Enhancing Service at Southwest Airlines by M. Eric Johnson and Joe Hall Length: 14 pages Publication date: 2009 Case #6-0031 Scarcely five years at the helm of Southwest Airlines, CEO Gary Kelly was navigating the high-flying airline through the downturn of 2009. By focusing on simplicity and keeping costs low, Southwest had posted profits in every year for over three decades and had grown to be the fifth largest U.S. carrier. Kelly was faced with maintaining those low costs while readying the airline for growth when passengers returned. Looking to enhance its value proposition, he was considering a number of service refinements including satellite- based WiFi Internet, more extensive wine and coffee service, and even new international alliances with foreign carriers. In each case, the offering would be scrutinized to see if it fit within the Southwest strategy and its legendary operating model. [ Preview copy in PDF format (563K) ] [ Request Teaching Note, for professors only ] [ back to table ] Dell by Jennifer M. Farrelly and Paul Argenti Length: 27 pages Publication date: 2009 Case #6-0032 Every second two new blogs are created, seven PCs are sold, 2.2 million emails are sent, 520 links are clicked, 1,157 videos are viewed on YouTube, 31,000 text messages are sent. With the explosive growth of social media, society and corporations are embracing this phenomenon as much more than a passing trend. This case focuses on computer manufacturer Dell Inc.’s social media strategy and how it has successfully integrated digital communications into every aspect of its business model. Case readers are put in the shoes of Bob Pearson, VP of Dell’s “Conversations & Communities” team, who is tasked with developing Dell’s social media strategy. After a rocky start with social media—including an actively blogged service crisis termed “Dell Hell”—Pearson is challenged with not only creating a department and strategy from scratch, but with developing internal buy-in and skill sets needed to get Dell started with Web 2.0. Pearson faced important decisions including how to structure the internal team,what guidelines to set for blogging and social media participation, and how to measure success. The Dell case focuses on how new social media technology is changing not only corporate communication but also business functions such as product development, customer service, marketing, and customer engagement. It offers many valuable lessons for both students and business professionals as they continue to join the Internet age. [ Preview copy in PDF format (563K) ] [ Request Teaching Note, for professors only ] [ back to table ] Hulu by Rama Oruganti and Alva Taylor Length: 24 pages Publication date: 2009 Case #6-0030 Los Angeles-based Hulu.com had finished 2008 with impressive growth in both viewership and market visibility. The video portal startup, established in 2007 with the backing of NBC Universal and News Corp., had 227 million video views and had become the sixth most-visited online video web site. Popular media had taken notice and prominently featured the company. Even the harshest Hulu skeptics, like Michael Arrington of the popular TechCrunch blog, acknowledged its success. But Jason Kilar, the CEO, was cautious about the future.This case examines the explosive growth of Internet TV and potential for significant change in a well established industry. [ Preview copy in PDF format (563K) ] [ Request Teaching Note, for professors only ] [ back to table ] Information Risk Analysis at Jefford’s by Hans Brechbühl, Chris Dunning, and Stephen Powell Length: 27 pages Publication date: 2008 Case #6-0029 Jefford’s faces several information security threats and must decide which risks to mitigate and at what cost. Headquartered in the U.S., Jefford’s, a fictitious Fortune 500 company, is growing rapidly with much of the expansion coming in emerging markets. They face numerous risk management decisions, including how to mitigate problems with stolen/lost laptops, malware, fraudulent website transactions and protection of personally identifiable employee data. This case can serve as a good basis for a discussion on information security and risk management approaches. In Part B, the case provides detailed data on which to do a cost/benefit analysis, and with the help of the teaching note, creates a robust Monte Carlo simulation using Excel and Crystal Ball or similar software. [ Preview copy in PDF format (563K) ] [ Request Teaching Note, for professors only ] [ back to table ] Nolej Studios: Growing a Creativity- Based