March 2011

    The Political Economy of Carbon Trading (TN)

    Forest L. Reinhardt and J. Gunnar Trumbull

    Teaching Note for 710056.

    Keywords: Weather and Climate Change; Globalization; International Relations; Problems and Challenges; Agreements and Arrangements; Risk Management; Developing Countries and Economies; System; United States; China;

    Citation:

    Reinhardt, Forest L., and J. Gunnar Trumbull. "The Political Economy of Carbon Trading (TN)." Harvard Business School Teaching Note 711-098, March 2011.  View Details
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  41. Teaching Note | HBS Case Collection | March 2011

    Patagonia (TN)

    Ramon Casadesus-Masanell, Hyunjin Kim and Forest Reinhardt

    Teaching Note for 711020.

    Keywords: Consumer Products Industry;

    Citation:

    Casadesus-Masanell, Ramon, Hyunjin Kim, and Forest Reinhardt. "Patagonia (TN)." Harvard Business School Teaching Note 711-081, March 2011.  View Details
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  42. Case | HBS Case Collection | December 2008 (Revised January 2011)

    Arcadia Biosciences: Seeds of Change

    Arthur A. Daemmrich, Forest L. Reinhardt and Mary Louise Shelman

    Arcadia Biosciences is an entrepreneurial California agricultural biotech company seeking to earn carbon credits by modifying commodity crops for use in China and India. Eric Rey, Arcadia's CEO, faced a strategic inflection point in early September 2008. The company had a plan to share carbon credits allocated by the United Nations Clean Development Mechanism Executive Board to China, for use of Arcadia's rice varieties, since they enabled farmers to reduce nitrogen fertilizer use, in turn lowering greenhouse gas emissions. But the company's proprietary traits for nitrogen use efficiency, salt tolerance, and water use efficiency also had more conventional paths to market based on licensing deals to large seed companies. Alternatively, Arcadia could acquire a seed company and develop and market its seed directly. A different near-term growth area involved commercializing enriched safflower oil, which had undergone several proof-of-concept tests and for which Rey foresaw a clear market in nutritional supplements and functional foods. The case provides context on the company; describes advances in crops genetics focused to climate change and associated resource issues of fertilizer use, water use, and soil salinity; and poses strategic choices for a start-up company operating at the intersection of business, agriculture, and climate change.

    Keywords: Business Startups; Entrepreneurship; Growth and Development Strategy; Environmental Sustainability; Science-Based Business; Weather and Climate Change; Agriculture and Agribusiness Industry; Biotechnology Industry; China; India; California;

    Citation:

    Daemmrich, Arthur A., Forest L. Reinhardt, and Mary Louise Shelman. "Arcadia Biosciences: Seeds of Change." Harvard Business School Case 709-019, December 2008. (Revised January 2011.)  View Details
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  43. Teaching Note | HBS Case Collection | November 2010 (Revised July 2012)

    Arcadia Biosciences: Seeds of Change (TN)

    Arthur A. Daemmrich and Forest L. Reinhardt

    Teaching Note for 709019.

    Keywords: Biotechnology Industry;

    Citation:

    Daemmrich, Arthur A., and Forest L. Reinhardt. "Arcadia Biosciences: Seeds of Change (TN)." Harvard Business School Teaching Note 711-042, November 2010. (Revised July 2012.)  View Details
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  44. Case | HBS Case Collection | November 2010 (Revised December 2010)

    Mid-Missouri Energy: Ethanol from Corn

    Forest L. Reinhardt, Noel Michele Holbrook, James Weber and Karla Sartor

    Mid-Missouri Energy (MME) is a farmer-owned cooperative that produces ethanol from corn. The cooperative has performed well in comparison to other producers, but margins in the industry had declined as industry production levels neared market demand limits. MME farmers needed to decide whether to take advantage of their success and expand through acquisitions, whether they should sell the plant, or whether they should continue current operations. MME must consider ongoing regulatory changes that impacted the industry, the possible impact of imported ethanol, the power of the petroleum industry that bought its product, and ongoing uncertainty about corn and ethanol price swings.

    Keywords: Agribusiness; Renewable Energy; Governing Rules, Regulations, and Reforms; Policy; Growth and Development Strategy; Cooperative Ownership; Business and Government Relations; Agriculture and Agribusiness Industry; United States;

    Citation:

    Reinhardt, Forest L., Noel Michele Holbrook, James Weber, and Karla Sartor. "Mid-Missouri Energy: Ethanol from Corn." Harvard Business School Case 711-004, November 2010. (Revised December 2010.)  View Details
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  45. Case | HBS Case Collection | August 2010 (Revised October 2010)

    Patagonia

    Ramon Casadesus-Masanell, Hyunjin Kim and Forest L. Reinhardt

    Patagonia was deeply committed to the environment. This commitment, at times, conflicted with the company's goal to create the most innovative products in its industry. Patagonia's founder and executives welcomed imitation of both its environmental commitment and its culture. The question remained whether Patagonia's model would work well for a wide range of companies. In 2003, Patagonia executives were considering which products and markets would fit best into their portfolio of product lines, which included alpine, skiing, snowboarding, fishing, paddling, rock climbing, surfing, kayaking, and mountain biking. There was a tradeoff between alienating its core customers and achieving growth via entry into new product markets.

    Keywords: Business History; Environmental Sustainability; Business Model; Business Strategy; Expansion; Consumer Products Industry;

    Citation:

    Casadesus-Masanell, Ramon, Hyunjin Kim, and Forest L. Reinhardt. "Patagonia." Harvard Business School Case 711-020, August 2010. (Revised October 2010.)  View Details
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  46. Case | HBS Case Collection | October 2009 (Revised October 2010)

    Cosan: Thinking Outside the Barrel

    Forest L. Reinhardt, Noel Maurer and Ricardo Reisen de Pinho

    The Cosan case introduces students and executive education participants to political economy and business strategy in the biofuels industry. Cosan, based in Brazil, is the largest grower and processor of sugarcane in the world and the largest sugar and ethanol producer in Brazil; it is also the world's largest exporter of ethanol for vehicle fuels. Rubens Ometto, Cosan's CEO, has staked out a leading position in the Brazilian ethanol and sugar industries by virtue of his efficiencies in agricultural production and in downstream logistics. He now needs to consider whether, and how aggressively, to expand abroad, either with production facilities or by exporting Brazilian output. He also needs to decide the appropriate vertical structure for the firm: whether he should be involved more extensively in agriculture, processing, distribution, or retail. The answers to these questions depend on his views of the future of the industry and on the governmental institutions that will affect the distribution of value along the value chain.

