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Harvard Business Publishing serves the finest learning institutions worldwide with a comprehensive catalog of case studies, journal articles, books, and eLearning programs, including online courses and simulations. In addition to material from Harvard Business School and Harvard Business Review, we also offer course material from these renowned institutions and publications:

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Cases, slices of business life, focus on actual problems and decisions facing a company. Students are challenged to put themselves in the protagonist's place and suggest business strategies, tactics, and solutions.

New Cases

Beyondsoft Co., Ltd. (A) Beyondsoft Co., Ltd., established in 1995, is a leader in the Chinese software-outsourcing industry. Since its inception, it has evolved as rapidly as the Chinese economy. After the world financial turmoil of 2008-2009, it is growing even faster than the world market. This rapid expansion poses significant strategic challenges as Beyondsoft plans for future development. Tsinghua University #TU0001 Chances Are?: Course Selection at Harvard Business School and Kellogg School of Management This case follows two students who are formulating their second-year, elective course selection strategies. They compare and contrast two alternative elective course assignment procedures: the lottery-based system of Harvard Business School and the bidding system of Kellogg Graduate School of Management, with the draft selection used by the NBA to assign new players to teams each season. Harvard Business School #711417 Charlie Merrill and the Financial Supermarket Strategy Charles "Charlie" E. Merrill revolutionized the brokerage and financial services industry with his "financial supermarket" strategy. The case examines the genesis of Merrill's strategic insight, and especially his identification of the "banking as supermarkets" analogy. Students learn that viewing the industry through the analogy lens gave Merrill a strategic advantage over his competitors. Harvard Business School #711518 Cola Wars Continue: Coke and Pepsi in 2010 This continuation of a popular case study covers the competitive strategy of Coca-Cola and Pepsi over the last 100 years. Most recently in 2010, the case focused on the brand, bottling, and pricing strategies of each company. The case then asks, how can Coca-Cola and Pepsi ensure sustainable growth and profitability going forward? Harvard Business School #711462 Cree, Inc.: Which Bright Future? When global warming concerns caused governments to ban the incandescent light bulb, many manufacturers began scrambling to create new products. Cree, Inc., a North Carolinabased LED chip maker is no exception. The case follows Cree as it decides whether to pursue its traditional LED monitor and television backlighting markets or focus on this new "greenfield" market. Harvard Business School #711457 Gazelle in 2010 Gazelle pioneered the reCommerce intermediation model by purchasing used electronics from consumers and reselling them on eBay or to wholesalers. In 2010, it must decide whether to rely on large-retailer partnerships for growth or remove inventory risk by transforming into a "two-sided platform" that connects sellers to buyers. Harvard Business School #711446

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Kingdee This case examines the competitive strategy of Kingdee, the number two management software company in China. Kingdee competes with UFIDA and two major international firms, SAP and Oracle, for share of the Chinese market. Students focus on the internal culture of Kingdee as it tries to achieve rapid growth with a young non-hukou (unregistered migrants within China) staff in Shenzhen. Tsinghua University #TU0005 Online Portals: Searching and Shaping Opportunities This case explores the strategic history of the internet portal business. Summaries of successful and not-so-successful business strategies of key portal players such as AltaVista, Infoseek, Yahoo, Microsoft, and Google highlight the importance of legitimizing opportunities so that strategic opportunities do not remain untapped. Harvard Business School #711528 Snacko India Limited: Leveraging Trade Promotions for Competitive Advantage A marketing manager at Snacko India, a multinational consumer goods company, faces challenges when designing, implementing, and evaluating trade promotion strategies. Students examine the complexities of the Asian consumer goods market, where factors such as low price points, constant product innovation, and effective promotional strategy are critical in gaining and retaining market share. Richard Ivey School of Business Foundation #910A24 Zespri Grower-owned Zespri is the sole exporter of New Zealand-grown kiwifruit outside Australia and New Zealand. Zespri has created a better-tasting kiwifruit and response to it has been positive. To satisfy demand, Zespri has begun to grow kiwifruit outside New Zealand. Given its original mandate of being New Zealand grown, is this the right strategy for Zespri? Harvard Business School #511001