Company by Ashley Martin and Alva Taylor Length: 27 pages Publication date: 2008 Case #6-0028 Nolej focuses on providing dynamic websites, brand identities, and unique interactive demos primarily for clients targeting a young adult, urban, hip demographic. The company develops cross-platform marketing and advertising that engages the audience and generates visibility for their clients’ products and services. When a new client approached Nolej for help in developing and marketing a new product for the toy industry -- a product area new to the company -- Crawford knew that taking on this potentially lucrative project would push the company out of its comfort zone. Saying “yes” meant the company would have to quickly expand its creative team by outsourcing tasks and integrating technical vendors. [ Preview copy in PDF format (563K) ] [ Request Teaching Note, for professors only ] [ back to table ] Strengthening the Distribution Channel at Steinway by Robert Batt and M. Eric Johnson Length: 22 pages Publication date: 2007 Case #6-0027 Few brands enjoy the quality image of Steinway & Sons. For nearly two centuries, Steinway's pianos have set the world standard in product excellence. While quality has also been the cornerstone of Steinway's manufacturing and marketing strategy, its channel strategy was less well-aligned. What were the strengths and weaknesses of Steinway's distribution network? This case examines the integration of operations and marketing strategies. It describes how Steinway used channel consolidation and new product offerings to enhance its distribution strategy and control its quality image. [ Preview copy in PDF format (563K) ] [ Request Teaching Note, for professors only ] [ back to table ] NetHope: Collaborating for the Future of Relief and Development by Benjamin Farmer and M. Eric Johnson Length: 20 pages Publication date: 2007 Case #6-0026 Most disasters occur in developing countries, often in remote areas lacking infrastructure, such as roads, reliable power grids, and telephony. As such, international relief agencies desperately need effective information communication technology. NetHope's mission was to collaboratively address technology challenges facing relief agencies, and to build shared infrastructure to enable humanitarian supply chains. This case examines the challenges newly appointed NetHope CEO Bill Brindley faced as he worked to build the collaboration and trust needed to take NetHope to the next level. [ Preview copy in PDF format (598K) ] [ Request Teaching Note, for professors only ] [ back to table ] Social Media and the Burger King Brand by Andrew Schneller and John Marshall Length: 27 pages Publication date: 2007 Case #6-0025 In 2003, with its profits decreasing, stores closing, and franchisees unhappy, Burger King needed to take dramatic action and redefine how it was perceived by customers. By 2007, Russ Klein, President of Global Marketing Strategy and Innovation, changed the way the company approached brand building. Instead of focusing on traditional advertising, the company created and distributed Burger King-related content intended to entertain consumers, give the brand social currency, and create a sense of mystery around the brand. This case study examines how the use of digital communication and media channels and Web 2.0 have changed the way firms can build their brands. [ Preview copy in PDF format (627K) ] [ Request Teaching Note, for professors only ] [ back to table ] Aligning the Supply Chain by Laura R. Kopczak and M. Eric Johnson Length: 17 pages Publication date: 2006 Case #6-0024 Align Technology, makers of the highly successful orthodontic treatment Invisalign™, was in the midst of a transition from a start-up venture to an established firm. With customer orders stepping up, Align outlined a multi-million dollar IT investment for a new execution system that would address the growing complexity of managing its multi-country operations. This case study examines the challenges of manufacturing a mass customization product and the business case behind Align's investment in a new enterprise information system to automate its supply chain. [ Preview copy in PDF format (490K) ] [ Request Teaching Note, for professors only ] [ back to table ] Technology and Quality at Steinway by M. Eric Johnson, Joseph Hall, and David Pyke Length: 20 pages Publication date: 2005 Case #6-0023 For almost two centuries, Steinway & Sons set the standard for excellence in piano manufacture. This case articulates the Steinway definition of quality, how they achieved