    Keywords: Renewable Energy; Global Strategy; Governing Rules, Regulations, and Reforms; Industry Structures; Business and Government Relations; Business Strategy; Vertical Integration; Agriculture and Agribusiness Industry; Energy Industry; Brazil;

    Citation:

    Reinhardt, Forest L., Noel Maurer, and Ricardo Reisen de Pinho. "Cosan: Thinking Outside the Barrel." Harvard Business School Case 710-017, October 2009. (Revised October 2010.)  View Details
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  47. Teaching Note | HBS Case Collection | April 2006 (Revised March 2010)

    BP and the Consolidation of the Oil Industry, 1998-2002; and Supplement (TN)

    Forest L. Reinhardt, Ramon Casadesus-Masanell and David J Hanson

    Keywords: Energy Industry;

    Citation:

    Reinhardt, Forest L., Ramon Casadesus-Masanell, and David J Hanson. "BP and the Consolidation of the Oil Industry, 1998-2002; and Supplement (TN)." Harvard Business School Teaching Note 706-048, April 2006. (Revised March 2010.)  View Details
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  48. Teaching Note | HBS Case Collection | January 2005 (Revised March 2010)

    Patagonia (TN)

    Ramon Casadesus-Masanell and Forest L. Reinhardt

    Keywords: Argentina; Chile;

    Citation:

    Casadesus-Masanell, Ramon, and Forest L. Reinhardt. "Patagonia (TN)." Harvard Business School Teaching Note 705-028, January 2005. (Revised March 2010.)  View Details
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  49. Case | HBS Case Collection | March 2002 (Revised January 2010)

    BP and the Consolidation of the Oil Industry, 1998-2002

    Forest L. Reinhardt, Ramon Casadesus-Masanell and David J Hanson

    Examines the economics of the oil and gas industry with a focus on 1998 through 2001. Discusses the rationale behind using a growth in scale as a means to increase profitability and to gain competitive advantage. Also examines the classic strategic implications of vertical integration and questions the necessity of remaining vertically integrated in today's markets. During 1998-2001, the industry structure changed dramatically with the occurrence of a wave of merger activity. Set at the end of 2001, as BP's chief executive, Lord John Browne, ponders the company's future. BP set off the merger activity in 1998 with its combination with Amoco. Other major oil concerns quickly followed suit. Several large and dominant firms, termed "supermajors," separated themselves from the rest of the competitors. Although a large number of independent specialty firms also exist, the supermajor firms no longer believe them to be direct competitors. After the case discussion, students should be able to: 1) understand the basic economics of the oil and gas industry, 2) analyze the rationale behind vertical integration strategies, 3) analyze why the industry restructuring occurred, and 4) understand the economies of scale of the supermajor firms as well as the potential problems their immense size could create.

    Keywords: Non-Renewable Energy; Growth and Development Strategy; Industry Structures; Competitive Advantage; Consolidation; Horizontal Integration; Vertical Integration; Energy Industry;

    Citation:

    Reinhardt, Forest L., Ramon Casadesus-Masanell, and David J Hanson. "BP and the Consolidation of the Oil Industry, 1998-2002." Harvard Business School Case 702-012, March 2002. (Revised January 2010.)  View Details
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  50. Case | HBS Case Collection | March 2003 (Revised January 2010)

    Patagonia

    Forest L. Reinhardt, Ramon Casadesus-Masanell and Deborah Freier

    Keywords: Apparel and Accessories Industry;

    Citation:

    Reinhardt, Forest L., Ramon Casadesus-Masanell, and Deborah Freier. "Patagonia." Harvard Business School Case 703-035, March 2003. (Revised January 2010.)  View Details
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  51. Case | HBS Case Collection | October 2007 (Revised October 2009)

    Global Climate Change and BP

    Forest L. Reinhardt and Mikell Hyman

    Following the sudden resignation of Sir John Browne, Tony Hayward, BP CEO, must decide how global climate change management will figure into BP's corporate strategy. Climate change management was a major part of BP's strategy under Browne: In 1997 Browne broke from his colleagues, publicly declaring that global climate change was a serious problem and pledging BP to play a significant role in the search for solutions. BP successfully reduced its own carbon emissions, and championed cap-and-trade style regulation over taxation or command-and-control. Despite this progress, as the climate issue gains in political prominence and the Kyoto Protocol nears expiration, Hayward must consider what actions to take in BP's business strategy and in the political arena to manage ongoing climate risk.

    Keywords: Change Management; Weather and Climate Change; Corporate Strategy; Corporate Social Responsibility and Impact; Management Teams; Environmental Sustainability; Government and Politics; Energy Sources; Global Strategy; Operations; Utilities Industry; Energy Industry; United Kingdom;

    Citation:

    Reinhardt, Forest L., and Mikell Hyman. "Global Climate Change and BP." Harvard Business School Case 708-026, October 2007. (Revised October 2009.)  View Details
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  52. Background Note | HBS Case Collection | September 2008 (Revised October 2009)

    The Carbon Market

    Andre F. Perold, Forest L. Reinhardt and Mikell Hyman

    The carbon market has emerged in response to concerns about global climate change. This note characterizes the market in 2008, describing each segment and how it operates.

    Keywords: Non-Renewable Energy; Market Transactions; Environmental Sustainability; Weather and Climate Change;

    Citation:

    Perold, Andre F., Forest L. Reinhardt, and Mikell Hyman. "The Carbon Market." Harvard Business School Background Note 209-064, September 2008. (Revised October 2009.)  View Details
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  53. Case | HBS Case Collection | November 2008 (Revised March 2009)

    South Pole Carbon Asset Management-Going for Gold?

    Forest L. Reinhardt, Jost Hamschmidt and Mikell Hyman

    In late 2008, Christoph Sutter, CEO of South Pole Carbon Asset Management, reflects on his firm's early success at originating carbon credits in developing nations and selling them to governments and firms that seek to offset their greenhouse gas emissions voluntarily or to fulfill regulatory obligations. South Pole's early strategy has focused on being a first mover in the niche market for premium quality carbon credits. But as the market evolves in the face of significant policy uncertainty, Sutter wonders what South Pole's strategy should be for the future. This case study can facilitate discussions about environmental markets, about opportunities for entrepreneurship raised by new environmental regulations, and about challenges in markets for tradable pollution permits.

    Keywords: Developing Countries and Economies; Non-Renewable Energy; Entrepreneurship; Governing Rules, Regulations, and Reforms; Environmental Sustainability; Corporate Strategy;

    Citation:

    Reinhardt, Forest L., Jost Hamschmidt, and Mikell Hyman. "South Pole Carbon Asset Management-Going for Gold?" Harvard Business School Case 709-030, November 2008. (Revised March 2009.)  View Details
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  54. Case | HBS Case Collection | June 2008 (Revised October 2008)

    International Carbon Finance and EcoSecurities

    Andre F. Perold, Forest L. Reinhardt and Mikell Hyman

    In late 2007, EcoSecurities had to decide whether to undertake a new Clean Development Mechanism (CDM) project in China. EcoSecurities was an aggregator of carbon credits and also invested directly in projects that produced carbon credits. Governments and firms required to cut their greenhouse gas emissions under the Kyoto Protocol could use carbon credits to fulfill part of their compliance obligations. As demand for UN-issued carbon credits rose, the UN approval process had become increasingly burdensome. The Ventilation Air Methane Project was an opportunity to break into a new sector with large potential, and the economics and risks of the project needed to be assessed.

    Keywords: Non-Renewable Energy; Cost Management; Investment Return; Business and Government Relations; Risk and Uncertainty; Investment; Cash Flow; Valuation; Pollution and Pollutants; Environmental Sustainability; Financial Services Industry; China;

    Citation:

    Perold, Andre F., Forest L. Reinhardt, and Mikell Hyman. "International Carbon Finance and EcoSecurities." Harvard Business School Case 208-151, June 2008. (Revised October 2008.)  View Details
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  55. Case | HBS Case Collection | September 2007 (Revised September 2008)

    Buildings and Energy

    Forest L. Reinhardt and Nazli Uludere

    Presents data on opportunities to conserve energy in buildings, which account for about a third of all energy use. Encourages readers to think about the impediments to energy efficiency in the buildings sector and the ways in which entrepreneurs can profitably surmount the obstacles.

