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STRATEGY 2015 Articles | Books & Chapters | Cases | Core Curriculum Course Modules | Simulations | Video 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: ABCC at Nanyang Tech University INSEAD Babson College International Institute for Management Development (IMD) Berrett-Koehler Publishers Business Enterprise Trust Business Expert Press Business Horizons California Management Review Crimson Group USA Darden School of Business Design Management Institute European School of Management and Technology (ESMT) Haas School of Business Ivey Publishing Journal of Information Technology Kellogg School of Management McGraw-Hill MIT Sloan Management Review North American Case Research Association (NACRA) Perseus Books Princeton University Press Rotman Magazine Harvard Kennedy School of Government Social Enterprise Knowledge Network Harvard Medical School/Global Health Delivery Stanford Graduate School of Business Thunderbird School of Global Management HEC Montréal Centre for Case Studies Tsinghua University IESE Business School University of Hong Kong Indian Institute of Management Bangalore The Wharton School, University of Pennsylvania Indian School of Business CUSTOMER SERVICE AND TECHNICAL SUPPORT 6 am – 8 pm ET Monday through Friday 9 am – 5 pm ET Saturday and Sunday Customer Service: 1-800-545-7685 (+1-617-783-7600 outside the U.S. and Canada) custserv@hbsp.harvard.edu Technical Support: 1-800-810-8858 (+1-617-783-7700 outside the U.S. and Canada) techhelp@hbsp.harvard.edu NEW! CORE CURRICULUM READINGS IN STRATEGY Core Curriculum Readings in Strategy cover the fundamental concepts, theories, and frameworks that business students must learn. Authored by faculty at Harvard Business School, each Reading is about 20-30 pages long and comes with a Teaching Note, review questions, and exhibit slides. Many also include video clips and Interactive Illustrations. The 10 Strategy Readings below are listed in one potential teaching sequence: Introduction to Strategy Ramon Casadesus-Masanell #8097 Industry Analysis Ramon Casadesus-Masanell #8101 Competitive Advantage Pankaj Ghemawat, Jan W. Rivkin #8105 Sustaining Competitive Advantage Felix Oberholzer-Gee #8109 Available in 2015 Competitive Dynamics Ramon Casadesus-Masanell #8131 Available in 2015 Setting Aspirations: Mission, Vision, and Values Ramon Casadesus-Masanell #8114 Corporate Strategy #8118 Available in 2015 Competing Globally #8123 Available in 2015 Technology Strategy #8127 Available in 2015 Executing Strategy J. Bruce Harreld #8136 ÆÆFind more Core Curriculum Readings at hbsp.harvard.edu/list/corecurriculumstrategy TN Teaching Note Available H B S P. H A R VA R D . E D U 1 CASES 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 Aldi: The Dark Horse Discounter In 2013, Aldi, the world’s 8th-largest retailer, planned to accelerate its U.S. expansion. Aldi was a German-based hard discounter that sold a limited assortment of private-label groceries and household items in bare-bones stores. Despite its presence with 1,200 stores in 32 states, Aldi was still relatively unknown in the U.S. Could it compete with Walmart in Walmart’s home market? TN Harvard Business School #714474 BuzzFeed: The Promise of Native Advertising Founded in 2006, BuzzFeed was built on the premise that it was possible to reliably produce content that would go viral on the Internet. The web site’s rapidly increasing popularity caught the eye of advertisers, who began producing “native advertisements”— ads designed to look and feel like editorial content—for the site. In 2014, amid an explosion of native advertisements and competing content elsewhere on the web, did BuzzFeed have a sustainable competitive advantage? Harvard Business School #714512 Google Inc. in 2014 (Abridged) This case describes Google’s history, business model, governance structure, corporate culture, and processes for managing innovation. The authors review Google’s recent strategic initiatives, explore the threats they pose to competitors, and ask what the company should do next. Harvard Business School #915005 Henry Schein: Doing Well by Doing Good? This case profiles Henry Schein, one of the largest distributors of dental and medical supplies in the world. Students explore whether the firm’s unique “Team Schein” culture serves as a source of sustained competitive advantage. TN Harvard Business School #714450 Hip to Be Square: Disruption in the U.S. Mobile Payment Market Three years after its 2009 founding, Square had several