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All HBS Web
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- Faculty Publications (1,771)
CEOs →
- August 2000
- Case
Monster.com
Jeff Taylor, founder and CEO of Monster.com, ponders how his online site, the leading career site on the web, can continue its dominance (60% share in 1999) and growth on the Internet. Monster.com had just launched a nationwide branding campaign on television and...
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Rayport, Jeffrey F., and Dickson Louie. "Monster.com." Harvard Business School Case 801-145, August 2000.
- June 2000
- Background Note
Note on CEO Evaluation
By: Jay W. Lorsch and Katharina Pick
Discusses the trend toward formal evaluations, by boards of directors, of CEO performance. The benefits and challenges of CEO evaluation are discussed and a particular process of CEO evaluation at Dayton Hudson Corp. is described. Teaching Purpose: To introduce issues...
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- June 2000 (Revised December 2000)
- Case
Compensation and Performance Evaluation at Arrow Electronics
By: Brian J. Hall and Carleen Madigan
Describes a company's struggles in implementing a subjective performance rating system for its employees. In particular, it describes the difficulties faced by the CEO in getting managers to combat "ratings inflation"--that is, to produce numerical ratings that are...
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Hall, Brian J., and Carleen Madigan. "Compensation and Performance Evaluation at Arrow Electronics." Harvard Business School Case 800-290, June 2000. (Revised December 2000.)
- April 2000
- Supplement
BRL Hardy: Globalizing an Australian Wine Company
Interviews alternating the country subsidiary and corporate headquarters views of Christopher Carson, marketing director of BRL Hardy Europe and Steve Millar, marketing director and CEO of BRL Hardy Ltd. In four segments focusing on the source of...
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Keywords:
Business Subsidiaries;
Business Headquarters;
Management Teams;
Conflict and Resolution;
Agriculture and Agribusiness Industry;
Food and Beverage Industry
Bartlett, Christopher A. "BRL Hardy: Globalizing an Australian Wine Company." Harvard Business School Video Supplement 300-506, April 2000.
- March 2000 (Revised November 2000)
- Case
IBM Corporation Turnaround
By: Robert D. Austin and Richard L. Nolan
Describes the details of IBM's dramatic corporate turnaround in the early 1990s led by CEO Louis V. Gerstner. Accounts of events are from interviews with IBM executives. Covers the factors that led to the company's decline and actions taken to recover.
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Keywords:
Transformation;
Restructuring;
Management Teams;
Management Practices and Processes;
Leading Change;
Organizational Change and Adaptation;
Computer Industry;
Information Technology Industry
Austin, Robert D., and Richard L. Nolan. "IBM Corporation Turnaround." Harvard Business School Case 600-098, March 2000. (Revised November 2000.)
- February 2000 (Revised October 2000)
- Case
Kendle International Inc.
By: Dwight B. Crane, Paul W. Marshall and Indra Reinbergs
Candace Kendle and Christopher Bergen, the CEO and COO of Kendle International, Inc., are reviewing ways to finance the growth of their privately-owned company. Kendle is a contract research organization that conducts clinical drug trials for pharmaceutical and...
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Keywords:
Acquisition;
Financing and Loans;
Venture Capital;
Stock Options;
Banks and Banking;
Debt Securities;
International Finance;
Financial Strategy;
Management Skills;
Private Ownership;
Initial Public Offering;
Biotechnology Industry;
Pharmaceutical Industry
Crane, Dwight B., Paul W. Marshall, and Indra Reinbergs. "Kendle International Inc." Harvard Business School Case 200-033, February 2000. (Revised October 2000.)
- February 2000 (Revised December 2000)
- Case
Coca-Cola's New Vending Machine (A): Pricing To Capture Value, or Not?
By: Charles King III and Das Narayandas
Chairman and CEO M. Douglas Ivester stumbles when he tells a Brazilian newsmagazine about a new Coke vending machine that can automatically raise prices in hot weather. Reaction around the world is swift and negative.