    Keywords: Buildings and Facilities; Energy Conservation; Construction; Entrepreneurship; Investment; Innovation and Invention; Performance Efficiency; Environmental Sustainability; Construction Industry;

    Citation:

    Reinhardt, Forest L., and Nazli Uludere. "Buildings and Energy." Harvard Business School Case 708-024, September 2007. (Revised September 2008.)  View Details
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  56. Case | HBS Case Collection | September 2007 (Revised August 2008)

    Suncor in the Oil Sands Industry

    Forest L. Reinhardt and Nazli Uludere

    Describes the economics, technology, and politics of the oil sands industry, focusing on one of the industry's leading firms. Oil sands deposits in Alberta represent a potentially vast reserve of hydrocarbons, but the extraction, refining, and transportation challenges are formidable, and the environmental consequences of large-scare oil sands development potentially severe. Encourages students to examine Suncor's strategic positioning and cost structure, and the challenges that the firm's leaders confront as of 2007.

    Keywords: Economics; Non-Renewable Energy; Government and Politics; Supply and Industry; Natural Environment; Competitive Strategy; Environmental Sustainability; Energy Industry; Alberta;

    Citation:

    Reinhardt, Forest L., and Nazli Uludere. "Suncor in the Oil Sands Industry." Harvard Business School Case 708-023, September 2007. (Revised August 2008.)  View Details
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  57. Case | HBS Case Collection | October 2007 (Revised May 2008)

    World Economic Forum (A)

    Tarun Khanna, Rakesh Khurana and Forest L. Reinhardt

    Covers strategy and leadership. World Economic Forum founder Klaus Schwab has created the world's most famous-and exclusive-global business conference, held annually in Davos, Switzerland, and backed by a formidable membership organization that includes many of the world's most prominent firms. He now must consider how to keep the event and the organization vibrant and valuable, as similar new organizations arise and as the challenges of globalization become more difficult. In the aspirational slogan of the Forum, Schwab remains "committed to improving the state of the world," and readers are invited to ponder how he can use the organization he has created to make good on this promise.

    Keywords: Conferences; Economics; Globalization; Leadership; Social Enterprise; Welfare or Wellbeing; Strategy; Davos;

    Citation:

    Khanna, Tarun, Rakesh Khurana, and Forest L. Reinhardt. "World Economic Forum (A)." Harvard Business School Case 708-025, October 2007. (Revised May 2008.)  View Details
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  58. Supplement | HBS Case Collection | December 2005 (Revised May 2008)

    BP and the Consolidation of the Oil Industry: Supplement

    Forest L. Reinhardt and Nazli Uludere

    Keywords: Energy Industry;

    Citation:

    Reinhardt, Forest L., and Nazli Uludere. "BP and the Consolidation of the Oil Industry: Supplement." Harvard Business School Supplement 706-032, December 2005. (Revised May 2008.)  View Details
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  59. Teaching Note | HBS Case Collection | May 2007

    Toyota Motor Corporation: Launching Prius (TN)

    Forest L. Reinhardt and Dennis A. Yao

    Keywords: Production; Auto Industry; Green Technology Industry;

    Citation:

    Reinhardt, Forest L., and Dennis A. Yao. "Toyota Motor Corporation: Launching Prius (TN)." Harvard Business School Teaching Note 707-558, May 2007.  View Details
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  60. Case | HBS Case Collection | February 2007 (Revised March 2007)

    UBS and Climate Change--Warming Up to Global Action?

    Felix Oberholzer-Gee, Forest L. Reinhardt and Elizabeth Raabe

    Marco Suter, Executive Vice-Chairman, UBS Board of Directors, carefully studied the chart on his desk. It showed the public commitment of major financial institutions to help mitigate global warming. Evidently, UBS lagged behind its competitors. The graph was part of a report that environmental specialists and senior executives at UBS had compiled. It suggested the company adopt a more progressive policy on climate change. Suter thought about the options that the working group had generated. These ranged from stabilizing the company's current carbon emissions to complete carbon neutrality. The UBS Corporate Responsibility Committee would meet early next week. Suter wondered which option he should support.

    Keywords: Weather and Climate Change; Energy Conservation; Cost vs Benefits; Law; Financial Institutions; Environmental Sustainability; Corporate Accountability; Financial Services Industry;

    Citation:

    Oberholzer-Gee, Felix, Forest L. Reinhardt, and Elizabeth Raabe. "UBS and Climate Change--Warming Up to Global Action?" Harvard Business School Case 707-511, February 2007. (Revised March 2007.)  View Details
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  61. Case | HBS Case Collection | January 2006 (Revised December 2006)

    Toyota Motor Corporation: Launching Prius

    Forest L. Reinhardt, Dennis A. Yao and Masako Egawa

    In 1995, Hiroshi Okuda, president of Toyota Motor Corp., considers whether to push for a more aggressive launch of the Toyota Prius--an automobile that incorporates Toyota's new and technically advanced hybrid power train. This launch decision allows discussion of the importance of the Prius in Toyota's overall product strategy and explores issues ranging from market structure to competitive advantage and competitive dynamics.

    Keywords: Environmental Sustainability; Product Launch; Transportation; Brands and Branding; Manufacturing Industry; Green Technology Industry; Auto Industry; Japan;

    Citation:

    Reinhardt, Forest L., Dennis A. Yao, and Masako Egawa. "Toyota Motor Corporation: Launching Prius." Harvard Business School Case 706-458, January 2006. (Revised December 2006.)  View Details
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  62. Case | HBS Case Collection | December 2005 (Revised February 2006)

    Migros

    Forest L. Reinhardt, Vincent Marie Dessain and Anders Sjoman

    In October 2005, Urs Riedener, head of marketing at Swiss retailer Migros, is contemplating the company's competitive position. Primarily a retailer for foods and near-foods products, the cooperative Migros, with close to 600 retail outlets in Switzerland (but only four outside its domestic market), is facing stiffer competition, both from existing competitors (such as Coop) and new arrivals (such as hard discounters Lidi and Aldi). Riedener and Migros management have so far always had faith in Migros' position in the marketplace, built around its governance structure (the customers were also the owners, creating a close link between the retailer and the market) and its emphasis on never selling harmful products. Socially, ecologically, and ethically produced products were key aspects of Migros' product offering. Riedener knows that Migros benefited from a unique position--and he wants to make sure that Migros defends it from both new and old competitors.

