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All HBS Web
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- Faculty Publications (3,694)
- May 1985 (Revised October 2001)
- Case
Comdisco, Inc.
By: Carliss Y. Baldwin and Rita J. Seymour
Comdisco, the largest independent dealer and lessor of computers and peripheral equipment, needs financing in order to match its market's growth of 20-30% per year. The company has access to two types of risk capital, but there are substantial costs and risks...
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Keywords:
Business or Company Management;
Strategy;
Cost vs Benefits;
Capital Structure;
Financing and Loans;
Financial Strategy;
Corporate Finance;
Growth and Development Strategy;
Computer Industry;
Distribution Industry
Baldwin, Carliss Y., and Rita J. Seymour. "Comdisco, Inc." Harvard Business School Case 285-109, May 1985. (Revised October 2001.)
- April 1985 (Revised September 1993)
- Background Note
Hattori-Seiko and the World Watch Industry in 1980
By: Michael E. Porter and Edward J. Hoff
Focuses on the industry's development and evolution in three principal watch producing countries: Switzerland, the United States, and Japan. Based in part on two earlier cases by F.T. Knickerbocker and H.E.R. Uyterhoeven.
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Porter, Michael E., and Edward J. Hoff. "Hattori-Seiko and the World Watch Industry in 1980." Harvard Business School Background Note 385-300, April 1985. (Revised September 1993.)
- March 1985 (Revised November 1988)
- Case
Precision Parts, Inc. (A)
Contains a description of a decision confronting two entrepreneurs in mid-1981. They are considering purchasing a small manufacturer of precision electromechanical parts. Among the issues in the case are the following: 1) Should Taylor and Grayson buy Precision Parts,...
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Keywords:
Leveraged Buyouts;
Venture Capital;
Financing and Loans;
Cost vs Benefits;
Investment Return;
Strategy;
Management Practices and Processes;
Risk and Uncertainty;
Outcome or Result;
Manufacturing Industry
Sahlman, William A. "Precision Parts, Inc. (A)." Harvard Business School Case 285-131, March 1985. (Revised November 1988.)
- 1985
- Book
Gender Roles in Development Projects: A Case Book
By: Catherine Overholt, Mary B. Anderson, Kathleen Cloud and James E. Austin
Overholt, Catherine, Mary B. Anderson, Kathleen Cloud and James E. Austin, eds. Gender Roles in Development Projects: A Case Book..
- February 1985 (Revised September 1988)
- Case
Komatsu Ltd.
Reviews and updates the structure and characteristics of the earth-moving equipment industry presented in the companion case, Caterpillar Tractor Co. After revealing that CAT has suffered major financial losses during the period from 1981 through 1984, the case...
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Keywords:
Financial Crisis;
Machinery and Machining;
Price;
Growth and Development;
Brands and Branding;
Product Development;
Production;
Competitive Strategy;
Global Strategy;
Agriculture and Agribusiness Industry;
Agriculture and Agribusiness Industry;
Agriculture and Agribusiness Industry
Bartlett, Christopher A. "Komatsu Ltd." Harvard Business School Case 385-277, February 1985. (Revised September 1988.)
- February 1985 (Revised September 1988)
- Case
Caterpillar Tractor Co.
Describes the structure and evolution of the earth moving equipment industry worldwide in the post war era, particularly focusing on developments in the 1960s and 1970s. Describes Caterpillar's strategy in becoming the dominant worldwide competitor (industry market...
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Keywords:
Business Growth and Maturation;
Business Strategy;
Agriculture and Agribusiness Industry;
Agriculture and Agribusiness Industry
Bartlett, Christopher A. "Caterpillar Tractor Co." Harvard Business School Case 385-276, February 1985. (Revised September 1988.)
- January 1985 (Revised March 2003)
- Case
Conex do Brasil
By: Christopher A. Bartlett and John Young
Describes interactions between Brazilian local, Latin American regional, and USA headquarters staff during the three years after establishing a manufacturing subsidiary in Sao Paulo. In a highly protected national environment, a market entry plan is developed to meet...
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Keywords:
Cross-Cultural and Cross-Border Issues;
Resignation and Termination;
Goals and Objectives;
Market Entry and Exit;
Operations;
Performance Expectations;
Opportunities;
Corporate Strategy;
Latin America;
United States;
Brazil
Bartlett, Christopher A., and John Young. "Conex do Brasil." Harvard Business School Case 385-257, January 1985. (Revised March 2003.)
- January 1985 (Revised November 1985)
- Background Note
Note on the Microcomputer Software Industry--January 1982
Contains a history of the microcomputer software industry from the mid-1970s through early 1982. During that period growth was explosive. Many new companies were formed. However, the eventual structure of the industry was not yet clear. No truly dominant firms had...
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Sahlman, William A. "Note on the Microcomputer Software Industry--January 1982." Harvard Business School Background Note 285-095, January 1985. (Revised November 1985.)
- 1985
- Book
Gender Roles in Development Projects: A Case Book
By: C. Overholt, Mary B. Anderson, Kathleen Cloud and James E. Austin
Overholt, C., Mary B. Anderson, Kathleen Cloud and James E. Austin, eds. Gender Roles in Development Projects: A Case Book. West Hartford, CT.