hundred employees and more than $340 million in funding. Square’s success had attracted new entrants into the mobile payments processing space, however, threatening to derail the company’s remarkable trajectory. TN Kellogg School of Management #KEL792 Intuit QuickBooks: From Product to Platform Best known as a provider of business and financial management software products, Intuit embarked on a series of initiatives to transform its QuickBooks product into a multisided platform (MSP). This case explores a variety of key strategy topics related to MSPs. TN Harvard Business School #714433 Mahindra Aerospace: Looking Ahead Mahindra Aerospace was a leader among private sector organizations in India that, in addition to building capacity outside the country, had established manufacturing capacity in India for the aerospace industry. Company leaders needed to examine the prospects of the aerospace industry in India and decide on the organization’s growth strategy. TN Indian Institute of Management-Bangalore #IMB473 2 S T R AT E G Y • 2 0 1 5 Martini Klinik: Prostate Cancer Care Eight years after its founding, Hamburg’s Martini Klinik had become the largest prostate cancer treatment program in the world. Faced with new challenges in 2013, however, the administrators consider how to respond. Harvard Business School #714471 The Monopolistic Power of the NCAA This case examines the relationship between the National Collegiate Athletic Association (NCAA) and its member institutions, with a focus on how power evolves and is administered at an organizational level. Facing antitrust lawsuits, scandals, and a myriad of other issues, the NCAA must choose its path forward very carefully. TN Ivey Publishing #W14102 Moser Baer and OM&T: Choosing a Strategic Partnership Mode Moser Baer India Ltd., an optical storage media manufacturer, must decide whether to pursue a strategic partnership with Optical Media and Technology and what form such a partnership should take: a licensing arrangement, a strategic alliance, or a complete acquisition of the company. TN Indian School of Business #ISB043 Philips-Indal: The Deal from Heaven? (A) This case illustrates how Philips developed a new capability to realize post-acquisition growth synergies. It describes how this capability, called the “Sales Integration Approach,” is implemented during the acquisition integration of Indal, a Spanish lighting company. TN Ivey Publishing #W14092 Punch Up in the Potash Industry (A): Agrium Inc.—The Fertilizer Hits the Fan In July 2013, Russian potash producer Uralkali announced that it would cut ties with a major partner and separate from the Belarusian Potash Company export cartel. The unexpected news shocked the markets and crashed potash stocks around the world. This set of 3 cases looks at the potential competitive strategies of 3 key players in the industry: PotashCorp, Agrium, and BHP Billiton. TN Ivey Publishing #W14107 Red Bull Despite facing giants like Coke, Pepsi, and Budweiser, Red Bull had established itself as the U.S. market leader in energy drinks. By 2008, however, Red Bull’s dominance was challenged as Monster energy drinks surpassed it in volume. This case considers judo strategy both from the perspective of a small player (as Red Bull faces Coke and Pepsi) and as a large player (as Monster challenges market leader Red Bull). Harvard Business School #714401 Sanofi Pasteur: The Dengue Vaccine Dilemma In 2012, Sanofi Pasteur was racing to develop a vaccine against dengue, a mosquito-borne disease. After a Phase IIb trial in Thailand showed surprising results, Guillaume Leroy, vice president of the Dengue Company at Sanofi Pasteur, reflected on the way forward. He had to decide whether to go ahead with the vaccine trials and production and, if so, how to develop a strategic plan to price and deliver the vaccine for a rapid rollout. Harvard Business School #514074 Walmart around the World After reaching the limits of its successful expansion in the U.S. in the early 1990s, Walmart sought growth opportunities in markets abroad. This case describes Walmart’s attempts to replicate its successful U.S. business model in Latin America, Asia, Europe, and Africa. Students reflect on the mixed results of these ventures and examine the company’s location choices, times of entry, and modes of entry. TN Harvard Business School #714431 TN Teaching Note Available H B S P. H A R VA R D . E D U 3 Popular Cases Apple in 2012 After transforming Apple into one of the most profitable companies in the world, CEO Steve Jobs