    Keywords: Competitive Advantage; Corporate Governance; Corporate Strategy; Cooperative Ownership; Supply Chain Management; Product Marketing; Environmental Sustainability; Social Enterprise; Business or Company Management; Marketing Strategy; Retail Industry; Agriculture and Agribusiness Industry; Switzerland;

    Citation:

    Reinhardt, Forest L., Vincent Marie Dessain, and Anders Sjoman. "Migros." Harvard Business School Case 706-028, December 2005. (Revised February 2006.)  View Details
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  63. Case | HBS Case Collection | January 2006 (Revised February 2006)

    E.ON Corporate Strategy

    Forest L. Reinhardt and Sebastian Frankenberger

    Examines the corporate strategy of German energy giant E.ON. The firm is vertically integrated, horizontally diversified across electricity and natural gas, and active in numerous countries in Europe as well as in the United States. Explores the costs and benefits of the company's choices about its vertical, horizontal, and geographical scope. Considers the risks of economic regulation, increasing concerns about environmental externalities from carbon emissions and nuclear power, and political and price risks in upstream markets for fossil fuels.

    Keywords: Diversification; Vertical Integration; Corporate Strategy; Globalization; Energy Sources; Economics; Energy Industry; Germany; United States; Europe;

    Citation:

    Reinhardt, Forest L., and Sebastian Frankenberger. "E.ON Corporate Strategy." Harvard Business School Case 706-015, January 2006. (Revised February 2006.)  View Details
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  64. Case | HBS Case Collection | March 2003 (Revised August 2005)

    National Parks Conservation Association

    Forest L. Reinhardt and Briana Huntsberger

    The National Parks Conservation Association seeks to help the U.S. National Park Service increase its efficiency by incorporating principles of business management so that American national parks will be better managed. Its efforts raise fundamental questions about the roles of government, firms, and nonprofits in a mixed capitalist economy as well as the appropriate differences in managerial practices across sectors.

    Keywords: Nonprofit Organizations; Business or Company Management; Corporate Governance; Government and Politics; Natural Environment; Cooperation; Entertainment and Recreation Industry; Tourism Industry; Public Administration Industry; United States;

    Citation:

    Reinhardt, Forest L., and Briana Huntsberger. "National Parks Conservation Association." Harvard Business School Case 703-045, March 2003. (Revised August 2005.)  View Details
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  65. Case | HBS Case Collection | December 2004 (Revised May 2005)

    Nestle: Sustainable Agriculture Initiative

    Forest L. Reinhardt

    Swiss food giant Nestle attempts to improve the performance of its suppliers of agricultural commodities to raise quality, lower costs, and contribute to sustainable development. Its initiatives focus first on coffee, cocoa, and milk. Nestle managers assert that the initiatives deliver both private benefits (better quality and reduced costs to the firm) and social benefits (higher incomes for farmers, better environmental quality in farming regions). Questions include the ways in which these programs create value for shareholders, the manner in which they should be marketed, and their efficacy in addressing social issues.

    Keywords: Corporate Social Responsibility and Impact; Environmental Sustainability; Social Issues; Business and Community Relations; Corporate Strategy; Agribusiness; Supply Chain Management; Marketing Strategy; Value Creation; Food and Beverage Industry; Agriculture and Agribusiness Industry;

    Citation:

    Reinhardt, Forest L. "Nestle: Sustainable Agriculture Initiative." Harvard Business School Case 705-018, December 2004. (Revised May 2005.)  View Details
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  66. Teaching Note | HBS Case Collection | September 1993 (Revised May 2005)

    Forest Policy in Malaysia TN

    Forest L. Reinhardt

    Teaching Note for (9-792-099).

    Keywords: Forestry Industry; Forest Products Industry; Malaysia;

    Citation:

    Reinhardt, Forest L. "Forest Policy in Malaysia TN." Harvard Business School Teaching Note 794-009, September 1993. (Revised May 2005.)  View Details
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  67. Case | HBS Case Collection | April 2003 (Revised July 2003)

    E.ON AG

    Ramon Casadesus-Masanell, Forest L. Reinhardt and Deborah Freier

    Keywords: Energy Industry; Utilities Industry; Germany;

    Citation:

    Casadesus-Masanell, Ramon, Forest L. Reinhardt, and Deborah Freier. "E.ON AG." Harvard Business School Case 703-415, April 2003. (Revised July 2003.)  View Details
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  68. Case | HBS Case Collection | July 2000 (Revised April 2001)

    Agricultural Biotechnology and its Regulation

    Forest L. Reinhardt

    In the United States, genetically modified corn and soybeans are now widely grown and consumed. In Europe, however, they have been dubbed "Frankenstein foods," shunned by packaged food manufacturers, and subjected to a host of governmental restrictions. This case provides information on the economics and politics of agricultural biotechnology. It emphasizes the divergent attitudes in the United States and Europe about how the technology ought to be regulated and highlights the resultant strategic dilemmas for companies in the business, including DuPont, Monsanto, and Novartis. Students can analyze the technology and its regulators from both a normative public policy standpoint (i.e., asking what sorts of regulatory institutions would enhance social well-being) and the point of view of positive political economy (i.e., asking how the regulatory system is likely to evolve given the current institutional setup and the interests of the various public and private players). Raises questions of how firms can develop strategy under conditions of extreme regulatory risk.

    Keywords: Agribusiness; Genetics; Governing Rules, Regulations, and Reforms; Corporate Strategy; Trade; Law; Goods and Commodities; Safety; Environmental Sustainability; Government and Politics; Agriculture and Agribusiness Industry; Biotechnology Industry; Europe; United States;

    Citation:

    Reinhardt, Forest L. "Agricultural Biotechnology and its Regulation." Harvard Business School Case 701-004, July 2000. (Revised April 2001.)  View Details
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  69. Case | HBS Case Collection | March 2001 (Revised April 2001)

    Sustainable Development & Socially Responsible Investing: ABB in 2000

    Forest L. Reinhardt

    Several investment firms and mutual funds position themselves as providers or facilitators of opportunities for socially responsible investment. This case addresses the impact of these firms on publicly traded companies. Focuses on managers at ABB, a large multinational based in Switzerland that has tried to be a leader in integrating principles of sustainable development into its business strategies. ABB's managers now need to decide what sorts of relationships they would like to have with the firms in the socially responsible investment community and the extent to which they ought to take the preferences of these firms into account in tailoring their business strategies.

    Keywords: Investment; Corporate Social Responsibility and Impact; Environmental Sustainability; Social Enterprise; Corporate Governance; Business Strategy; Capital Markets; Management Teams; Business and Community Relations; Trade; Electronics Industry; Switzerland;

    Citation:

    Reinhardt, Forest L. "Sustainable Development & Socially Responsible Investing: ABB in 2000." Harvard Business School Case 701-082, March 2001. (Revised April 2001.)  View Details
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  70. Case | HBS Case Collection | October 1999

    Agricultural Biotechnology Brief, 1999

    Forest L. Reinhardt and Jennifer Burns

    Keywords: Business and Government Relations; Environmental Sustainability; Agriculture and Agribusiness Industry; Biotechnology Industry;

    Citation:

    Reinhardt, Forest L., and Jennifer Burns. "Agricultural Biotechnology Brief, 1999." Harvard Business School Case 700-066, October 1999.  View Details
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  71. Case | HBS Case Collection | March 1999 (Revised April 1999)

    Environmental Risk Management at Chevron Corporation

    Forest L. Reinhardt, Monica M Mandelli and Jennifer Burns

    Chevron Corp., headquartered in San Francisco, manages a worldwide, vertically integrated value chain from the oil well to the gasoline station. Mishandling of oil at any stage of production can damage the natural environment, human health, corporate profitability, or all three. But at the same time Chevron needs to be prudent about the amount of money it spends on measures to manage these risks, and environmental programs within the firm can conflict with a long-standing tradition of decentralized management. To manage risks more efficiently, Chevron executives are contemplating the use of quantitative decision tools that enable operating managers to compute rough benefit-cost ratios for various alternative risk management projects. The case focuses on the pros and cons of using such tools within the context of Chevron's overall system for environmental risk management.