that quality, and contrasts their quality with its mass produced competitors. More importantly, this case explores the role and impact of technology on quality, showing how Steinway used new product offerings to enhance its distribution strategy and control its quality image. [ Preview copy in PDF format (879K) ] [ Request Teaching Note, for professors only ] [ back to table ] Biogen-Idec: Growing a Customer-Focused Supply Chain by M. Eric Johnson and Julia Kidd Length: 19 pages Publication date: 2005 Case #6-0022 Biogen CEO Jim Mullen was taking the biotech firm from a research-focused business model to a more customer-centric enterprise. This case looks at his plan for a significant IT investment in a new customer relationship management (CRM) system to support more patient interaction in the company's call center, improve the flow of medication to patients, and provide better access to account information for its increasingly international and mobile sales force. [ Preview copy in PDF format (536K) ] [ Request Teaching Note, for professors only ] [ back to table ] Can Heroes Be Efficient? by Laura R. Kopczak and M. Eric Johnson Length: 19 pages Publication date: 2004 Case #6-0021 Managing human crises around the globe, the International Federation of the Red Cross (IFRC) faced daunting challenges in coordinating government and nongovernmental relief agencies. The unpredictability of disasters with the resulting human suffering made speed a primary objective. Would a web-based information system help IFRC better respond to those in need while making the organization more efficient? [ Preview copy in PDF format (746K) ] [ Preview copy in Spanish, in PDF format (472K) ] [ back to table ] Woolworths "Chips" Away at Inventory Shrinkage through RFID Initiative by Michael Gozycki, M. Eric Johnson and Hau Lee Length: 11 pages (plus appendices) Publication date: 2004 Case #6-0020 As a continuing development of our expertise in RFID (and in that sense a follow-on to the hit Quad case - see case # 6-0015 below), this case offers an opportunity to analyze the decision-making of a retail chain, Woolworths in England, as they consider implementation of a tracking system to cover their distribution network. [ Preview copy in PDF format (578K) ] [ Preview copy in Spanish, in PDF format (541K) ] [ Request Teaching Note, for professors only ] [ back to table ] PERI by Hans Brechbühl (with Yiorgos Bakamitsos) Length: 10 pages (plus appendices) Publication date: 2003 Case #6-0019 The international market leader in an increasingly important product and service segment of the construction industry, PERI faced key decisions on updating and automating key processes. This case offers the opportunity for in-depth discussion on where a bricks-and-mortar company should place its IT bets for the future. [ Preview copy in PDF format (1957K) ] [ back to table ] McGraw Hill: GradeSummit by Yiorgos Bakamitsos and Evelyn Hsia, T'02 (with Hans Brechbühl) Length: 30 pages Publication date: 2003 Case #6-0018 This case outlines the interesting challenges McGraw Hill faced in launching an online testing and assessment product for higher education. It offers the opportunity for in-depth discussion on new product development, product/service bundling, channel management, and value networks. [ Preview copy in PDF format (456K) ] [ back to table ] Garden.com - At the End of the Runway by M. Eric Johnson Length: 25 pages Publication date: 2002 Case #6-0017 In the etailing gold rush of 1999, Garden.com was celebrated by both the dot.com media and the traditional business press as the quintessential virtual supply chain. INC magazine called Garden the "Perfect Internet Business." Yet by early 2001, Bill Pond, Director of Product Management found himself laying off his last employee and shipping his last order. [ Preview copy in PDF format (847K) ] [ back to table ] Papirius: Office Depot Is Coming by M. Eric Johnson, Daniel R. Justicz, and Jay A. Altizer Length: 18 pages Publication date: 2002 Case #6-0016 In 2001, Petr Sykora and Jan Cerny, founders of the Czech-based office supply distributor Papirius, began to formulate their potential responses to Office Depot's impending entrance into the Czech market. Should they enter adjacent countries, expand their online presence, or acquire domestic competitiors to gain market share? [ Preview copy in PDF format (1375K) ] [ back to table ] Quad Wants to be a Savi Player in Agribusiness by M. Eric Johnson Length: 25 pages Publication date: 2002 Case #6-0015 In the competitive world of agribusiness, producer