Case Map for

Barney
Gaining and Sustaining Competitive Advantage
3rd Edition
(Prentice Hall, 2007)

This map was prepared by an editor at HBS Publishing, not by a teaching professor. Faculty at Harvard
Business School were not involved in analyzing the textbook or selecting the cases and articles.

Every case map provides only a partial list of relevant items from HBS Publishing. To explore
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PART I: THE LOGIC OF STRATEGIC ANALYSIS

Chapter 1: Introduction: What
is Strategy?
What Is Strategy?
Michael E. Porter
Type: Harvard Business
Review Article
Pub. Date: 11/01/1996
Product #: 96608
Length: 18p
Teaching Note: N/A
Chapter 2: Firm Performance
and Competitive Advantage
Matching Dell
Jan W. Rivkin, Michael E.
Porter
Type: HBS case
Pub. Date: 06/06/1999
Product #: 799158
Length: 31p
Teaching Note: 9704476
Abstract
Today's dynamic markets and technologies have called into question
the sustainability of competitive advantage. Under pressure to improve
productivity, quality, and speed, managers have embraced tools such
as TQM, benchmarking, and reengineering. Dramatic operational
improvements have resulted, but rarely have these gains translated
into sustainable profitability. And gradually, the tools have taken the
place of strategy. As managers push to improve on all fronts, they
move further away from viable competitive positions. Michael Porter
argues that operational effectiveness, although necessary to superior
performance, is not sufficient, because its techniques are easy to
imitate. In contrast, the essence of strategy is choosing a unique and
valuable position rooted in systems of activities that are much more
difficult to match. Learning Objective: To learn how strategic
positioning enables companies to achieve sustainable competitive
advantage by carrying out unique activities in unique ways.
Abstract
After years of success with its vaunted "Direct Model" for computer
manufacturing, marketing, and distribution, Dell Computer Corp. faces
efforts by competitors to match its strategy. This case describes the
evolution of the personal computer industry, Dell's strategy, and efforts
by Compaq, IBM, Hewlett-Packard, and Gateway 2000 to capture the
benefits of Dell's approach. Students are called on to formulate
strategic plans of action for Dell and its various rivals. Learning
Objective: Permits an especially detailed examination of imitation;
illustrates how fit among activities and incompatibilities between
competitive positions can pose particularly high barriers to imitation. To
illustrate competitor analysis, the evolution of industry structure, and
relative cost analysis.

Gaining and Sustaining Competitive Advantage
Chapter 3: Evaluating
Environmental Threats
The Walt Disney Co.: The
Entertainment King
Michael G. Rukstad, David J.
Collis, Tyrrell Levine
Type: HBS case
Pub. Date: 03/09/2001
Product #: 701035
Length: 27p
Teaching Note: 5705495
Wal-Mart, 2007
David B. Yoffie, Michael Slind
Type: HBS case
Pub. Date: 03/01/2007
Product #: 707517
Length: 12p
Teaching Note: 707570
Case Map for
Barney
3rd Edition
(Prentice Hall, 2007)
Abstract
The first ten pages of this case are comprised of the company's
history, from 1923 to 2001. The Walt years are described, as is the
company's decline after his death and its resurgence under Eisner.
The last five pages are devoted to Eisner's strategic challenges in
2001: managing synergy, managing the brand, and managing
creativity. Students are asked to think about the keys to Disney's mid-
1980s turnaround, about the proper boundaries of the firm, and about
what Disney's strategy should be beyond 2001.
In 2007, Wal-Mart faced challenges to its historically high growth rate.
Lagging same-store sales and setbacks overseas led the company to
consider strategic shifts. Wal-Mart was the world's largest retailer, but
competition had become particularly acute as the company expanded
from rural markets, which it had long dominated, into urban and
suburban areas. Covers developments in Wal-Mart's merchandising
strategy and its approach to store formats; its sometimes controversial
human resources practices; its efforts to improve its image through a
public relations campaign; its aggressive, though occasionally
problematic, move into international markets; and its leading
competitors, especially Target. Exhibits provide data (current as of
February 2007) on Wal-Mart's financial performance, its stock-price
performance, its international operations, and its store formats, as well
as on Target's financial performance.