    Keywords: Risk Management; Risk and Uncertainty; Environmental Sustainability; Energy Generation; Supply Chain Management; Metals and Minerals; Management Systems; Management Teams; Trade; Vertical Integration; Energy Industry; Mining Industry;

    Citation:

    Reinhardt, Forest L., Monica M Mandelli, and Jennifer Burns. "Environmental Risk Management at Chevron Corporation." Harvard Business School Case 799-062, March 1999. (Revised April 1999.)  View Details
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  72. Teaching Note | HBS Case Collection | April 1999

    Environmental Risk Management at Chevron Corporation TN

    Forest L. Reinhardt

    Teaching Note for (9-799-062).

    Keywords: Energy Industry; Mining Industry;

    Citation:

    Reinhardt, Forest L. "Environmental Risk Management at Chevron Corporation TN." Harvard Business School Teaching Note 799-112, April 1999.  View Details
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  73. Teaching Note | HBS Case Collection | January 1999 (Revised March 1999)

    Ciba Specialty Chemicals TN

    Forest L. Reinhardt

    Teaching Note for (9-799-086).

    Keywords: Chemical Industry;

    Citation:

    Reinhardt, Forest L. "Ciba Specialty Chemicals TN." Harvard Business School Teaching Note 799-107, January 1999. (Revised March 1999.)  View Details
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  74. Case | HBS Case Collection | February 1995 (Revised March 1999)

    Duales System Deutschland

    Forest L. Reinhardt and Carin-Isabel Knoop

    Keywords: Germany;

    Citation:

    Reinhardt, Forest L., and Carin-Isabel Knoop. "Duales System Deutschland." Harvard Business School Case 795-074, February 1995. (Revised March 1999.)  View Details
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  75. Teaching Note | HBS Case Collection | March 1999

    Conceptual Overview: "Business and the Environment," An Elective for MBA Students TN

    Forest L. Reinhardt

    Intended to assist faculty who teach courses on environmental management at business schools. Other people interested in the relationships between business and the environment may also find it useful.

    Keywords: Science-Based Business; Environmental Sustainability; Business Education; Theory;

    Citation:

    Reinhardt, Forest L. Conceptual Overview: "Business and the Environment," An Elective for MBA Students TN. Harvard Business School Teaching Note 799-123, March 1999.  View Details
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  76. Teaching Note | HBS Case Collection | March 1999

    Duales System Deutschland TN

    Forest L. Reinhardt

    Citation:

    Reinhardt, Forest L. "Duales System Deutschland TN." Harvard Business School Teaching Note 799-121, March 1999.  View Details
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  77. Case | HBS Case Collection | January 1999

    Ciba Specialty Chemicals

    Forest L. Reinhardt

    Based on extensive interviews, this case discusses the environmental policies of a successful firm in the specialty chemicals business. Executives at Ciba have differentiated products along environmental lines and have used environmental scrutiny as a tool for cutting costs. Discusses these initiatives and also the firm's efforts to improve its management of environmental risk. Calls attention to the relationships among environmental policies, the competitive position of the firm, and the firm's overall strategy.

    Keywords: Environmental Sustainability; Business or Company Management; Cost Management; Risk Management; Business Strategy; Globalized Firms and Management; Competitive Advantage; Chemical Industry;

    Citation:

    Reinhardt, Forest L. "Ciba Specialty Chemicals." Harvard Business School Case 799-086, January 1999.  View Details
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  78. Teaching Note | HBS Case Collection | December 1998

    Tokyo Electric Power Company TN

    Forest L. Reinhardt

    Citation:

    Reinhardt, Forest L. "Tokyo Electric Power Company TN." Harvard Business School Teaching Note 799-040, December 1998.  View Details
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  79. Teaching Note | HBS Case Collection | November 1998

    Metsa-Serla: Environmental Labels in the European Forest Products Markets TN

    Forest L. Reinhardt

    Citation:

    Reinhardt, Forest L. "Metsa-Serla: Environmental Labels in the European Forest Products Markets TN." Harvard Business School Teaching Note 799-058, November 1998.  View Details
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  80. Case | HBS Case Collection | June 1997

    Tokyo Electric Power Company

    Forest L. Reinhardt

    Keywords: Utilities Industry; Tokyo;

    Citation:

    Reinhardt, Forest L. "Tokyo Electric Power Company." Harvard Business School Case 797-046, June 1997.  View Details
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  81. Background Note | HBS Case Collection | April 1996 (Revised February 1997)

    Guide to Macroeconomic Resources on the Internet

    Alexander Dyck, Forest L. Reinhardt and Christopher Charron

    Citation:

    Dyck, Alexander, Forest L. Reinhardt, and Christopher Charron. "Guide to Macroeconomic Resources on the Internet." Harvard Business School Background Note 796-150, April 1996. (Revised February 1997.)  View Details
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  82. Case | HBS Case Collection | August 1996

    Australia in the 1990s: Lucky or Broke? (Abridged)

    Alexander Dyck and Forest L. Reinhardt

    Citation:

    Dyck, Alexander, and Forest L. Reinhardt. "Australia in the 1990s: Lucky or Broke? (Abridged)." Harvard Business School Case 797-028, August 1996.  View Details
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  83. Case | HBS Case Collection | April 1995 (Revised May 1995)

    Metsa-Serla: Environmental Labels in the European Forest Products Markets

    Forest L. Reinhardt and Pat Markovich

    Keywords: Labels; Environmental Sustainability; Forest Products Industry; Europe;

    Citation:

    Reinhardt, Forest L., and Pat Markovich. "Metsa-Serla: Environmental Labels in the European Forest Products Markets." Harvard Business School Case 795-148, April 1995. (Revised May 1995.)  View Details
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  84. Teaching Note | HBS Case Collection | January 1995 (Revised April 1995)

    StarKist (A) and (B) TN

    Forest L. Reinhardt

    Teaching Note for (9-794-128) and (9-794-139).

    Keywords: United States; Mexico;

    Citation:

    Reinhardt, Forest L. "StarKist (A) and (B) TN." Harvard Business School Teaching Note 795-097, January 1995. (Revised April 1995.)  View Details
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  85. Teaching Note | HBS Case Collection | October 1994 (Revised April 1995)

    Singapore TN

    Forest L. Reinhardt

    Teaching Note for (9-793-096).

    Keywords: Singapore;

    Citation:

    Reinhardt, Forest L. "Singapore TN." Harvard Business School Teaching Note 795-036, October 1994. (Revised April 1995.)  View Details
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  86. Case | HBS Case Collection | March 1993 (Revised April 1995)

    Singapore

    Forest L. Reinhardt and Edward Prewitt

    Since winning independence in 1965, Singapore achieved some of the world's highest rates of economic growth. A large part of GDP and employment came from direct investment by multinational companies in low-cost assembly work, but in the 1990s Singapore's rising wage rates increasingly priced it out of these industries. Could Singapore change itself from an assembler and fabricator of Western-designed parts to a designer and marketer of desirable products? Lee Kuan Yew, "the father of Singapore," repeatedly had shown an ability to guide the nation through such transitions. Not only did his successor have no such track record, but the next transition might be the hardest yet.