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Keywords:
Price;
Strategy;
Brands and Branding;
Marketing Strategy;
Product Development;
Global Range;
Public Opinion;
Value Creation
King, Charles, III, and Das Narayandas. "Coca-Cola's New Vending Machine (A): Pricing To Capture Value, or Not?" Harvard Business School Case 500-068, February 2000. (Revised December 2000.)
- February 2000 (Revised March 2001)
- Case
Alphatec Electronics Pcl
By: Stuart C. Gilson, C. Fritz Foley and Perry Fagan
The newly appointed CEO of an important high-technology company in Thailand must lead the company through a complicated debt restructuring. Due to the collapse of the Thai currency, the company's debt burden, like that of most Thai companies, has skyrocketed because it...
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Keywords:
Currency Exchange Rate;
Valuation;
Management Teams;
Restructuring;
Laws and Statutes;
Insolvency and Bankruptcy;
Developing Countries and Economies;
Borrowing and Debt;
Technology Industry;
Electronics Industry;
Thailand;
United States
Gilson, Stuart C., C. Fritz Foley, and Perry Fagan. "Alphatec Electronics Pcl." Harvard Business School Case 200-004, February 2000. (Revised March 2001.)
- December 1999
- Case
E-Business at Honeywell International (A): AlliedSignal 1999
AlliedSignal develops its e-business and merges with Honeywell, Inc. Throughout 1999 CEO Larry Bossidy leads activities to educate managers about e-business and the Internet, then requires strategic plans. This case looks at the planning process, barriers, and ideas in...
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- December 1999 (Revised September 2004)
- Case
Hermes Systems
By: Michael L. Tushman and Daniel Radov
Covers the history of Hermes, a large telecommunications and network equipment company, as it grows from a single business firm to a diversified firm from 1980-95. Examines the use of entrepreneurial subsidiaries for product development and fast growth. Other issues...
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Keywords:
History;
Leadership;
Business Subsidiaries;
Diversification;
Growth Management;
Business Growth and Maturation;
Business Divisions;
Problems and Challenges;
Product Development;
Technology Industry
Tushman, Michael L., and Daniel Radov. "Hermes Systems." Harvard Business School Case 400-056, December 1999. (Revised September 2004.)
- December 1999 (Revised August 2000)
- Case
Prime Designs
By: Paul W. Marshall
A student takes the role of the father who is the CEO of a family business. A non-family manager has asked for a meeting. Agenda topics are: your son's latest proposal and managers' desire to own equity.
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Marshall, Paul W. "Prime Designs." Harvard Business School Case 800-198, December 1999. (Revised August 2000.)
- December 1999 (Revised August 2000)
- Case
Superior Printing
By: Paul W. Marshall
Students must take the role of a family member who is the CEO of a commercial printing business. Discusses how you will finance growth and still maintain dividends for other family members.
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Marshall, Paul W. "Superior Printing." Harvard Business School Case 800-197, December 1999. (Revised August 2000.)
- December 1999 (Revised April 2000)
- Case
Franco Bernabe: Reflections on Telecom Italia (A)
By: Linda A. Hill and Kristin Doughty
In November 1998, Franco Bernabe left ENI to become CEO of Telecom Italia, Italy's primary telecommunications provider. Three months later, Roberto Colaninno, CEO of Olivetti SpA, an Italian computer and telecom company one fifth the size of Telecom Italia, launched a...
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Hill, Linda A., and Kristin Doughty. "Franco Bernabe: Reflections on Telecom Italia (A)." Harvard Business School Case 400-060, December 1999. (Revised April 2000.)
- November 1999 (Revised June 2000)
- Case
FairMarket: Managing Business Development
By: William A. Sahlman, Michael J. Roberts and Cathy Taylor
Describes the evolution of FairMarket, a provider of turnkey auction services to community and merchant Web sites. Describes several deals that the CEO must negotiate, requiring a view of the company's valuation.
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Keywords:
Partners and Partnerships;
Internet and the Web;
Valuation;
Negotiation Deal;
Auctions;
Growth and Development Strategy;
Web Services Industry
Sahlman, William A., Michael J. Roberts, and Cathy Taylor. "FairMarket: Managing Business Development." Harvard Business School Case 800-212, November 1999. (Revised June 2000.)