Gaining and Sustaining Competitive Advantage
Chapter 4: Evaluating
Environmental Opportunities
Wal-Mart's Sustainability
Strategy
Erica Plambeck, Lyn Denend
Type: Stanford University case
Pub. Date: 04/17/2007
Product #: OIT71
Length: 50p
Teaching Note: OIT71T
Case Map for
Barney
3rd Edition
(Prentice Hall, 2007)
Abstract
In October 2005, in an auditorium filled to capacity in Bentonville,
Arkansas, Lee Scott, Wal-Mart's president and CEO, made the first
speech in the history of Wal-Mart to be broadcast to the company's 1.6
million associates (employees) in all of its 6,000+ stores worldwide and
shared with its 60,000+ suppliers. Scott announced that Wal-Mart was
launching a sweeping business sustainability strategy to dramatically
reduce the company's impact on the global environment and thus
become "the most competitive and innovative company in the world."
He argued that, "Being a good steward of the environment and being
profitable are not mutually exclusive. They are one and the same." He
also committed Wal-Mart to three aspirational goals: "To be supplied
100% by renewable energy; to create zero waste; and to sell products
that sustain our resources and the environment." Against this
backdrop, introduces Andrew Ruben, vice president of corporate
strategy and business sustainability, and Tyler Elm, senior director of
the same group. Ruben and Elm, who were chosen by Scott to lead
the sustainability strategy, recognized that they needed to keep
environmental improvement tightly coupled with business value and
profitability for the strategy to succeed. Describes Wal-Mart's efforts to
accomplish this, focusing on three of the company's primary focus
areas (seafood, electronics, and textiles) and their effect on the
company's operations, supplier relationships, and results. Also
explores how Wal-Mart is measuring and communicating its ideas
about sustainability to its suppliers, associates, customers, and the
public. Learning Objective: To familiarize students with how Wal-Mart
is opening up to external stakeholders (e.g., environmental nonprofits),
measuring its environmental impacts, and giving its employees
responsibility (as part of their daily work) for reducing those impacts in
such a way that the company derives profit. To compare and contrast
three of Wal-Mart's focus areas (called sustainable value networks)
and understand the conditions required for this strategy to be effective
(where, why, and how it is working best). To highlight the fact that 90%
of the potential for environmental improvement exists within Wal-Mart's
supply chain and understand how the company is working with
suppliers to address these opportunities. To assess how the company
is measuring environmental performance and using the results to
communicate with and motivate associates, suppliers, customers,
policy makers and the public.

Gaining and Sustaining Competitive Advantage
PART II: BUSINESS STRATEGIES
Chapter 5: Evaluating Firm
Strengths and Weaknesses:
The Resource-based View
Philips vs. Matsushita: A New
Century, a New Round
Christopher A. Bartlett
Type: HBS case
Pub. Date: 09/21/2001
Product #: 302049
Length: 19p
Teaching Note: 302063
Polycom, Inc.: Visualizing
Culture
Clayton M. Christensen
Type: HBS case
Pub. Date: 10/17/2000
Product #: 601073
Length: 16p
Teaching Note: N/A
Novartis Pharma: The
Business Unit Model
Srikant M. Datar, Carin-Isabel
Knoop, Cate Reavis
Type: HBS case
Pub. Date: 01/23/2001
Product #: 101030
Length: 20p
Teaching Note: N/A
Case Map for
Barney
3rd Edition
(Prentice Hall, 2007)
Abstract
Describes the development of the international strategies and
organizations of two major competitors in the global consumer
electronics industry. The history of both companies is traced and their
changing strategic postures and organizational capabilities are
documented. Particular attention is given to the major restructuring
each company is forced to undertake as its competitive position is
eroded. A rewritten version of an earlier case. Learning Objective:
Illustrates how global competitiveness depends on organizational
capability, the difficulty of overcoming deeply embedded administrative
heritage, and the limitations of both classic "multinational" and "global"
models.
Polycom is a rapidly growing maker of video conferencing and
teleconferencing equipment. Management is attempting to use "natural
work groups" as an organizing mechanism, and to build into the culture
implicit rules that will cause desired behaviors to be self-policing.
Learning Objective: To explore organizational forms that might
robustly handle continued growth.
In June 2000, Novartis reorganized its pharmaceutical business to
form global business units in oncology, transplantation, ophthalmology,
and mature products. The remaining primary care products continued
to be managed within global functions (e.g., R&D and marketing). The
new organization created a matrix structure and new roles and
responsibilities for heads of business functions, CEOs of new business
units, and country managers operating in over 100 countries. Learning
Objective: To explore the reasons for Novartis's reorganizing into a
new matrix structure, the tensions and challenges the new structure
creates, and the culture and accountability needed to make the new
structure work.

Gaining and Sustaining Competitive Advantage
3M: Profile of an Innovating
Company
Christopher A. Bartlett, Afroze
Mohammed
Type: HBS case
Pub. Date: 01/03/1995
Product #: 395016
Length: 20p
Teaching Note: N/A
Chapter 6: Cost Leadership
Understanding Industry
Structure
Michael E. Porter
Type: HBS note
Pub. Date: 12/07/2006
Product #: 707493
Length: 16p
Teaching Note: N/A
iPod vs. Cell Phone: A Mobile
Music Revolution?
David B. Yoffie, Travis D.
Merrill, Michael Slind
Type: HBS case
Pub. Date: 08/02/2006
Product #: 707419
Length: 29p
Teaching Note: 707548
Case Map for
Barney
3rd Edition
(Prentice Hall, 2007)
Traces the birth and development of 3M Corp., focusing in particular
on the origins of its entrepreneurially-based ability to innovate. In
particular, it highlights the role of CEO William L. McKnight in creating
a unique set of values, policies, and structures to nurture and develop
continuous renewal. With the changing environment of the 1980s,
however, a new generation of CEOs begin to adopt new policies and
change the cultural norms that helped 3M grow. The trigger issue
focuses on what other changes are required. Learning Objective: To
show how culturally embedded organizational behavior can become a
sustainable source of competitive advantage and to show how such
strong cultures can and should be adjusted to new internal and
external realities.
Abstract
Examines the structural determinants of industry attractiveness (the
Five Forces framework) and the implications of industry structure for
strategy. Learning Objective: To introduce Porter's Five Forces
framework for analyzing industry structure.
In 2006, a nascent market for music-enabled mobile phones was
emerging to challenge Apple Computer's dominant position in the
digital music industry. Through its iPod line of portable digital music
devices and its iTunes Music Store, Apple controlled more than half of
the market for both music player hardware and online music sales. But
the evolving ability to merge those devices with mobile phones, and to
deliver music to mobile handsets (via streaming, side-loading content
from a PC or downloading it wirelessly over the air), created a
potentially market-changing opportunity for players in several
industries. Examines the key players, including Apple; the major
wireless service carriers, such as Cingular, Sprint-Nextel, and Verizon
Wireless; technology and service vendors, such as RealNetworks and
Microsoft; and mobile virtual network operators, such as Virgin Mobile.
Covers the origins of the mobile music business, projections on its
potential size, its technological building blocks (such as file formats,
digital rights management systems, wireless network infrastructure,
and handset capacity), and the key dynamics--music delivery method,
pricing, mobile-PC integration--that characterize mobile music
business models. Learning Objective: To examine digital
convergence, especially the integration of wireless communications
and entertainment.