become an innovation legend. Tragically, in 2011 the recently retired Jobs died from cancer. Will Apple continue to thrive without its renowned leader? TN Harvard Business School #712490 Cola Wars Continue: Coke and Pepsi in 2010 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. TN Harvard Business School #711462 “An excellent case for teaching the VRIO model for achieving competitive advantage. Provides excellent example of competition within an oligopoly. Recent developments with PepsiCo make this case particularly relevant.” — Case review from Harvard Business Publishing for Educators web site* Google Inc. This case describes Google’s history, business model, governance structure, corporate culture, and innovation process. After reviewing its recent strategic initiatives and the threats they pose to competitors Yahoo! and Microsoft, students analyze what Google should do next: stay focused on the company’s core competencies or branch into new areas. TN Harvard Business School #910036 “I used this case in an undergraduate, capstone strategy class to illustrate how firms grow from core competencies. The case has lots of rich detail, yet is understandable by undergraduates. Best case of the semester!” — Case review from Harvard Business Publishing for Educators web site* LEGO (A): The Crisis As this case opens, iconic toymaker LEGO stands on the brink of bankruptcy. Jorgen Vig Knudstorp, LEGO’s young and newly appointed CEO, must size up changes in the toy industry, learn from the company’s recent moves, and craft a strategy that will put LEGO back on track. TN Harvard Business School #713478 Philips versus Matsushita: The Competitive Battle Continues This case describes the development of the global strategies and organizations of 2 major competitors in the consumer electronics industry. Over 4 decades, both companies adapt their strategic intent and organizational capability to match and counter the competitive advantage of the other. The case shows how each firm must restructure as its competitive advantage erodes. TN Harvard Business School #910410 “A very detailed case that is both historical and contemporary, and brings out the importance of strategy, structure and their interaction in the context of changing environmental conditions.” — Case review from Harvard Business Publishing for Educators web site* 4 S T R AT E G Y • 2 0 1 5 *Reviews available to Premium Educators Trader Joe’s Trader Joe’s ranks as one of the most successful grocers in the U.S. The company achieved this success with a distinctive small-format strategy as well as a unique culture and approach to human resources. In 2013, however, Trader Joe’s faced several new competitive threats. TN Harvard Business School #714419 Walt Disney Co.: The Entertainment King This case reviews the history of the Disney Company since its founding by Walt Disney in the 1930s. A particular emphasis is placed on the Eisner years as he turns around an underperforming company. The case ends with the company facing the challenge of competing as a broad multimedia entertainment giant rather than a family entertainment firm. TN Harvard Business School #701035 ZARA: Fast Fashion Spanish retailer Inditex has set up a quick-response system for its ZARA chain. 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. TN Harvard Business School #703497 ÆÆFind more cases at hbsp.harvard.edu Multimedia Cases Now available online, multimedia cases put students in the center of business dilemmas by bringing concepts to life with animated charts, audio, and video segments. Premium Educators can see a Free Trial of each case online. 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 The Nehemiah Strategy: Bringing It to Boston Contains both a print case and supplemental media that illustrate the challenge of implementing an affordable housing initiative in Boston. TN #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. This multimedia case is a stand-alone version of the related print case (#703497). TN #703416 ÆÆFind more multimedia cases at hbsp.harvard.edu/list/elearning TN Teaching Note Available H B S P. H A R VA R D . E D U 5 ARTICLES Articles from Harvard Business Review and other renowned journals provide up-to-theminute ideas from the best business thinkers. New Articles Capture More Value Businesses constantly innovate to create new value for customers—but unless they also revisit how they capture value, they might not be adequately compensated for those breakthroughs. This new framework helps managers spot