- October 1984
- Background Note
Developing and Communicating Strategy Goals
By: Joseph L. Badaracco Jr. and Richard R. Ellsworth
Badaracco, Joseph L., Jr., and Richard R. Ellsworth. "Developing and Communicating Strategy Goals." Harvard Business School Background Note 385-164, October 1984.
- July 1984 (Revised September 1986)
- Case
CML Group, Inc.: Going Public (A)
Describes a series of decisions confronting Charles Leighton, co-founder and chairman of the CML Group. CML is a successful participant in the leisure time industry with two lines of business: specialty retailing and recreational consumer products. The key issues in...
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Keywords:
Valuation;
Going Public;
Strategy;
Business or Company Management;
Cost vs Benefits;
SWOT Analysis;
Investment Banking;
Financing and Loans;
Planning;
Corporate Finance;
Retail Industry;
Consumer Products Industry
Sahlman, William A. "CML Group, Inc.: Going Public (A)." Harvard Business School Case 285-003, July 1984. (Revised September 1986.)
- Article
Today's Options for Tomorrow's Growth
By: W. C. Kester
Keywords:
Growth and Development
Kester, W. C. "Today's Options for Tomorrow's Growth." Harvard Business Review 62, no. 2 (March–April 1984): 153–160.
- February 1984 (Revised February 1986)
- Case
E.I. du Pont de Nemours & Co.: Titanium Dioxide
By: W. Carl Kester, Robert R. Glauber, David W. Mullins Jr. and Stacy S. Dick
Disequilibrium in the $350 million TiO2 market has prompted Du Pont's Pigments Department to develop two strategies for competing in this market in the future. The growth strategy has a smaller internal rate of return than the alternative strategy due to large capital...
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Keywords:
Forecasting and Prediction;
Cash Flow;
Investment Return;
Growth and Development Strategy;
Strategic Planning;
Projects;
Chemical Industry
Kester, W. Carl, Robert R. Glauber, David W. Mullins Jr., and Stacy S. Dick. "E.I. du Pont de Nemours & Co.: Titanium Dioxide." Harvard Business School Case 284-066, February 1984. (Revised February 1986.)
- January–February 1984
- Article
How Fast Should Your Company Grow?
By: W. E. Fruhan Jr.
Keywords:
Growth and Development
Fruhan, W. E., Jr. "How Fast Should Your Company Grow?" Harvard Business Review 62, no. 1 (January–February 1984).
- November 1983 (Revised October 1989)
- Case
Procter & Gamble Europe: Vizir Launch
Describes P&G's expansion in Europe, including the development of a strong country subsidiary management, responsive to local market differences. The launch of a new product presents strategic and organizational challenges as P&G considers making this their first...
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Keywords:
Business Subsidiaries;
Trade;
Business or Company Management;
Growth and Development Strategy;
Product Launch;
Emerging Markets;
Organizational Design;
Problems and Challenges;
Expansion;
Europe
Bartlett, Christopher A. "Procter & Gamble Europe: Vizir Launch." Harvard Business School Case 384-139, November 1983. (Revised October 1989.)
- September 1983 (Revised July 1991)
- Case
Orthoteks USA (A)
A series on implementing strategy as the head of the U.S. subsidiary of a successful Swiss medical products firm. Traces the actions of the CEO over a four year period and highlights his negotiations with the Swiss parent and the way functional components of the...
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Keywords:
Business Subsidiaries;
Trade;
Health Care and Treatment;
Leadership Style;
Agreements and Arrangements;
Strategy;
Health Industry;
Switzerland;
United States
Badaracco, Joseph L., Jr., and Richard G. Hamermesh. "Orthoteks USA (A)." Harvard Business School Case 384-057, September 1983. (Revised July 1991.)
- June 1983
- Background Note
Note on the Paper Machinery Industry
Describes the major structural changes taking place in the paper industry in the 1970s: major oil and pulp price increases, pollution legislation, a shift in industry development from OECD countries to LDCs and NICs and the technological revolution in paper making....
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Keywords:
Engineering;
Price;
Global Strategy;
Growth and Development;
Industry Structures;
Organizational Change and Adaptation;
Pollutants;
Competition;
Pulp and Paper Industry
Bartlett, Christopher A. "Note on the Paper Machinery Industry." Harvard Business School Background Note 383-185, June 1983.
- April 1983 (Revised June 2003)
- Case
Shouldice Hospital Limited
By: James L. Heskett
Various proposals are set forth for expanding the capacity of the hospital. In assessing them, serious consideration has to be given to the culture of the organization and the importance of preserving it in a service delivery system. In addition to issues of capacity...
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Keywords:
Expansion;
Health Care and Treatment;
Performance Capacity;
Organizational Culture;
Service Delivery;
Growth Management;
Strategic Planning;
Quality;
Social Enterprise;
Health Industry;
Canada
Heskett, James L. "Shouldice Hospital Limited." Harvard Business School Case 683-068, April 1983. (Revised June 2003.)
- March 1983 (Revised November 1988)
- Case
Michael Bregman
By: Howard H. Stevenson and Richard O. von Werssowetz
Michael Bregman has successfully opened pilot installations of two different restaurant concepts. He now must develop a strategy for growth, including decisions about fast or slow growth, use of company-owned versus franchised units, and how to use the different...
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Stevenson, Howard H., and Richard O. von Werssowetz. "Michael Bregman." Harvard Business School Case 383-107, March 1983. (Revised November 1988.)