Gaining and Sustaining Competitive Advantage
Levi's "Personal Pair" Jeans
(A)
William Lawler, John K. Shank ,
Lawrence Carr
Type: Babson College case
Pub. Date: 12/01/1998
Product #: BAB020
Length: 6p
Teaching Note: BAB520
The Chinese Fireworks
Industry
Paul W. Beamish, Ruihua
Jiang
Type: Richard Ivey School of
Business/UWO case
Pub. Date: 01/01/1999
Product #: 99M031
Length: 23p
Teaching Note: 899M31
The Global Oil Industry
Joel Podolny, John Roberts
Type: Stanford University case
Pub. Date: 11/30/1998
Product #: IB15
Length: 10p
Teaching Note: N/A
Chapter 7: Product
Differentiation
Edmunds.com (A)
Stephen P. Bradley, Christina
Akers
Type: HBS case
Pub. Date: 08/24/2000
Product #: 701025
Length: 23p
Teaching Note: N/A
Case Map for
Barney
3rd Edition
(Prentice Hall, 2007)
As Levi-Strauss implemented its custom-fitted jeans offering, the
traditional value chain for clothing manufacturing and retailing was
transformed. This case allows students to explore the subtleties of this
transformation and the management implications. Learning
Objective: To introduce students to value-chain analysis within the
context of management accounting.
Illustrates an industry that is experiencing intensifying competition and
regulation. The Chinese fireworks industry thrived after China adopted
the "open door policy" in the late 1970s and grew to make up 90% of
the world's fireworks export sales. However, starting from the mid-
1990s, safety concerns led governments both in China and abroad to
set up stricter regulations. At the same time, there was rapid growth in
the number of small family-run fireworks workshops, whose relentless
price cutting drove down profit margins. Learning Objective: To
analyze the fireworks an industry, estimate the industry's
attractiveness, and propose possible ways to improve the industry
attractiveness from an individual investor's point of view.
The oil industry, one of the first international businesses, exerted a
tremendous influence on almost all aspects of business, economics,
and geopolitics throughout the 20th century. Their products
revolutionized daily life. And the struggles to control and assure access
to oil supplies and markets were a major element of international
conflict throughout the century.
Abstract
Edmund's began in 1966 as a publisher of new and used vehicle
guides and grew into one of the leading third-party automotive web
sites of today. This case explores how Edmunds.com gained a
competitive edge using strategic partnerships and alliances, as well as
careful product positioning and strategy implementation.

Gaining and Sustaining Competitive Advantage
Perceptual Mapping: A
Manager's Guide
Robert J. Dolan
Type: HBS note
Pub. Date: 07/05/1990
Product #: 590121
Length: 11p
Teaching Note: N/A
Eckerd Corp.
Michael E. Porter, John C.
Kelleher
Type: HBS case
Pub. Date: 06/10/1999
Product #: 799141
Length: 23p
Teaching Note: N/A
Cola Wars Continue: Coke
vs. Pepsi in the Twenty-First
Century
David B. Yoffie, Yusi Wang
Type: HBS case
Pub. Date: 01/11/2002
Product #: 391179
Length: 24p
Teaching Note: 703403
Case Map for
Barney
3rd Edition
(Prentice Hall, 2007)
Describes the perceptual mapping technique in a non-technical
fashion. The procedure is useful for the depiction of the structure of the
market. Discusses alternative methods, presents examples of each,
and shows how the maps can be used in marketing decision making.
Describes the history and current situation in the retail pharmacy
industry, including competition from new merchants and Internet
drugstores. Eckerd, one of the top four drug chains, must decide how
to position itself for the future. Learning Objective: To support a
discussion on the evolution of competition and competitive dynamics
among rivals
Examines the industry structure and competitive strategy of Coca-cola
and Pepsi over 100 years of rivalry. New challenges of the 21st
century included boosting flagging domestic cola sales and finding new
revenue streams. Both firms also began to modify their bottling,
pricing, and brand strategies. They looked to emerging international
markets to fuel growth and broaden their brand portfolios to include
noncarbonated beverages like tea, juice, sports drinks, and bottled
water. For over a century, Coca-Cola and Pepsi-Cola had vied for the
"throat share" of the world's beverage market. The most intense battles
of the cola wars were fought over the $60 billion industry in the United
States, where the average American consumes 53 gallons of
carbonated soft drinks (CSD) per year. In a "carefully waged
competitive struggle," from 1975 to 1995 both Coke and Pepsi had
achieved average annual growth of around 10% as both U.S. and
worldwide CSD consumption consistently rose. This cozy situation was
threatened in the late 1990s, however, when U.S. CSD consumption
dropped for two consecutive years and worldwide shipments slowed
for both Coke and Pepsi. The case considers whether Coke's and
Pepsi's era of sustained growth and profitability was coming to a close
or whether this apparent slowdown was just another blip in the course
of a century of enviable performance. Learning Objective: To analyze
an industry and its competitor specifically, Coca-cola and Pepsi during
the past 100 years.