opportunities. Harvard Business Review #R1410F Choosing the Right Customer When companies shy away from choosing a primary customer, they risk being overtaken by competitors with more focused business models. This article proposes a customer-driven strategy that includes 4 steps: identify your primary customer, understand what they value, allocate the necessary resources, and make the control process interactive. Harvard Business Review #R1403B Finding the Value in Social Business New survey results from the MIT Sloan Management Review and Deloitte suggest that companies are starting to derive real value from social business tools. However, that value is most strongly concentrated in companies that have reached a certain level of sophistication in their social business initiatives. MIT Sloan Management Review #SMR485 Four Paths to Business Model Innovation Business model innovation is typically an ad hoc process, lacking any framework for exploring opportunities. As a result, many companies miss out on inexpensive ways to improve their profitability and productivity. This article describes how to transform business model innovation into a continuous, reliable process. Harvard Business Review #R1407H How Smart, Connected Products Are Transforming Competition The changing nature of products is disrupting value chains and forcing companies to rethink nearly everything they do, argue Michael Porter and PTC CEO James Heppelmann. This article provides a framework for developing strategy and achieving competitive advantage in a smart, connected world. Harvard Business Review #R1411C The Limits of Scale Rapid scaling can often be the wrong strategy. Before pursuing large volumes of customers, companies need to understand the mutual attraction and asymmetric attraction between their target customer groups. Harvard Business Review #R1404G Mastering the Intermediaries Intermediaries like Google and Amazon can be expensive for the companies that use them. This article proposes a number of ways in which companies can reduce their dependence on powerful platforms. Harvard Business Review #R1406F Right Up the Middle: How Israeli Firms Go Global Small and midsize companies that want to expand abroad often face a daunting task: finding the sweet spot between multinationals and the smaller players in the foreign markets. The stories of Israeli companies Netafim, Teva Pharmaceutical, and Amdocs illustrate tactics for successfully seizing the middle ground. Harvard Business Review #R1405J 6 S T R AT E G Y • 2 0 1 5 Succeeding in Fast-Growth Markets: Strategies for Smaller Players Global trade has taken off over the past decade, and small and medium-sized businesses are reaping rewards in developing markets. The authors describe 4 political and 4 socioeconomic challenges presented by these markets and describe 5 strategies for surmounting the challenges. Rotman Magazine #ROT231 Turn Your Science into a Business This article identifies 7 intellectual property traps that unwary inventors fall into when developing scientific discoveries and inventions for the commercial market. Drawing on examples encountered in their research of over 1,000 inventions, the authors describe these traps and offer advice on how to avoid them. Harvard Business Review #R1411F What Is the Theory of Your Firm? Managers’ most vexing strategic challenge is not how to win or sustain competitive advantage, but how to keep creating value. In this article, the author offers what is called the corporate theory, which explains how managers can create value by combining a company’s unique resources and capabilities with other assets. Harvard Business Review #R1306D Where to Launch in Africa? (HBR Case Study and Commentary) An ambitious executive is about to leave his employer in order to launch his own Pan-African venture. Should he start up in a rapidly growing but already competitive market, or in a series of smaller, untapped markets? This HBR Case Study includes both the case and expert commentary from Ashish J. Thakkar, founder of Mara Group, and Iqbal Survé, founder and chairman of the Sekunjalo Group. Harvard Business Review #R1407M Why Conglomerates Thrive (Outside the U.S.) Conglomerates are flourishing in emerging markets. The authors, who studied Indian business groups for 5 years, believe that the key to these organizations’ success is their structure. Unlike corporate divisions, a group’s affiliate companies are legally independent, which allows them to raise capital, set strategies, and create incentives more effectively. Harvard