Popular Cases

Airborne Express In the wake of a highly successful quarter, senior managers of Airborne Express, the thirdlargest player in the express mail industry, review the firm's competitive position. Airborne has survived, and recently prospered, in an industry with significant economies of scale even though it is much smaller than industry giants Federal Express and United Parcel Service. Revised in 2007. Harvard Business School #798070 Apple Inc. 2008 In January 2007, Apple Computer changed its named to Apple Inc. in a move that signifies a change in strategic position from just a personal computer company to one that also includes consumer electronics. This case explores the sustainability of Apple's new business model, historical moves in Apple's storied past and in-depth coverage of Apple's consumerelectronics product line, including the iPhone and iPod. Harvard Business School #708480 Cola Wars Continue: Coke and Pepsi in 2006 New challenges for Coke and Pepsi in 2006 include boosting flagging domestic sales and finding new revenue streams. Both firms modify their bottling, pricing, and brand strategies. Both also look to emerging international markets to fuel growth as they broaden their brand portfolios to include noncarbonated beverages such as tea, juice, sports drinks, and bottled water. Revised in 2009. Harvard Business School #706447

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Creating Competitive Advantage This case introduces the concept of creating and sustaining competitive advantage by covering how a firm can set itself apart from its competitors by creating a service or product that is unique, valuable, and difficult to replace. Focusing on added value, the case also covers how a firm can analyze the full range of its activities to find integrated sources of benefit. Revised in 2006. Harvard Business School #798062 Matching Dell After years of success with its vaunted "direct model" for computer manufacturing, marketing, and distribution, Dell Inc. faces efforts by competitors to match its strategy. The case describes efforts by Compaq, IBM, Hewlett-Packard, and Gateway 2000 to capture the benefits of Dell's approach. Students must formulate strategic plans of action for Dell and its various rivals. Harvard Business School #799158 Netflix The home movie service Netflix has undergone several major strategy shifts, ultimately developing a business model highly disruptive to retail video chains. But a new challenge is on the horizon: video on demand. Students are asked: how should Netflix respond? Harvard Business School #607138 Wal-Mart Stores, Inc. This case explores the issue of sustaining competitive advantage using the real-world example of Wal-Mart Stores and its expansion into the warehouse club and grocery industries. Students discuss the sustainability of Wal-Mart's advantages and the potential threats to its continued success. Harvard Business School #794024 Walt Disney Company: The Entertainment King This case reviews Walt Disney Company history from 1923 to 2001, including "the Walt years," the company's decline after his death, and its challenges under new chief Michael Eisner. Managing synergy, managing the brand, and managing creativity are key to keeping the Disney brand strong but Eisner has trouble forming an effective leadership team. Revised in 2009. Harvard Business School #701035 ZARA: Fast Fashion Spanish retailer Inditex has set up an extremely quick response system for its ZARA chain. Instead of predicting months before a season starts what women will want to wear, ZARA observes what is selling now and continuously adjusts what it produces and merchandises on that basis. Powered by ZARA's success, Inditex has expanded into 39 countries, making it a powerful global force. Can be used with a video supplement (#703900). Revised in 2006. Harvard Business School #703497

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Multimedia cases put students in the center of business dilemmas by bringing concepts to life with animated charts, audio, and video segments. Available on CD-ROM and PC. Marks & Spencer: The Phoenix Rises Re-creates the attempt by a new team of top executives to restore prosperity to the venerable U.K. retailer Marks & Spencer. #304034

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The Nehemiah Strategy: Bringing It to Boston Contains both a text case and supplemental media that illustrate the challenge of implementing an affordable housing initiative in Boston. #304082 ZARA: Fast Fashion Spanish retailer Inditex breaks with convention: instead of predicting months ahead what women will want to wear, its ZARA chain adjusts what it produces and merchandises based on what is selling now. The ZARA multimedia case is a stand-alone version of the paper case described in the Popular Cases section (#703497). #703416

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Role Plays help students develop their decision-making skills by setting up realistic business challenges that require students to use negotiation techniques to work out the best possible solutions. Each Role Play is accompanied by a comprehensive Teaching Note. BCPC Internet Strategy Team: An Exercise High stakes, deep uncertainty, and differences in expertise and perspective converge as a cross-functional management team must decide whether to launch a high-speed Internet access service. #604035

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Articles from Harvard Business Review and other renowned journals provide up-to-the minute ideas from the best business thinkers.