Gaining and Sustaining Competitive Advantage
Chapter 8: Flexibility: Real
Options Analysis Under Risk
and Uncertainty
Merck & Co., Inc.: Corporate
Strategy, Organization and
Culture (A)
Michael Beer, Perry L. Fagan
Type: HBS case
Pub. Date: 03/29/1999
Product #: 499054
Length: 20p
Teaching Note: N/A
Ford Motor Co.: Dealer Sales
and Service
Leonard A. Schlesinger, Mark
Pelofsky
Type: HBS case
Pub. Date: 11/22/1989
Product #: 690030
Length: 21p
Teaching Note: N/A
Southwest Airlines – 1993 (A)
James L. Heskett, Roger
Hallowell
Type: HBS case
Pub. Date: 08/01/1993
Product #: 694023
Length: 29p
Teaching Note: N/A
Case Map for
Barney
3rd Edition
(Prentice Hall, 2007)
Abstract
In the early 1990s, Merck faced a series of challenges because of
significant changes in its competitive and regulatory environment (e.g.,
growth in power of pharmaceutical buyers like managed care
organizations led to price pressures and President Clinton's review of
the entire U.S. health-care industry). The case describes the company
under its previous CEO, and primarily under Ray Gilmartin, the new
CEO. Discusses the strategic, organizational, cultural, and
management challenges that Merck faced, as well as Gilmartin's
change program from 1994 to 1998, which was aimed at helping Merck
address these issues. Learning Objective: Students will analyze the
environment and Merck's organization and management and evaluate
the company's efforts to realign the organization and its management
practices with the new competitive realities.
Since Henry Ford founded Ford Motor Co., Ford vehicles have been
sold and serviced the same way. By the late 1980s Ford began to
consider making changes in its sales and service process. Two
developments forced Ford to reconsider these processes. First, Ford
found through various surveys that customers had very clear
complaints about the way they were treated by car dealers. Second,
with more rapid technology transfer among the automakers, product
differentiation was declining. Therefore, the channels of distribution
provided one of the final potential points of differentiation between
automakers. This case gives the students all of the conclusions from
the studies Ford had done and asks them to redesign the sales and
service process to address customers' complaints and become a point
of differentiation for Ford.
Southwest Airlines, the only major U.S. airline to be profitable in 1992,
makes a decision as to which of two new cities to open, or to add a
new long-haul route. Provides windows into Southwest's strategy,
operations, marketing, and culture. Learning Objective:
Illustrates how an airline can simultaneously be low-cost leader,
service leader, and profit leader.

Gaining and Sustaining Competitive Advantage
Intel Corp.--1997-2000
Ramon Casadesus-Masanell,
Michael G. Rukstad
Type: HBS case
Pub. Date: 07/13/2006
Product #: 702420
Length: 11p
Teaching Note: N/A
Hambrecht & Quist
Thomas J. DeLong, Nicole
Tempest
Type: HBS case
Pub. Date: 04/15/1998
Product #: 898161
Length: 19p
Teaching Note: 801140
Chapter 9: Tacit Collusion:
Cooperation to Reduce
Competition
Eli Lilly and Co.: Innovation
in Diabetes Care
Clayton M. Christensen
Type: HBS case
Pub. Date: 02/08/1996
Product #: 696077
Length: 16p
Teaching Note: N/A
Case Map for
Barney
3rd Edition
(Prentice Hall, 2007)
Describes Intel's diversification strategy initiated in 1998 by CEO Craig
Barrett. Initially, Barrett's strategy worked well, as market value
reached $510 billion in September 2000. Just three months later,
however, investor pessimism over a slowing economy and recent
problems at Intel resulted in market valuation plummeting by more than
55%. Learning Objective: To analyze the reasons for the drop in
market value.
Hambrecht & Quist (H&Q), an investment bank headquartered in San
Francisco, has a very unique culture relative to its Wall Street
counterparts. Firm members and even competitors describe the culture
as entrepreneurial, team-driven, non-bureaucratic, and change-
oriented. H&Q's unique culture has given it a number of competitive
advantages, including the ability to attract high-quality staff, the ability
to win business among its target group of emerging growth companies,
and the ability to maintain below-average SG&A costs. However,
competition in the investment banking industry is intensifying in 1997-
98 due to an unprecedented wave of mega-mergers between
investment banks and commercial banks. The new combined banking
entities are able to offer customers a broader array of products and
services than H&Q is able to offer, creating a significant amount of
pressure for H&Q to sell to, or merge with, another financial institution
itself. Industry analysts believe it is not a question of whether, but
rather of when H&Q will lose its independence. However, H&Q
management believes that "selling out" would destroy the very culture
that made the firm successful. What action should Dan Case, the CEO
and chairman of H&Q, take to balance the seemingly competing
demands of maintaining the firm's culture and positioning the firm for
future growth?
Abstract
Summarizes Eli Lilly's history of innovation in its business, describing
how the dimensions along which innovations have been made in the
industry have changed. Lilly's innovation strategy has been to pursue
ever higher performance products, while others in the industry have
pursued more convenient products. At the time of the case, Lilly is
contemplating offering services, not just products, to diabetic patients.
Learning Objective: May be used in courses on managing innovation
and managing new product development.
 Case Map for
Barney
Gaining and Sustaining Competitive Advantage
3rd Edition
(Prentice Hall, 2007)