Business Review #R1312H 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 Can You Say What Your Strategy Is? Companies with a clear, concise strategy statement often turn out to be industry stars. This article provides a practical guide for crafting an effective strategy statement and includes an in-depth example of how the St. Louis–based brokerage firm Edward Jones developed one that has generated success. Harvard Business Review #R0804E 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 TN Teaching Note Available H B S P. H A R VA R D . E D U 7 Design Thinking As innovation extends to human-centered processes and services as well as products, more companies are moving the design process upstream—and asking designers to create ideas rather than to simply dress them up. This article offers several intriguing examples of design thinking at work. Harvard Business Review #R0806E How Competitive Forces Shape Strategy This update of Michael Porter’s classic article extends his work of strategy formulation and includes new sections that demonstrate how to put the 5-forces analysis into practice. According to Porter, strategy 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 Creating Shared Value Companies can redefine their purpose as creating “shared value”—generating economic value in a way that also produces value for society by addressing its challenges. The authors explain that firms can do this in 3 ways: by reconceiving products and markets, redefining productivity in the value chain, and building supportive industry clusters near their locations. Harvard Business Review #R1101C What Is Strategy? Michael Porter argues that the essence of strategy is choosing a unique and valuable position rooted in systems of activities that are much more difficult to match than operational effectiveness alone. Harvard Business Review #96608 “Michael Porter’s insights are applicable to strategy in fields as disparate as military history, politics, and sports, and are crucial to the understanding of modern business. Truly timeless...” — Review from Harvard Business Publishing for Educators web site* Transient Advantage Achieving a sustainable competitive advantage is nearly impossible in today’s high-velocity business world. Businesses cannot afford to spend months crafting a single long-term strategy; they need a portfolio of multiple transient advantages that can be built quickly and abandoned just as rapidly. Harvard Business Review #R1306C When Marketing Is Strategy Companies’ upstream activities are being commoditized or outsourced, and downstream activities are emerging as the main sources of competitive advantage. To compete effectively, companies must shift their strategy from products to customers. Harvard Business Review #R1312G ÆÆFind more articles at hbsp.harvard.edu 8 S T R AT E G Y • 2 0 1 5 *Reviews available to Premium Educators BOOKS & CHAPTERS Many academic titles from Harvard Business Review Press are now available as eBooks. Each eBook title is available as a PDF and comes with a full-text Educator Copy available to registered Premium Educators on the HBP for Educators web site. Books Aligning Strategy and Sales: The Choices, Systems, and Behaviors that Drive Effective Selling This book addresses the gap between sales efforts and strategy. Author Frank Cespedes shows how sales efforts affect all elements of value creation in a business and explains how such efforts can be tailored to meet a firm’s unique goals. Available as an eBook. Harvard Business Review Press #11964 Big Data at Work: Dispelling the Myths, Uncovering the Opportunities Best-selling author Tom Davenport explains how managers can harness the power of “big data.” The book covers what big data means from a technical, consumer, and management perspective; what its opportunities and costs are; where it can have real business impact; and which aspects of the topic have been oversold. Available as an eBook. Harvard Business Review Press #16574 The Big Pivot: Radically Practical Strategies for a Hotter, Scarcer, and More Open World The mega challenges of climate change, scarcity, and radical transparency are profoundly changing “business as usual.” This book provides 10 crucial strategies for leaders and companies to move boldly forward and win in this new environment. Available as an eBook. Harvard Business Review Press #16554 Creating Business Plans (20-Minute Manager Series) A well-crafted business plan generates enthusiasm for an idea and boosts its odds of success—whether it is a new