growers and grocery retailers must all strive to improve produce quality and reduce logistics cost. Quad hoped that its new reusable totes were the answer, but improving container utilization was critical in delivering a cost-effective solution. Could Savi Technologies help them develop a find a supply chain solution using Radio Frequency Identification (RFID) technology? [ Preview copy in PDF format (1054K) ] [ Preview copy in Spanish, in PDF format (1054K) ] [ Request Teaching Note, for professors only ] [ back to table ] Victoria's Secret by Kathleen L. Biro and Theodore Durbin Length: 11 pages Publication date: 2002 Case #6-0014 Amid some of the toughest retail conditions in years, Victoria's Secret announced a gain of 9% in first half-year 2002 sales and 30% in operating income. However, market growth was slowing down: profit margins for the VS's Direct division, which focused on catalogues and the Internet sales, had been declining over the past several years. [ Preview copy in PDF format (1184K) ] [ back to table ] Video On Demand (VOD): A Killer App or "Too Little, Too Late"? by Ed Ludwigson T'02, under the supervision of Visiting Professor Melissa M. Appleyard Length: 7 pages Publication date: 2002 Case #6-0013 In the early 1990s, cable providers envisioned Video on Demand offering consumers access to hundreds of movie titles just a few clicks away on the remote. However, the cost of building the infrastructure coupled with the cost of upgrading the cable networks, had proved too expensive to support VOD as a stand-alone service. Over the past eight years, cable companies have invested over $45 billion to upgrade to broadband hybrid fiber/coaxial (HFC) systems, and VOD has once again emerged as a promising source of growth for cable operators. [ Preview copy in PDF format (84K) ] [ back to table ] AT&T Comcast Corporation: Making Good on the Broadband Promise? by Kate Thunnissen T'02, under the supervision of Visiting Professor Melissa M. Appleyard Length: 18 pages Publication date: 2002 Case #6-0012 On December 19, 2001, AT&T's Board of Directors unanimously approved Comcast's bid for AT&T Broadband. AT&T's strategy to offer telephone and cable through "one-stop shopping" had been deemed a dismal failure by many analysts. Would Comcast be any more successful capitalizing on the broadband assets that AT&T had amassed? [ Preview copy in PDF format (243K) ] [ back to table ] Microsoft's Xbox Gamble by John Greco T'02, under the supervision of Visiting Professor Melissa M. Appleyard Length: 24 pages Publication date: 2002 Case #6-0011 In 2001, Microsoft released its first Xbox console, going head to head with the latest from Nintendo and Sony. Would the market accept the new platform that offered higher performance, but at a higher price than the competition? Could the market support three players? How would the gaming market evolve over time, and would it accommodate a broader strategy that extended beyond video games? [ Preview copy in PDF format (270K) ] [ back to table ] NTT DoCoMo in the 3G Wilderness by Evelyn Hsia T'02 and Kanichiro Kato T'02, under the supervision of Visiting Professor Melissa M. Appleyard Length: 8 pages Publication date: 2002 Case #6-0010 When NTT DoCoMo launched its third generation (3G) wireless mobile communication network in 2001, it was well ahead of potential 3G rivals in Europe and the US. However, was there a trade-off between cultivating a first-mover advantage and investing too far ahead of the curve? Would shouldering the costs of early deployment, experimentation, and content development in the short term hurt DoCoMo's chances for leadership internationally over the long term? [ Preview copy in PDF format (152K) ] [ back to table ] EMC: Creating a Storage-Centric World by Jonathan Kwoh T'02, under the supervision of Visiting Professor Melissa M. Appleyard Length: 7 pages Publication date: 2002 Case #6-0009 While able to navigate technical and business roadblocks throughout the prior decade, by 2002, EMC Corporation faced a new set of challenges to its business model. This new set of challenges included the rise of distributed networking, whereby storage would become less centralized, in addition to the precipitous fall in demand due to the slowing global economy. Could EMC rely on its secrets for success from the past to propel its growth well into the future? [ Preview copy in PDF format (243K) ] [ back to table ] Groove Networks: Making P2P a Reality by Ed Ludwigson T'02, under the supervision of Visiting Professor Melissa M. Appleyard Length: 