Dogfight over Europe: In April 1986, the Ryan brothers announce that their fledging Irish
Ryanair (A) airline Ryanair will soon commence service between Dublin and
Jan W. Rivkin London. For the first time, Ryanair will face formidable competitors
Type: HBS case such as Aer Lingus and British Airways on a major route. Students are
Pub. Date: 06/12/2000 asked to assess Ryanair's entry and anticipate the response of
Product #: 700115 incumbent carriers. Learning Objective: To analyze the dynamics of
Length: 8p competition. Provides cost and revenue figures to allow students to
Teaching Note: N/A examine the economics of retaliatory pricing in a business with high
fixed costs and low marginal costs.
Judo in Action Contains four short stories about small firms challenging large firms.
Kenneth S. Corts, Debbie Illustrates some of the ideas that have been termed "judo strategy." In
Freier each case, one can argue that the small firm attempts to use the large
Type: HBS case firm's size and incumbency to constrain the large firm and provide an
Pub. Date: 06/09/2003 opportunity for the small firm. The four vignettes are: (1) Softsoap
Product #: 9703454 pioneers the liquid soap market with little competition, at least initially,
Length: 7p from the incumbent bar soap manufacturers; (2) Red Bull creates and
Teaching Note: N/A dominates the energy drink market with little early competition from
incumbent beverage companies; (3) U.K. supermarket chains attempt
to enter the retail gasoline market but trigger an aggressive price
response from the integrated majors; and (4) Freeserve makes large
inroads in the U.K. ISP market against dominant incumbent AOL. Each
occurrence demonstrates ideas considered "judo strategy"--situations
in which small competitors exploit the size and incumbency of a larger
firm to find opportunities to make inroads against the large firm without
effective retaliation or defense (just as, some authors argue, a small
person can throw a large person with judo techniques by using the
larger person's weight and inertia against him). Learning Objective:
Provides a platform for a more abstract conceptual discussion of the
principles of judo strategy.
PART III: CORPORATE STRATEGIES
Chapter 10: Vertical
Abstract
Integration Strategies
Intuit QuickBooks Internet QuickBooks, a successful product with a strong brand and an
Rajiv Lal, Purnima Kochikar 85% share of retail sales, was faced with the challenge of meeting
Type: HBS case market growth expectations in a mature, slowing market segment.
Pub. Date: 11/07/2000 Generating recurring revenues by providing value-added online
Product #: 501054 services that complement the desktop software was viewed as an
Length: 16p attractive solution by QuickBook's management. Intuit now had to
Teaching Note: N/A decide the best way to provide these services--i.e. build them in house
or acquire them through partnerships. In doing so, the company had to
evaluate ways to capture value in the Intuit QuickBooks brand without
damaging it. Teaching purpose: Taught in the first-year marketing
course to bring out the issues related to capturing value.