New Articles

Creating Shared Value Michael E. Porter and Mark R. Kramer write that capitalism is under siege. Society's level of trust in business has fallen, causing many governments to set policies that stifle competition and sap economic growth. Their solution is for organizations to link business and society together by redefining their purpose as creating "shared value." They outline three methods to achieve this goal, including redefining productivity in the value chain, and offer real-world examples of companies already doing so. Harvard Business Review #R1101C The Cosmopolitan Corporation In this article, Pankaj Ghemawat states that differences still matter and that crafting a global strategy and organization is possible if you focus on understanding and not eliminating the differences among people, cultures, and places. This cosmopolitan approach to strategy can lead organizations to focus more on adaptation strategies than on aggregation or arbitrage. Students are provided with tools to help understand the most critical differences. Harvard Business Review #R1105F

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How to Build Risk into Your Business Model Through the context of Rolls-Royce, this article advocates building risk into a business model to create value. Rolls-Royce identified a major pain point for aircraft: the maintenance of airplanes grounded by engine breakdowns. Rolls-Royce offered a service contract in which the airline paid for the flight hours instead of labor and materials. The new contract triggered a new value creation dynamic in which Rolls-Royce was motivated to improve its own products and maintenance processes. Harvard Business Review #R1105G Matchmaking with Math: How Analytics Beats Intuition to Win Customers Assurant Solutions ran a classic customer service call center that was operationally optimized and managerially enlightened. When they used an analytics-based approach to matching clients with representatives, they were surprised that the success rate for the center tripled. The author of the article explains how Assurant determined the right questions to ask, what analytics to focus on, and the best ways to solve the problem of conflicting goals with their new mathematical-based customer retention strategy. MIT Sloan Management Review #SMR373 The Mash Up: Merging Ideas Takes More than Wishful Thinking; It Takes Integrative Thinking The authors of this article state that today's leaders suffer from a common logical fallacy: they see what they want and do not ask harder questions. To overcome this bias, students learn to dig deeper into the logic of opposing choices, to test assumptions and to understand how conditions and consequences are linked. Ultimately, they learn to become integrative thinkers that explicitly use tensions between opposing ideas to generate new and better solutions. Rotman School of Management/UOT #ROT125 The New M&A Playbook Even though organizations spend trillions on mergers and acquisitions each year, the failure rate is between 70% and 90%. Authors Clayton M. Christensen, Richard Alton, Curtis Rising, and Andrew Waldeck argue that the chance for success with a merger and acquisition strategy can be improved if target selection, how much to pay for the target, and target integration are better understood. They discuss the most common reasons for mergers and acquisitions as well as how to realize the benefits of each strategy. Harvard Business Review #R1103B

Popular Articles

Blue Ocean Strategy Using the example of Cirque du Soleil, a company that increased its revenue 22-fold over the last 10 years by reinventing the circus concept, this article asserts that the best way to generate opportunity is to create areas of uncontested market space instead of competing in overcrowded industries. Harvard Business Review #R0410D Competitive Advantage of Nations A four-year, 10-nation study concludes that a nation's capacity to innovate is affected by four broad attributes (or the "diamond" of national advantage): factor conditions, demand conditions, related and supporting industries, and each firm's strategy, structure, and rivalry. Based on this analysis, government and companies should act as catalysts and challengers but not get directly involved in competition. Harvard Business Review #90211

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Core Competence of the Corporation Core Competence is a significant and unique capability that provides competitive advantage to an organization. This article outlines how to identify core competencies in an organization, especially the capacity to coordinate diverse production skills and integrate streams of technologies. Harvard Business Review #90311 How Competitive Forces Shape Strategy This update of Michael Porter's 1979 article extends his classic work of strategy formulation and includes new sections that demonstrate how to put the five-forces analysis into practice. Strategy, according to Porter, can be viewed as building defenses against competitive forces or as finding a position in an industry where the forces are weaker, with changes in the competitive landscape being critical to ongoing strategy formulation. Harvard Business Review #R0801E Strategy and the Internet In this article, Michael Porter argues that gaining competitive advantage does not require a radical new approach to business--it requires building on the proven principles of effective strategy. Robust competitive advantage will arise from traditional strengths such as unique products and proprietary content. Internet technology may be able to add to these strengths but it is unlikely to supplant them. Harvard Business Review #R0103D What Is Strategy? Under pressure to improve productivity, quality, and speed, managers have embraced tools such as TQM, benchmarking, and reengineering. Dramatic operational improvements have resulted but these gains have rarely translated into sustainable profitability. Moreover, gradually, the tools have taken the place of strategy. As managers push to improve on all fronts, they risk moving further away from viable competitive positions. Harvard Business Review #96608

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Online simulations present real-world management challenges for students and encourage classroom interaction and discussion. Results are available immediately for a comprehensive debrief session. All simulations include a detailed Facilitator's Guide.