7 pages Publication date: 2002 Case #6-0008 Is P2P the future of collaboration in the workplace? Groove Networks certainly believes so, as do backers Accel Partners, Intel Capital, and most recently Microsoft. But will the Microsoft relationship launch Groove on to the desktops of millions or see Groove subsumed within the Redmond software giant? Will Groove's future exist solely as a project collaboration tool or will it create a completely new platform for P2P computing? [ Preview copy in PDF format (193K) ] [ back to table ] Mattel, Inc: Vendor Operations in Asia by M. Eric Johnson and Tom Clock Length: 22 pages Publication date: 2002 Case #1-0013 After the announcement of the merger between Mattel, Inc. and its second largest rival, Tyco Toys, SVP Ron Montalto was embroiled in a debate over the sourcing strategy for the existing Hot Wheels product line and newly added Matchbox cars. Montalto had to decide whether Mattel should go forward with a new China plant, build a plant in Malaysia or Indonesia, expand one of the existing facilities, or outsource the surplus die-cast volume. [ Preview copy in PDF format (268K) ] [ back to table ] Polaroid: The i-Zone Brand by Richard A. D'Aveni, W. Andrew Mims T'02, (assisted by Alison Corcoran T'86 and Jeff Walker T'98) Length: 26 pages Publication date: 2001 Case #6-0007 To alleviate the strain that digital photography was putting on film sales, Polaroid began focusing on digital output, partnering with companies, such as Olympus, to produce digital/instant hybrids that create digital images and print instant photos. Polaroid was also working on a wireless, mobile device that would print digital photographs onto film, which, although similar to instant film in some respects, was a much higher-performance medium. [ Preview copy in PDF format (1415K) ] [ back to table ] Electronic Trading Systems and Fixed Income Markets by Richard A. D'Aveni, Jonathan Joys T'02 Length: 23 pages Publication date: 2001 Case #6-0006 Electronic trading systems have only recently begun to account for measurable levels of the $88 trillion in annual trading volume in the US fixed income market. The fixed income markets' adoption of the Internet represents a significant shift in power. The principal advantages are: (1) greater availability and speed of information, (2) the possibility of direct trading between investors, (3) reduced cost and errors in processing transactions, and (4) increased speed of execution. It also improves liquidity by providing the smaller investors (below the top 200) access to markets and transactions from which they were previously locked out. [ Preview copy in PDF format (538K) ] [ back to table ] Do You Yahoo!? by Richard A. D'Aveni, Jamie A. Neidig T'02 Length: 24 pages Publication date: 2001 Case #6-0005 Although Yahoo had been a top player in the portal space since its inception, some analysts were predicting that the market for online advertising would continue to decline. Advertising was 90% of Yahoo's revenues, so Yahoo was concerned it might need to find a new way to continue to be profitable. [ Preview copy in PDF format (159K) ] [ back to table ] Simon & Schuster by Richard A. D'Aveni, Fred Wainwright T'02 Length: 48 pages Publication date: 2001 Case #6-0004 In July of 2000, Simon & Schuster (S&S), one of the world's preeminent publishers of consumer books, agreed to a long-term strategic alliance with Lightning Source, a digital fulfillment service owned by Ingram Book Company. This alliance would include digital file conversion, digital rights management, e-book delivery to various devices and on-demand printing. [ Preview copy in PDF format (280K) ] [ back to table ] Yantra and ChemPoint: Extraprise Management in the Specialty Chemical Industry by Jesse Johnson T'02, under the supervision of Professor M. Eric Johnson Length: 17 pages Publication date: 2002 Case #6-0003 With no existing solution that could provide all their needs, ChemPoint selected vendors that offered a balance of functionality, speed, and cost, which fit their Internet focus and start-up financing. Yantra's software PureEcommerce was integral to this "best-of-breed" technology solution. With a powerful system in place, ChemPoint was rapidly executing their plan to build a farreaching network of chemical suppliers and customers. [ Preview copy in PDF format (1144K) ] [ back to table ] Learning from Mattel by John W. Torget T'00, under the supervision of Sydney Finkelstein Length: 8 pages Publication date: 2002 Case #1-0072 After just three years as chairman and chief