Gaining and Sustaining Competitive Advantage
Xerox: Book-In-Time
V. Kasturi Rangan
Type: HBS case
Pub. Date: 03/11/1999
Product #: 599119
Length: 18p
Teaching Note: N/A
Starbucks
Mary M. Crossan, Ariff Kachra
Type: Ivey School, UWO case
Pub. Date: 06/18/1998
Product #: 98M006
Length: 28p
Teaching Note: N/A
Quicken
Insurance: The Race to Click
and Close
Lynda M. Applegate
Type: HBS case
Pub. Date: 02/04/2000
Product #: 800295
Length: 28p
Teaching Note: N/A
Chapter 11: Diversification
Strategies
Charlotte Beers at Ogilvy &
Mather Worldwide (A)
Herminia Ibarra, Nicole Sackley
Type: HBS case
Pub. Date: 01/26/1995
Product #: 495031
Length: 18p
Teaching Note: 495033
Case Map for
Barney
3rd Edition
(Prentice Hall, 2007)
Book-In-Time, developed at Xerox, can dramatically reduce the cost of
printing "one" book. Combined with the possibilities of digital content
storage and transmittal, the new technology has vast opportunities.
Xerox needs a commercial plan. The case describes the state of the
book publishing industry and the potential for a new technology.
Learning Objective: To discuss the impact of technology on a
distribution value chain in the book publishing industry.
Starbucks is faced with the issue of how it should leverage its core
competencies against various opportunities for growth, including
introducing its coffee in McDonalds, pursuing further expansion of its
retail operations, and leveraging the brand into other product areas.
The case is written so that students need to first identify where
Starbucks' competencies lie along the value chain, and then assess
how well those competencies can be leveraged across the various
alternatives. Also provides an opportunity for students to assess what
is driving growth in this company. Starbucks has a tremendous
appetite for cash since all its stores are corporate, and investors are
betting that it will be able to continue its phenomenal growth so it
needs to walk a fine line between leveraging its brand to achieve
growth and not eroding it in the process.
ES Technologies started in 1976 as a storefront in Tempe, Arizona
selling personal computer kits to hobbyists. Twenty years later,
revenues exceeded $3.5 billion, and the business had evolved from a
computer store to a master reseller and full-line integrator of
information technology products. At the time of the case, the founder
(who remains as CEO) must decide whether to reinvent the company
yet again to become an online "orchestrator" for the information
technology (IT) industry. Learning Objective: Provides an excellent
look at the value chain, industry dynamics, and evolution of the IT
industry.
Abstract
Examines Beer's actions on assuming leadership of Ogilvy & Mather
Worldwide, the world's sixth largest advertising agency, during a period
of rapid industry change and organizational crisis. Focuses on how
Beers, the first outsider CEO, engages and leads a senior team
through a vision formulation process. Chronicles closely the debates
among senior executives struggling to reconcile creative, strategic, and
global vs. local priorities. Sixteen months later, with a vision statement
agreed upon, Beers faces a series of implementation problems.
Turnaround has begun, but organizational structures and systems are
not yet aligned with the firm's new direction. Concludes as Beers must
decide how to work best with her senior team to achieve alignment in
1994.

Gaining and Sustaining Competitive Advantage
Edward Jones
Michael E. Porter, Gregory C.
Bond
Type: HBS case
Pub. Date: 07/20/1999
Product #: 700009
Length: 23p
Teaching Note: N/A
GE's Two-Decade
Transformation: Jack Welch's
Leadership
Christopher A. Bartlett
Type: HBS case
Pub. Date: 07/20/1999
Product #: 399150
Length: 24p
Teaching Note: N/A
Cultivating Capabilities to
Innovate: Booz.Allen &
Hamilton
Clayton M. Christensen, Bret
Baird
Type: HBS case
Pub. Date: 10/27/1997
Product #: 698027
Length: 11p
Teaching Note: N/A
Chapter 12: Implementing
Corporate Diversification
Microsoft in 2005
David B. Yoffie, Dharmesh M.
Mehta, Rudina I. Seseri
Type: HBS case
Pub. Date: 06/29/2005
Product #: 705505
Length: 29p
Teaching Note: 706467
Case Map for
Barney
3rd Edition
(Prentice Hall, 2007)
Edward Jones is a leading, highly profitable retail brokerage firm with a
unique strategy very different from those of its rivals. The case
describes Jones's activities and allows a rich discussion of its
positioning choices, supporting activities, and tradeoffs. Jones must
cope with a rapidly evolving industry, which, at least on the surface, is
a threat to its strategy. Learning Objective: To discuss strategic
positioning and strategy in changing industries.
GE is faced with Jack Welch's impending retirement and whether
anyone can sustain the blistering pace of change and growth
characteristic of the Welch era. After briefly describing GE's heritage
and Welch's transformation of the company's business portfolio of the
1980s, the case chronicles Welch's revitalization initiatives through the
late 1980s and 1990s. It focuses on six of Welch's major change
programs: The "Software" Initiatives, Globalization, Redefining
Leadership, Stretch Objectives, Service Business Development, and
Six Sigma Quality. Learning Objective: To expose students to GE's
revitalization efforts, including corporate strategy development,
transformational change, management and leadership, and corporate
renewal.
Describes the efforts of the president of Booz.Allen, a major consulting
firm, to understand and improve the way that products, services, and
processes are developed and deployed throughout the firm. Proactive
management of these processes proves very difficult because of the
firm's decentralized decision structure and the firm's cultural
predisposition to listen to its existing customers. Learning Objective:
To consider managing innovation and change, and service
management.
Abstract
Focuses on Microsoft's strategy for sustaining competitive advantage
in the global software industry. Also, explores Microsoft's history and
its current position, as it tries to diversify its product and service
revenue streams. Learning Objective: To learn the strategic aspects
of technology, bundling, and sustainability.