    Keywords: Transition; Decision Choices and Conditions; Development Economics; Economic Growth; Foreign Direct Investment; Multinational Firms and Management; Employment; Wages; Singapore;

    Citation:

    Reinhardt, Forest L., and Edward Prewitt. "Singapore." Harvard Business School Case 793-096, March 1993. (Revised April 1995.)  View Details
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  87. Teaching Note | HBS Case Collection | September 1993 (Revised April 1995)

    Du Pont Freon Products Division (A) and (B) TN

    Forest L. Reinhardt and Richard H.K. Vietor

    Teaching Note for (9-389-111) and (9-389-112).

    Citation:

    Reinhardt, Forest L., and Richard H.K. Vietor. "Du Pont Freon Products Division (A) and (B) TN." Harvard Business School Teaching Note 794-046, September 1993. (Revised April 1995.)  View Details
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  88. Case | HBS Case Collection | January 1989 (Revised March 1995)

    Du Pont Freon Products Division (A)

    Richard H.K. Vietor and Forest L. Reinhardt

    In 1988, the Du Pont Co. is abruptly confronted with solid scientific evidence that chlorofluorocarbons are destroying the earth's ozone shield. Du Pont, with its Freon brand product line serving markets for foam insulation, electronics solvents, and especially refrigeration, was the world's leading producer of these chemicals. Although no substitutes were currently commercially available, or even proven, Du Pont had to decide what to do. The purpose of the case is to examine how changing science and environmental problems affect competitive conditions and corporate strategy. In particular, the case examines the criteria by which companies formulate policy.

    Keywords: Business Divisions; Policy; Management; Brands and Branding; Production; Service Operations; Natural Environment; Competition; Corporate Strategy; Environmental Sustainability;

    Citation:

    Vietor, Richard H.K., and Forest L. Reinhardt. "Du Pont Freon Products Division (A)." Harvard Business School Case 389-111, January 1989. (Revised March 1995.)  View Details
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  89. Teaching Note | HBS Case Collection | January 1995

    Renewable Energy in the United States TN

    Forest L. Reinhardt and Richard H.K. Vietor

    Citation:

    Reinhardt, Forest L., and Richard H.K. Vietor. "Renewable Energy in the United States TN." Harvard Business School Teaching Note 795-083, January 1995.  View Details
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  90. Teaching Note | HBS Case Collection | January 1995

    Aracruz Celulose S.A. TN

    Forest L. Reinhardt

    Citation:

    Reinhardt, Forest L. "Aracruz Celulose S.A. TN." Harvard Business School Teaching Note 795-095, January 1995.  View Details
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  91. Teaching Note | HBS Case Collection | January 1995

    Brazilian Foundation for Sustainable Development TN

    Forest L. Reinhardt and Jackie Prince Roberts

    Citation:

    Reinhardt, Forest L., and Jackie Prince Roberts. "Brazilian Foundation for Sustainable Development TN." Harvard Business School Teaching Note 795-098, January 1995.  View Details
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  92. Case | HBS Case Collection | November 1993 (Revised January 1995)

    Aracruz Celulose S.A.

    Forest L. Reinhardt

    Keywords: Pulp and Paper Industry;

    Citation:

    Reinhardt, Forest L. "Aracruz Celulose S.A." Harvard Business School Case 794-049, November 1993. (Revised January 1995.)  View Details
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  93. Case | HBS Case Collection | April 1994 (Revised January 1995)

    StarKist (A)

    Richard H.K. Vietor and Forest L. Reinhardt

    Set in April 1990, this case focuses on H.J. Heinz and its subsidiary, StarKist, the largest producer of canned tuna in the United States. During the 1980s, the public became increasingly concerned about tuna fishing practices that killed dolphins. StarKist was the target of a consumer boycott initiated by the environmental community. Worried that bad publicity from the boycott would threaten the StarKist brand name, as well as Heinz's other branded products, senior management at Heinz decided that StarKist would become the first tuna processor to no longer purchase tuna caught by methods that killed dolphins. In making the decision, Heinz executives were not sure how StarKist's two major competitors would react, or how the decision would impact the procurement of raw tuna, StarKist's single largest expense item. Discusses the harvesting (fishing) and processing (canning) sector of the tuna industry. Also discusses the Marine Mammal Protection Act, and U.S. trade sanctions against Mexico and other countries.

    Keywords: Business Subsidiaries; Decision Choices and Conditions; Laws and Statutes; Management Teams; Brands and Branding; Environmental Sustainability; Competition; Mexico; United States;

    Citation:

    Vietor, Richard H.K., and Forest L. Reinhardt. "StarKist (A)." Harvard Business School Case 794-128, April 1994. (Revised January 1995.)  View Details
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  94. Supplement | HBS Case Collection | April 1994 (Revised January 1995)

    StarKist (B)

    Richard H.K. Vietor and Forest L. Reinhardt

    Set in November 1993. Intended as a follow-up to the (A) case.

    Keywords: United States; Mexico;

    Citation:

    Vietor, Richard H.K., and Forest L. Reinhardt. "StarKist (B)." Harvard Business School Supplement 794-139, April 1994. (Revised January 1995.)  View Details
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  95. Teaching Note | HBS Case Collection | January 1995

    Note on Contingent Liabilities TN

    Richard H.K. Vietor, Forest L. Reinhardt and Jackie Prince Roberts

    Teaching Note for (9-794-098).

    Citation:

    Vietor, Richard H.K., Forest L. Reinhardt, and Jackie Prince Roberts. "Note on Contingent Liabilities TN." Harvard Business School Teaching Note 795-091, January 1995.  View Details
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  96. Teaching Note | HBS Case Collection | January 1995

    Environment and International Trade TN

    Forest L. Reinhardt

    Teaching Note for (9-794-018).

    Citation:

    Reinhardt, Forest L. "Environment and International Trade TN." Harvard Business School Teaching Note 795-085, January 1995.  View Details
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  97. Case | HBS Case Collection | April 1994 (Revised December 1994)

    Alberta-Pacific Forest Industries, Inc.

    Forest L. Reinhardt

    Keywords: Forest Products Industry; Forestry Industry;

    Citation:

    Reinhardt, Forest L. "Alberta-Pacific Forest Industries, Inc." Harvard Business School Case 794-099, April 1994. (Revised December 1994.)  View Details
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  98. Teaching Note | HBS Case Collection | December 1994 (Revised December 1994)

    Montana Land Reliance TN

    Forest L. Reinhardt

    Teaching Note for (9-794-050).