NEW! Finance Simulation: Capital Budgeting Students evaluate capital investment proposals across three divisions of the New Heritage Doll Company. Proposals range from small, tactical projects to major, strategic projects and acquisitions. Capital constraints limit financial resources and force students to consider choices strategically. #3357

Strategy Simulation: Competitive Dynamics and Wintel Students study the dynamics of cooperation and competition as they play the role of Microsoft Windows or Intel and determine both product release schedules and pricing. They must also consider the risks and benefits of coordinating schedules and frequency of product releases, especially since asymmetries in profit potential are weighted in favor of Microsoft. #710802

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Strategic Innovation: Back Bay Battery Students become business unit managers, required to balance financial goals and still innovate, capitalize on new opportunities, and guard against disruptive technologies. They must also evaluate resource requirements, product performance, and investment timing-- all in the context of nebulous market information and performance criteria constraints. Revised Fall 2009. #2656

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Course Modules offer a road map to the best teaching materials, with recommendations on how to organize them. Each module suggests 4­6 items plus alternate suggestions. Popular modules in Strategy include: Competitive Advantage Competitive Dynamics Corporate Strategy Global Dynamics Industry Analysis

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Available in Sections Online courses introduce complex subjects and can be used in advanced undergraduate business courses, as prematriculation requirements for MBAs, or assigned as homework over a semester or year. Online courses are available as complete courses or in sections. Mathematics for Management Following the story line of several family-owned businesses, students learn how apply math concepts to solve problems, analyze data, and predict outcomes. Complete Course Algebra Section Calculus Section Statistics Section Probability Section Finance Section

#3350 #6004 #6006 #6007 #6008 #6009

Spreadsheet Modeling Demonstrates how to use Excel functionality to solve business problems. Complete Course #3252 Introductory Section #6010 Advanced Section #6011

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Quantitative Methods Set in a Hawaiian resort, this course teaches statistics and regression analysis from a management perspective. Students develop statistical models for making better business decisions. Complete Course Regression Section

#504702 #6012

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Individual chapters may be integrated into course materials, while books may serve as primary class texts. Analytics at Work: Smarter Decisions, Better Results This book combines the science of quantitative analysis with the art of sound reasoning to provide a road map for succeeding with analytical initiatives. Students cover topics such as how to use data more effectively, understand what analytical leaders do, and select realistic targets for analytical activity. Available in chapters. #12167 Beating the Commodity Trap: How to Maximize Your Competitive Position and Increase Your Pricing Power Commoditization can destroy markets, disrupt industries, and lead to failure for longsuccessful firms. This book provides a tool for diagnosing a firm's competitive position and demonstrates how to strengthen it while also boosting pricing power--by destroying the commoditization trap, escaping it, or turning it to a company's advantage. Available in chapters. #3153 Jumping the S-Curve: How to Beat the Growth Cycle, Get on Top, and Stay There Authors Paul Nunes and Tim Breene, leaders of Accenture's High Performance Business, demystify how some organizations thrive with one successful strategy after another. Their extensive research found that it is not just what you do to reach the top with a successful business strategy; it is what you also do to prepare for the next opportunity or, as they call it, make the jump to your future "S-curve." #12149 Lords of Strategy: The Secret Intellectual History of the New Corporate World The story of the four men who invented corporate strategy as we know it and set in motion the modern, multibillion-dollar consulting industry: Bruce Henderson, founder of Boston Consulting Group; Bill Bain, creator of Bain & Company; Fred Gluck, longtime managing director of McKinsey & Company; and Michael Porter, Harvard Business School professor.


Winning in Emerging Markets: A Road Map for Strategy and Execution This book proposes that the most exploitable characteristic of emerging markets is institutional void and not size or growth potential. The authors provide a toolkit to define and execute business strategy in developing economies using institutional void concepts. Available in chapters. #13216

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Video supplements give students insight into a case as they view a class visit from a CEO, a factory tour or interviews with prominent business visionaries. Available on DVD. Many video supplements are accompanied by a Teaching Note. Video supplements in Strategy include: BMG Entertainment #702900 Competing for the Future: Swatch, Transforming an Industry #6808 Ducati: Frederico Minoli #705804 Forging the International Partnership #1065 Kodak: Interview with George Fisher #706802 Michael Jemal #707801 Ravi Venkatesan, Chairman, Microsoft India #708804 Teva Pharmaceutical Industries, Ltd. #708806 Joe Hogan, President & CEO, GE Healthcare #708801 ZARA: Fast Fashion #703900

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