Gaining and Sustaining Competitive Advantage
eBay, Inc.
Stephen P. Bradley, Kelley
Porter
Type: HBS case
Pub. Date: 09/28/1999
Product #: 700007
Length: 32p
Teaching Note: N/A
Novell: World's Largest
Network Software Company
Richard L. Nolan
Type: HBS case
Pub. Date: 09/21/1999
Product #: 300038
Length: 15p
Teaching Note: N/A
Chapter 13: Cooperative
Strategies: Strategic
Alliances
Philips vs. Matsushita: A New
Century, a New Round
Christopher A. Bartlett
Type: HBS case
Pub. Date: 09/21/2001
Product #: 302049
Length: 19p
Teaching Note: 302063
Case Map for
Barney
3rd Edition
(Prentice Hall, 2007)
eBay was the world's largest and most popular person-to-person
trading community on the Internet. In early 1999, the company was
doing very well and seemed to have solved many of its early problems.
However, on March 30, 1999, Amazon.com announced that it was
entering the online auction arena. This powerful firm could prove to be
eBay's strongest competitor to date. Learning Objective: To consider
how eBay should handle this new competition.
After phenomenal growth and market leadership in networking, founder
and CEO Ray Noorda made a frontal assault on Microsoft's core
strengths. In 1994, Noorda spend over $1.5 billion acquiring
companies such as WordPerfect to combat Microsoft Word, products
such as Borland's Quattro Pro to combat Microsoft Excel, and a PC
operating system to combat Microsoft MS-DOS. Novell's stock reached
a high of $35 1/4 in March 1993 before beginning to slide downward as
head-to-head competition with Microsoft was seen as a questionable
strategy. Robert Frankenberg, an executive at Hewlett-Packard
brought in to replace Ray Noorda, reversed course and sold many of
the acquired companies. But time was running out for Novell. Microsoft
had not only already won the head-to-head competition, but had
mounted a counterattack with its NT server product that was fast
eroding Novell's stronghold in Network Operating Systems (NOSs).
Coming from an only 2 percent market share in 1993, by 1997
Microsoft's NT Server operating license unit sales were 997 million
growing at 36 percent, compared to Novell's NetWare server operating
license unit sales of 744 million growing at 13 percent. In early 1997,
Novell's stock price had dropped to $7.
Abstract
Describes the development of the international strategies and
organizations of two major competitors in the global consumer
electronics industry. The history of both companies is traced and their
changing strategic postures and organizational capabilities are
documented. Particular attention is given to the major restructuring
each company is forced to undertake as its competitive position is
eroded. A rewritten version of an earlier case. Learning Objective:
Illustrates how global competitiveness depends on organizational
capability, the difficulty of overcoming deeply embedded administrative
heritage, and the limitations of both classic "multinational" and "global"
models.

Gaining and Sustaining Competitive Advantage
Robert Mondavi: Competitive
Strategy
Michael E. Porter, Gregory C.
Bond
Type: HBS case
Pub. Date: 06/22/1999
Product #: 799125
Length: 23p
Teaching Note: 700084
Euro Disney: The First 100
Days
Gary Loveman, Leonard A.
Schlesinger, Robert T. Anthony
Type: HBS case
Pub. Date: 08/13/1992
Product #: 693013
Length: 23p
Teaching Note: 5693082
The De-Globalization of
Marks & Spencer in 2001, An
Update
Robert A. Burgelman, Philip
Meza
Type: Stanford University case
Pub. Date: 06/19/2001
Product #: SM87
Length: 11p
Teaching Note: N/A
Acer, Inc.: Taiwan's
Rampaging Dragon
Christopher A. Bartlett, Anthony
St. George
Type: HBS case
Pub. Date: 12/30/1998
Product #: 399010
Length: 20p
Teaching Note: 399147
Case Map for
Barney
3rd Edition
(Prentice Hall, 2007)
Describes the competitive situation facing Robert Mondavi, the leading
premium California winery. Mondavi has been an industry innovator
and has recently taken steps to become more international. Mondavi
has to cope with growing domestic competition as well as market share
growth by wineries from Chile and Australia. Learning Objective:
Designed to explore competitive strategy in an evolving industry with a
special focus on international strategy.
The Walt Disney Co. theme parks historically have thrived on the basis
of a formula stressing excellent customer service and a magnificent
physical environment. The formula has proven successful in Japan, as
well as the United States. With the controversial opening of Euro
Disney in France, however, there has become reason to doubt the
international appeal of the formula. The case documents issues
involved with Euro Disney. Examines the transferability of a successful
service concept across international boundaries.
The venerable British retailer Marks & Spencer suffered a series of
setbacks in the late 1990s. The company's performance, which had
been solid for decades, quickly deteriorated, forcing the rapid turnover
of chief executives and many restructurings. Perhaps the largest
change the retailer made was the abandonment of its global expansion
plans, withdrawing from continental Europe and trying to sell off assets
in the United States, including the well-known clothiers Brooks
Brothers. This case examines the changes Marks & Spencer made
between 1998 and 2001, as the company tries to shore up its ailing
core business, U.K. retail, while deciding on an appropriate global
strategy.
Describes the strategic, organizational, and management changes that
led Acer from its 1976 startup to become the world's second-largest
computer manufacturer. Outlines the birth of the company, the painful
"professionalization" of its management, the plunge into losses, and
the transformation under founder Stan Shih's radical "fast food"
business concept and his "client server" organization model, which are
put to the test when a young product manager in Acer America
develops a radically new multimedia home PC with global potential.
Shih must decide whether to give an inexperienced manager in a loss-
generating subsidiary the green light. Learning Objective: To explore
the links between global strategy and structure, to evaluate leadership
of transformational change, and to examine development of global
competitive advantage.