    Keywords: Real Estate Industry; United States;

    Citation:

    Reinhardt, Forest L. "Montana Land Reliance TN." Harvard Business School Teaching Note 795-028, December 1994. (Revised December 1994.)  View Details
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  99. Teaching Note | HBS Case Collection | December 1994

    Alberta-Pacific Forest Industries Inc. TN

    Forest L. Reinhardt

    Citation:

    Reinhardt, Forest L. "Alberta-Pacific Forest Industries Inc. TN." Harvard Business School Teaching Note 795-067, December 1994.  View Details
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  100. Teaching Note | HBS Case Collection | November 1994

    Reading Energy TN

    Forest L. Reinhardt

    Citation:

    Reinhardt, Forest L. "Reading Energy TN." Harvard Business School Teaching Note 795-037, November 1994.  View Details
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  101. Supplement | HBS Case Collection | October 1994

    Reading Energy: Dr. Irene Brodie, Video

    Forest L. Reinhardt and Peggy Duxbury

    Citation:

    Reinhardt, Forest L., and Peggy Duxbury. "Reading Energy: Dr. Irene Brodie, Video." Harvard Business School Video Supplement 795-503, October 1994.  View Details
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  102. Case | HBS Case Collection | September 1993 (Revised October 1994)

    Environment and International Trade

    Forest L. Reinhardt

    During the 1990s, environmental activists became interested in trade issues for the first time. Whereas GATT, the General Agreement on Tariffs and Trade, had previously been the province of trade specialists, a new poster popular among environmentalists depicted the monster "GATTzilla," devouring the earth, dolphins, and democratic institutions. This case describes the conflict between environmental and trade values as it is manifested in various multilateral institutions and treaties: GATT, especially after its controversial ruling on a United States dolphin protection law; NAFTA, the North America Free Trade Agreement, for which environmental matters have become an unexpected stumbling block; the European Community, as it tries to harmonize member regulations; and multilateral treaties such as CITES (the convention on trade in endangered species), the Montreal Protocol on ozone-depleting substances, and attempts to protect tropical timber.

    Keywords: Trade; Environmental Sustainability; Science-Based Business; Policy; Government and Politics; Agreements and Arrangements; Alliances; Globalization; International Relations; Conflict of Interests;

    Citation:

    Reinhardt, Forest L. "Environment and International Trade." Harvard Business School Case 794-018, September 1993. (Revised October 1994.)  View Details
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  103. Case | HBS Case Collection | March 1994 (Revised October 1994)

    Reading Energy

    Forest L. Reinhardt

    Reading Energy builds facilities that produce energy from nontraditional fuels. A privately held, entrepreneurial organization, it has spent six years developing a plan to build a waste-to-energy plant in the town of Robbins, Illinois. The plant would burn municipal solid waste, producing electricity for sale to the local utility. Its economics are driven by the cost of alternative waste disposal technologies (mostly landfills) and by the Public Regulatory Policy Act of 1978, which ensures a market for the power. Reading's project has been delayed by political opposition at both the local and state levels. Robbins is a poor community, and some of Reading's antagonists have invoked environmental justice as a reason to oppose the project. Tom Cassel, the engineer who founded Reading, is negotiating contracts for waste with nearby municipalities. He needs to consider price, risk allocation, and other economic factors, in addition to political and social issues, in designing his firm's strategy and tactics.

    Keywords: Energy Generation; Wastes and Waste Processing; Business and Community Relations; Business Plan; Agreements and Arrangements; Contracts; Risk and Uncertainty; Government and Politics; Environmental Sustainability; Business Strategy; Energy Industry; Utilities Industry; Illinois;

    Citation:

    Reinhardt, Forest L. "Reading Energy." Harvard Business School Case 794-102, March 1994. (Revised October 1994.)  View Details
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  104. Teaching Note | HBS Case Collection | October 1994

    Accounting for Productivity Growth TN

    Forest L. Reinhardt

    Teaching Note for (9-794-051).

    Keywords: United States; Singapore;

    Citation:

    Reinhardt, Forest L. "Accounting for Productivity Growth TN." Harvard Business School Teaching Note 795-038, October 1994.  View Details
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  105. Background Note | HBS Case Collection | October 1993 (Revised September 1994)

    Accounting for Productivity Growth

    Forest L. Reinhardt

    Introduces students to the arithmetic of the accounting for national productivity growth. It defines labor productivity, capital productivity, and total factor productivity, describes the relationships among them, and discusses the phenomena that cause them to change over time. Exhibits include data for the United States and other industrial countries, which both show the relationships among the various measures and allow comparison across time and space. The end of the note discusses the 1992 controversy over productivity growth in Singapore. Productivity is an important phenomenon, widely discussed in the newspapers, but rarely even defined. Business students, especially those engaged in country analysis, need to understand the various ways in which it is measured and why those various quantities have changed over time in different nations. Intended for an introductory MBA course.

    Keywords: Performance Productivity; Macroeconomics; Data and Data Sets; Government and Politics; Mathematical Methods; United States; Singapore;

    Citation:

    Reinhardt, Forest L. "Accounting for Productivity Growth." Harvard Business School Background Note 794-051, October 1993. (Revised September 1994.)  View Details
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  106. Case | HBS Case Collection | April 1994 (Revised August 1994)

    Brazilian Foundation for Sustainable Development

    Forest L. Reinhardt

    Keywords: Development Economics; Environmental Sustainability; Policy; Brazil;

    Citation:

    Reinhardt, Forest L. "Brazilian Foundation for Sustainable Development." Harvard Business School Case 794-120, April 1994. (Revised August 1994.)  View Details
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  107. Background Note | HBS Case Collection | February 1994 (Revised August 1994)

    Note on Contingent Environmental Liabilities

    Richard H.K. Vietor and Forest L. Reinhardt

    Addresses contingent environmental liabilities that are the result of unforeseen environmental risks where the dollar amount of such liabilities is unknown and depends on future events. In contrast, fines for violating environmental laws are liabilities, but are not considered contingent liabilities as such fines are relatively predictable. Covers liabilities under common law doctrines (including toxic torts), the Resource Conservation and Recovery Act (RCA), and the Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA). In particular, discusses lender liability issues as of 1993 and briefly discusses financial reporting requirements. Concludes with a discussion of strategies for managing such liabilities.

    Keywords: Legal Liability; Risk Management; Natural Environment; Laws and Statutes; Pollution and Pollutants; Governance Compliance; United States;

    Citation:

    Vietor, Richard H.K., and Forest L. Reinhardt. "Note on Contingent Environmental Liabilities." Harvard Business School Background Note 794-098, February 1994. (Revised August 1994.)  View Details
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  108. Case | HBS Case Collection | December 1993 (Revised January 1994)

    Montana Land Reliance

    Forest L. Reinhardt and Thomas Patterson

    The Montana Land Reliance is a small not-for-profit organization in the business of creating conservation easements on private lands in Montana. The easements preserve the scenic character and recreational value of the lands by precluding subdivision and other forms of real estate development. The Reliance, established only in 1976, has grown rapidly in recent years. At the time of the case, its leaders face the need to define the market they want to serve, determine the right rate of growth, and create the institutional capabilities to capitalize on their early successes.

    Keywords: Private Ownership; Motivation and Incentives; Business or Company Management; Natural Environment; Nonprofit Organizations; Property; Environmental Sustainability; Government and Politics; Montana;

    Citation:

    Reinhardt, Forest L., and Thomas Patterson. "Montana Land Reliance." Harvard Business School Case 794-050, December 1993. (Revised January 1994.)  View Details
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  109. Supplement | HBS Case Collection | January 1989 (Revised October 1993)

    Du Pont Freon Products Division (B)

    Richard H.K. Vietor and Forest L. Reinhardt

    Supplements the (A) case.