- November 1999 (Revised March 2001)
- Case
Russell Reynolds Associates, 1999
The president and CEO of Russell Reynolds examined the company's expansion strategy, especially in emerging markets. He evalulates how quickly the company should open new offices abroad and in which countries.
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Keywords:
Global Strategy;
Growth and Development Strategy;
Emerging Markets;
Expansion;
Consulting Industry
Khanna, Tarun, Krishna G. Palepu, and Rakesh Khurana. "Russell Reynolds Associates, 1999." Harvard Business School Case 100-039, November 1999. (Revised March 2001.)
- November 1999 (Revised June 2000)
- Case
VerticalNet (www.verticalnet.com)
By: Das Narayandas
VerticalNet, a leading creator of targeted business-to-business vertical trade communities on the Internet, is trying to expand its model to facilitate e-commerce. Mark Walsh, the CEO of VerticalNet, has to decide how far he can extend the firm's business model without...
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Narayandas, Das. "VerticalNet (www.verticalnet.com)." Harvard Business School Case 500-041, November 1999. (Revised June 2000.)
- 1999
- Other Unpublished Work
Executive Ownership and Control in Newly Public Firms: The Role of Venture Capitalists
By: Malcolm Baker and Paul Gompers
We study the implications of CEO equity ownership for incentives and control in a sample of 1,011 newly public firms. Before an initial public offering, equity investments by venture capitalists reduce CEO ownership by about half, from an average of 35 percent to 19...
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Keywords:
Equity;
Ownership;
Motivation and Incentives;
Initial Public Offering;
Investment;
Venture Capital;
Managerial Roles;
Cost Management;
Governance Controls;
Executive Compensation
Baker, Malcolm, and Paul Gompers. "Executive Ownership and Control in Newly Public Firms: The Role of Venture Capitalists." November 1999. (First draft in 1998.)
- October 1999
- Case
CIBC Corporate and Investment Banking (B): 1992-1997
By: Joseph L. Bower and Michael Raynor
From 1992 to 1997, CIBC CEO Al Flood and head of investment banking John Hunkin integrate the struggling investment bank, Wood Gundy, with CIBC's corporate bank. The impact and interaction of organization design, compensation schemes, and communication initiatives are...
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Keywords:
Investment Banking;
Banks and Banking;
Mergers and Acquisitions;
Organizational Design;
Business Plan;
Communication;
Banking Industry
Bower, Joseph L., and Michael Raynor. "CIBC Corporate and Investment Banking (B): 1992-1997." Harvard Business School Case 300-042, October 1999.
- October 1999
- Case
CIBC Corporate and Investment Banking (A): 1987-1992
By: Joseph L. Bower and Michael Raynor
In 1992, CIBC CEO Al Flood faced the short-term operational challenge of saving Wood Gundy, the troubled investment bank CIBC had purchased five years earlier. At the same time he had to tackle the long-term strategic challenge of integrating Gundy's investment banking...
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Keywords:
Investment Banking;
Banks and Banking;
Corporate Strategy;
Integration;
Problems and Challenges;
Mergers and Acquisitions;
Banking Industry
Bower, Joseph L., and Michael Raynor. "CIBC Corporate and Investment Banking (A): 1987-1992." Harvard Business School Case 300-041, October 1999.
- September 1999
- Case
CIBC Corporate and Investment Banking (B): 1992-1997 (Condensed)
By: Joseph L. Bower and Michael Raynor
From 1992 to 1997, CIBC CEO Al Flood and head of investment banking John Hunkin integrate the struggling investment bank Wood Gundy with CIBC's corporate bank. The impact and interaction of organization design, compensation schemes, and communication initiatives are...
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Keywords:
Investment Banking;
Banks and Banking;
Mergers and Acquisitions;
Organizational Design;
Business Plan;
Communication;
Banking Industry
Bower, Joseph L., and Michael Raynor. "CIBC Corporate and Investment Banking (B): 1992-1997 (Condensed)." Harvard Business School Case 300-003, September 1999.