Gaining and Sustaining Competitive Advantage
Chapter 14: Merger and
Acquisition Strategies
Hermes Systems
Michael L. Tushman, Daniel B.
Radov
Type: HBS case
Pub. Date: 12/20/1999
Product #: 400056
Length: 16p
Teaching Note: N/A
Intel Corp.--1997-2000
Ramon Casadesus-Masanell,
Michael G. Rukstad
Type: HBS case
Pub. Date: 11/01/2001
Product #: 702420
Length: 11p
Teaching Note: 5705495
Apple Computer, 2006
David B. Yoffie, Michael Slind
Type: HBS case
Pub. Date: 04/12/2006
Product #: 9706496
Length: 32p
Teaching Note: 706513
Chapter 15: International
Strategies
Strategic Planning at United
Parcel Service
David A. Garvin, Lynne C.
Levesque
Type: HBS case
Pub. Date: 11/16/2005
Product #: 306002
Length: 25p
Teaching Note: 307003
Case Map for
Barney
3rd Edition
(Prentice Hall, 2007)
Abstract
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
include the challenges of managing ambidextrous organizations and
the problems a CEO faces in keeping control of fast growing divisions.
A rewritten version of an earlier case.
Describes Intel's diversification strategy initiated in 1998 by CEO Craig
Barrett. Initially, Barrett's strategy worked well, as market value
reached $510 billion in September 2000. Just three months later,
however, investor pessimism over a slowing economy and recent
problems at Intel resulted in market valuation plummeting by more than
55%. Learning Objective: To analyze the reasons for the drop in
market value
Apple has reaped the benefits of its innovative music player, the iPod.
However, its PC and server business continue to hold small market
share relative to the worldwide computer over the past few years. Will
the iPod lure new users to the Mac? Will Apple be able to produce
another cutting-edge device quickly?
Abstract
In March 2005, CEO Michael Eskew has asked the Corporate Strategy
Group to recommend changes to the strategic process to ensure it
allows United Parcel Service (UPS) to continue to transform itself over
the next several years. Describes the evolution of UPS's strategic
process, with special attention on the company's use of scenario
planning techniques, as well as other critical elements of the process:
the development of the company charter, strategic planning, strategic
decision making, and strategy implementation. Also discusses the
roles of the various players in the process, focusing especially on the
CEO and corporate strategy staff. Learning Objective: To explore the
process of strategic planning in a large, global organization; to discuss
the range of activities involved in planning for the future, from long-
term scenario planning to short-term strategy implementation, their
interplay, and the roles and responsibilities of line and staff; and to look
at the use of scenario planning techniques to stimulate creative
thinking

Gaining and Sustaining Competitive Advantage
Teledesic
Thomas Eisenmann, Doug
Rogers, Dan J. Green
Type: HBS case
Pub. Date: 01/22/2002
Product #: 802154
Length: 51p
Teaching Note: N/A
Sun Microsystems, Inc:
Solaris Strategy
Brian S. Silverman, Mark
Rosenberg
Type: HBS case
Pub. Date: 02/08/2001
Product #: 701058
Length: 17p
Teaching Note: N/A
Strategic Planning at Sun Life
Michael A. Roberto
Type: HBS case
Pub. Date: 04/12/2001
Product #: 301084
Length: 21p
Teaching Note: N/A
Case Map for
Barney
3rd Edition
(Prentice Hall, 2007)
Management of a satellite-delivered broadband data communications
company sets strategy in an uncertain environment, using Michael
Porter's scenario planning tools to assess likely outcomes and
determine which actions to take. This case draws a distinction between
broadband access and backbone providers, examines ISP economics,
and raises questions about how to execute vastly ambitious, risky
strategies. Learning Objective: Teaches students broadband access
and backbone infrastructure terminology and business details,
economics of infrastructure providers on the Internet, and scenario
planning tools.
In the late 1990s, Sun Microsystems' Solaris has emerged as the
dominant UNIX-based alternative to Microsoft for server operating
systems. At the same time, the open source operating system Linux
has appeared unexpectedly, and it is generating significant excitement
among programmers and users. Anil Gadre, vice president and
general manager of Sun's Solaris Operating Environment Group, must
assess the threats and opportunities posed by Linux and by Microsoft
as he and his executive team formulate a strategic plan for Solaris.
Learning Objective: To look at competitive strategy issues that arise
from network externalities and standards battles. Also, to examine
various licensing arrangements such as open source versus more
conventional licensing terms and to consider the implications of these
arrangements for a firm's ability to capture value from its innovation.
Describes the firm's strategic planning activities and focuses on the
challenge of developing processes that enable the firm to improve the
core business as well as processes that foster the creation of
promising new business opportunities. Learning Objective: To teach
students how to design different types of strategy processes to
accomplish different objectives.