organizational initiative or an entirely new company. This short book quickly walks students through the basics, teaching them how to (1) present an idea clearly, (2) develop sound financial plans, (3) project risks and rewards, and (4) anticipate and address the audience’s concerns. Available as an eBook. Harvard Business Review Press #16998 The End of Competitive Advantage: How to Keep Your Strategy Moving as Fast as Your Business Columbia Business School professor Rita Gunther McGrath argues that organizations need to forge a new path to winning: capturing opportunities fast, exploiting them decisively, and moving on even before they are exhausted. Available as an eBook. Harvard Business Review Press #10605 The Innovator’s Method: Bringing the Lean Start-up into Your Organization Emerging from lean start-up, design thinking, and agile software development, authors Nathan Furr and Jeff Dyer developed the innovator’s method as an end-to-end process for creating, refining, and bringing ideas to market. Available as an eBook. Harvard Business Review Press #16914 TN Teaching Note Available H B S P. H A R VA R D . E D U 9 Chapters Grow by Focusing on What Matters 2: Introduction to 3-Circle Analysis The book Grow by Focusing on What Matters explains how to build positioning using a “3-circle model” that facilitates speed of understanding and action by focusing attention on the most critical strategy concepts. This chapter provides an overview of the underlying framework that begins with the customer perspective. The authors introduce the basic concepts and several case examples illustrating the principles that underlie the development of effective growth strategy. From Grow by Focusing on What Matters: Competitive Strategy in 3 Circles, Business Expert Press #BEP050 From Score to System: How the Net Promoter Score Grew from a Metric to a Management System The Net Promoter Score (NPS) was created as a way to track customer loyalty, engagement, and enthusiasm. Over time, companies using NPS discovered new methods to expand its impact, transforming it into a management system capable of transforming entire organizations. In this chapter, NPS creator Fred Reichheld and his Bain colleague Rob Markey share the backstory of NPS. From The Ultimate Question 2.0: How Net Promoter Companies Thrive in a Customer-Driven World #8573BC Fundamentals of Global Strategy 4: Global Strategy as Business Model Change This chapter introduces the concept of a business model to define global strategy formulation as changing or adapting a company’s core (domestic) business model to achieve a competitive advantage as it globalizes its operations or presence. From Fundamentals of Global Strategy, Business Expert Press #BEP042 What It Means to Put Analytics to Work: And How Your Organization Can Profit from Becoming More Analytical This chapter provides an overview of what it means to use analytics in a business: the types of questions analytics can answer, when analytics might fall short, how analytics combine art and science, and even how poor analytical decisions contributed to the 2007-2009 financial crisis. From Analytics at Work: Smarter Decisions, Better Results #5734BC ÆÆFind more books and chapters at hbsp.harvard.edu/list/ebooks 10 S T R A T E G Y • 2 0 1 5 *Reviews available to Premium Educators SIMULATIONS 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 Teaching Note. Strategic Innovation: Back Bay Battery V2 In this single-player simulation, students play the role of president at a battery company facing the classic Innovator’s Dilemma. Students must manage R&D investment trade-offs between a profitable technology and a costly innovation. This updated version combines the proven learning objectives and storyline of the original with an updated user experience and enhanced administrative features. Winner of the 2012 International Serious Play Silver Award in Education. Seat Time: 90 minutes TN #7015 “The simulation has been a huge success with students, who stayed focused and engaged for two hours. I have shared the theory with my students for years, but it is the first time that they got the concepts immediately.” — Review from Harvard Business Publishing for Educators web site* NEW! Strategy Simulation: The Balanced Scorecard In this multi-player simulation, students experience the benefits and challenges of using a scorecard to implement strategic initiatives and monitor firm performance. Students work together in small teams to choose a strategy for their company, create a strategy map, develop