    Citation:

    Vietor, Richard H.K., and Forest L. Reinhardt. "Du Pont Freon Products Division (B)." Harvard Business School Supplement 389-112, January 1989. (Revised October 1993.)  View Details
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  110. Teaching Note | HBS Case Collection | August 1993 (Revised October 1993)

    Acid Rain: Burlington Northern, Inc. (A) and (B), Teaching Note

    Forest L. Reinhardt

    Citation:

    Reinhardt, Forest L. "Acid Rain: Burlington Northern, Inc. (A) and (B), Teaching Note." Harvard Business School Teaching Note 794-033, August 1993. (Revised October 1993.)  View Details
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  111. Teaching Note | HBS Case Collection | September 1993 (Revised October 1993)

    Champion International Corporation: Timber, Trade, and the Northern Spotted Owl TN

    Forest L. Reinhardt

    Teaching Note for (9-792-017).

    Keywords: Forest Products Industry; North and Central America;

    Citation:

    Reinhardt, Forest L. "Champion International Corporation: Timber, Trade, and the Northern Spotted Owl TN." Harvard Business School Teaching Note 794-034, September 1993. (Revised October 1993.)  View Details
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  112. Teaching Note | HBS Case Collection | September 1993 (Revised October 1993)

    Acid Rain: The Southern Company (A) and (B) TN

    Forest L. Reinhardt

    Teaching Note for (9-792-060) and (9-793-040).

    Keywords: Pollution and Pollutants; Utilities Industry;

    Citation:

    Reinhardt, Forest L. "Acid Rain: The Southern Company (A) and (B) TN." Harvard Business School Teaching Note 794-043, September 1993. (Revised October 1993.)  View Details
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  113. Case | HBS Case Collection | May 1992 (Revised August 1993)

    Forest Policy in Malaysia

    Forest L. Reinhardt

    The governments of Malaysia and the Malaysian State of Sarawak need to assess possible changes in forest policy. Environmentalist pressure threatens traditional market relationships and patterns of business-government interaction. Harvest regulations, subsidies, trade restrictions, environmental controls, and property rights structures are all called into question.

    Keywords: Natural Environment; Policy; Government and Politics; Environmental Sustainability; Trade; Business and Government Relations; Governing Rules, Regulations, and Reforms; Forestry Industry; Forest Products Industry; Malaysia;

    Citation:

    Reinhardt, Forest L. "Forest Policy in Malaysia." Harvard Business School Case 792-099, May 1992. (Revised August 1993.)  View Details
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  114. Case | HBS Case Collection | October 1991 (Revised August 1993)

    Acid Rain: Burlington Northern, Inc. (A)

    Forest L. Reinhardt

    Burlington Northern (BN) hauls low-sulfur coal from the northern Great Plains to electric utilities in the Midwest. Acid rain legislation may affect the geographic scope of BN's markets. Railroad managers need to assess the economic effects of acid rain controls and their chances of influencing the controls' structure.

    Keywords: Rail Transportation; Environmental Sustainability; Development Economics; Government Legislation; Natural Environment; Policy; Metals and Minerals; Industry Growth; Industry Structures; Rail Industry; United States;

    Citation:

    Reinhardt, Forest L. "Acid Rain: Burlington Northern, Inc. (A)." Harvard Business School Case 792-018, October 1991. (Revised August 1993.)  View Details
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  115. Case | HBS Case Collection | February 1992 (Revised April 1993)

    Acid Rain: The Southern Co. (A)

    Forest L. Reinhardt

    The Southern Co., an electric utility, is planning its compliance with the 1990 amendments to the Clean Air Act. The Act established a system of tradeable permits for sulfur dioxide emissions. The company must decide whether to install pollution control equipment and generate excess permits for sale to other firms, or to emit larger quantities of sulfur dioxide, save capital costs, and purchase pollution permits. Can be used to teach discounted cash flow analysis of a make versus buy decision. Also raises issues of expected cost minimization, questions of economic and political uncertainty, and the value of flexibility.

    Keywords: Energy Generation; Business Strategy; Environmental Sustainability; Cost vs Benefits; Financial Management; Strategic Planning; Investment Return; Government Legislation; Wastes and Waste Processing; Utilities Industry; Energy Industry; United States;

    Citation:

    Reinhardt, Forest L. "Acid Rain: The Southern Co. (A)." Harvard Business School Case 792-060, February 1992. (Revised April 1993.)  View Details
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  116. Case | HBS Case Collection | August 1991 (Revised March 1993)

    Champion International Corp.: Timber, Trade, and the Northern Spotted Owl

    Forest L. Reinhardt

    Champion's forest products division owns timberlands, sawmills, and plywood mills in the Pacific Northwest. The listing of the northern spotted owl as an endangered species, and restrictions on exports of logs from state-owned lands, have disrupted the stumpage, log and product markets in which Champion competes. Tag Edwards, executive V.P. for forest products, needs to decide how to respond to these regulatory changes, using economic data and political information.

    Keywords: Science-Based Business; Natural Environment; Product Marketing; Governing Rules, Regulations, and Reforms; Government and Politics; Environmental Sustainability; Corporate Strategy; Trade; Decisions; Management Teams; Forest Products Industry; North and Central America;

    Citation:

    Reinhardt, Forest L. "Champion International Corp.: Timber, Trade, and the Northern Spotted Owl." Harvard Business School Case 792-017, August 1991. (Revised March 1993.)  View Details
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  117. Case | HBS Case Collection | September 1992 (Revised October 1992)

    Acid Rain: The Southern Co. (B)

    Forest L. Reinhardt

    In addition to the issues of expected cost minimization elucidated in Acid Rain: The Southern Co. (A), problems involving regulatory uncertainty are critical to the firm's Clean Air Act compliance strategy. The regulatory uncertainty affects, and is affected by, the uncertainties about the price of allowances to emit sulfur dioxide. Provides additional information on the regulatory risks and uncertainties confronting the Southern Co.; permits exploration of the relations between federal environmental regulation and state-level regulation of rates of return.

    Keywords: Energy Generation; Business Strategy; Environmental Sustainability; Cost vs Benefits; Risk and Uncertainty; Strategic Planning; Investment Return; Government Legislation; Wastes and Waste Processing; Business and Government Relations; Utilities Industry; Energy Industry; United States;

    Citation:

    Reinhardt, Forest L. "Acid Rain: The Southern Co. (B)." Harvard Business School Case 793-040, September 1992. (Revised October 1992.)  View Details
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  118. Supplement | HBS Case Collection | August 1991

    Acid Rain: Burlington Northern, Inc. (B)

    Forest L. Reinhardt

    Citation:

    Reinhardt, Forest L. "Acid Rain: Burlington Northern, Inc. (B)." Harvard Business School Supplement 792-019, August 1991.  View Details
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  119. Case | HBS Case Collection | September 1987

    USAir and Piedmont in the Airline Industry

    Pankaj Ghemawat and Forest L. Reinhardt

    Keywords: Air Transportation Industry;

    Citation:

    Ghemawat, Pankaj, and Forest L. Reinhardt. "USAir and Piedmont in the Airline Industry." Harvard Business School Case 388-031, September 1987.  View Details
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