executive, Jill Barad’s 18-year storybook career with Mattel ended dramatically in 2000. During her tenure as CEO, investors watched a well-run global company with double-digit revenue and earnings growth slip into disarray with two consecutive quarterly losses. Steep losses in those last two quarters of 1999 related to problems of the recently acquired The Learning Company forced Barad to resign [ Preview copy in PDF format (79K) ] [ back to table ] Experience.com by Alva Taylor, Phil Anderson, Lloyd Baskin T'01 Length: 18 pages Publication date: 2001 Case #6-0001 The cornerstone of the recruiting solutions company Experience.com, Inc. had always been its relationships with college career centers: they worked with over 500 schools and 150 of these relationships were exclusive. In 2001, with the Monster/Jobtrak merger stepping up the competition, Experience.com began looking for a partner, primarily to leverage another firms' resources, including established sales forces and connections with employers. [ Preview copy in PDF format (126K) ] [ back to table ] Cisco Systems (A): Evolution to e-Business by Philip Anderson, Vijay Govindarajan, Chris Trimble, Katrina Veerman T'01 Length: 25 pages Publication date: 2001 Case #1-0001 Cisco Systems prides itself as an "end-to-end networking company." The phrase describes not only their product line but the way they run their business. They created many of the e-business practices that later became cornerstones of the software packages used throughout industry to make businesses more efficient. This case reviews their accomplishments and their method. [ Preview copy in PDF format (277K) ] [ back to table ] Cisco Systems (B): Maintaining an Edge in e-Business by Philip Anderson, Vijay Govindarajan, Chris Trimble, Katrina Veerman T'01 Length: 6 pages Publication date: 2001 Case #1-0002 As of March 2001, Cisco Systems enjoys a reputation as the most sophisticated e-business in the world. For its executives, the question of how to maintain this leadership position is paramount. Funding mechanisms, organizational models, and measures of successful innovation are just some of the issues that become increasingly complex as Cisco grows. [ Preview copy in PDF format (73K) ] [ back to table ] Technology Note: Internetworking Products by Philip Anderson, Vijay Govindarajan, Chris Trimble, Katrina Veerman T'01 Length: 8 pages Publication date: 2001 Case #1-0005 Intended as background reading for students unfamiliar with internetworking products and markets, this Technology Note can be used alongside the two Cisco Systems cases described above. [ Preview copy in PDF format (48K) ] [ back to table ] The Day McDonald's Blinked by M. Eric Johnson, David F. Pyke, and Anita Warren Length: 11 pages Publication date: 2001 Case #1-0049 The 50-year battle between fast food giants McDonald's and Burger King had been waged around two competing concepts. McDonald’s aimed to be the world’s best quick service restaurant experience, providing quality, service, and value. Meanwhile, Burger King based its strategy around customer satisfaction through flexibility. When McDonald's launched the "Made for You" campaign, it was a direct challenge to Burger King's long-standing strategy. [ Preview copy in PDF format (277K) ] [ Preview copy in Mandarin, in PDF format (632K) ] [ Request Teaching Note, for professors only ] [ back to table ] Agile Software - I Want My WebTV! by M. Eric Johnson and Hau Lee Length: 16 pages Publication date: 2000 Case #1-0074 In the drive to improve supply chain performance, managers in diverse industries have achieved substantial gains by sharing information. Much of the excitement has been focused on making inventory and product movement data transparent throughout the supply chain. More recently, companies have also found that sharing information related to market intelligence and promotional plans can dramatically improve forecasting, smoothing the replenishment process. Success in these areas has been accelerated by industry-wide initiatives such as Efficient Consumer Response (ECR) and Collaborative Forecasting and Replenishment (CFAR) drawing offerings from consulting firms and impressive software products. Yet with so much energy focused on inventory and sales data, relatively little attention has been given to sharing information about product content. The Agile Software case examines the issues and benefits of Web-based, product content management systems. [ Preview copy in PDF format (330K) ] [ Request Teaching Note, for professors only ] [ back to table ]