a balanced scorecard, choose initiatives to implement their strategy, and use feedback from the balanced scorecard to adjust their implementation approach over time. At the conclusion of the simulation, each team’s company will be purchased by a private investor. Ideal for courses in Strategy, Strategy Implementation, and Managerial Accounting. Seat Time: 75 minutes TN #114701 Strategy Simulation: Competitive Dynamics and Wintel In this simulation, students are exposed to the dynamics of cooperation and competition between 2 different businesses. Playing the role of Microsoft or Intel, students determine 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. Seat Time: 75 minutes TN #710802 ÆÆFind more Simulations at hbsp.harvard.edu/list/simulations TN Teaching Note Available H B S P . H A R V A R D . E D U 11 CASE STARTUP KIT The Case Startup Kit recommends cases ideal for teaching as a “first case” for aspiring case teachers, with cases selected for their brevity, ease of use, and teachability. Each case comes with a Teaching Note. Cases for Strategy include: Alibaba’s Taobao (A) #709456 Curled Metal Inc.: Engineered Products Division #709434 Federal Bureau of Investigation, 2009 #710452 Gucci Group in 2009 #709459 Monitor’s Opportunities in India (A) #708482 Netflix #607138 Walmart Update, 2011 #711546 Yamato Transport: Valuing and Pricing Network Services (A) #704475 ÆÆFind more Case Startup Kit cases at hbsp.harvard.edu/list/casestartupstrat COURSE MODULES Course Modules offer a road map to the best teaching materials, with recommendations on how to organize them. Each module suggests 4-6 items plus alternate suggestions. Popular modules in Strategy include: Competitive Advantage Competitive Dynamics Corporate Strategy Industry Analysis ÆÆFind more Course Modules at hbsp.harvard.edu/list/course-module HARVARD MANAGEMENTOR® Delivered entirely online, Harvard ManageMentor is the leading business reference from business experts, featuring 44 self-paced modules that address the full spectrum of management issues. Many modules will also be available in Spanish, Portuguese, Mandarin, and French. Modules in Strategy include: Strategic Thinking #9043 Strategy Execution #9044 ÆÆFind more Harvard ManageMentor modules at hbsp.harvard.edu/list/hmm 12 S T R A T E G Y • 2 0 1 5 TEXTBOOK CASE MAPS Textbook Case Maps match cases to the leading business textbooks on a chapter-bychapter basis. Maps are prepared by experienced editors at Harvard Business Publishing and suggest several cases for each chapter. Barney: Gaining and Sustaining Competitive Advantage (Prentice Hall) Carpenter and Sanders: Strategic Management: Concepts (Prentice Hall) Hitt, Ireland & Hoskisson: Strategic Management (Thomson) Saloner, Shepard & Podolny: Strategic Management (Wiley) Spulber: Management Strategy (McGraw-Hill) Walker: Modern Competitive Strategy (McGraw-Hill) Wheelen & Hunger: Strategic Management and Business Policy (Prentice-Hall) Yip: Total Global Strategy (Prentice Hall) ÆÆFind more Textbook Case Maps at hbsp.harvard.edu/list/textbook-case-maps CUSTOMER SERVICE AND TECHNICAL SUPPORT 6 am – 8 pm ET Monday through Friday 9 am – 5 pm ET Saturday and Sunday Customer Service: 1-800-545-7685 (+1-617-783-7600 outside the U.S. and Canada) custserv@hbsp.harvard.edu Technical Support: 1-800-810-8858 (+1-617-783-7700 outside the U.S. and Canada) techhelp@hbsp.harvard.edu ACADEMIC DISCOUNTS FOR STUDENTS Visit the Harvard Business Publishing for Educators web site for access to course planning tools and student discounts. ACADEMIC PRICE EXECUTIVE EDUCATION Articles $3.95 $6.95 Cases $3.95 $6.95 Core Curriculum $7.95 $15.90 Multimedia Cases $8 $25 $45–$75 $90–$150 $15 $45 Online Courses Simulations Similar discounts apply to all teaching materials at hbsp.harvard.edu. Prices subject to change without notice. Annual contracts for academic institutions are also available which provide additional discounts on course materials. à BUILD A COURSEPACK NOW: hbsp.harvard.edu HERE’S HOW TO SHARE THE DISCOUNT: Register as a Premium Educator at hbsp.harvard.edu. Design and activate a coursepack with content from inside and outside the Harvard Business Publishing catalog. Provide the unique coursepack URL to students. Students receive your academic discount and save up to 60% on course materials. EDUCATORS Get updates from us at Twitter@HarvardBizEdu © 2014 Harvard Business School Publishing. Harvard Business Publishing is an affiliate of Harvard Business School. 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