「新作日本語ケースセット」販売ケース一覧

HBSP 新作日本語ケースセット
2008.01.16
Harvard Business School Publishing オンデマンドサービス
「新作日本語ケースセット」販売ケース一覧
「新作日本語ケースセット」について
Harvard Business School の MBA カリキュラムで私用されているオリジナルケースの和訳版のうち、2007 年 9 月よ
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1/1 ページ
HBSP 新作日本語ケースセット
2007.11.20
Product No. HBSP-1-206-J02
カテゴリ
1980 年のマッシー・ファーガソン
17 ページ
ファイナンス
原題：Massey-Ferguson Ltd.--1980
Japanese Version
Massey Ferguson began fiscal year 1981 in default on $2.5 billion of outstanding debt. The company's future depends on the ability of lenders
the governments of Canada and Ontario
and management
to agree on a refinancing plan. The case reviews Massey's performance and
position in the industry and raises questions about the company's ability to compete in the long run. Provides information on the firm's
claimants in order to focus students on the issues of a refinancing.
Product No. HBSP-1-206-J03
カテゴリ
ガルフ・オイル・コーポレーション―テイクオーバー
11 ページ
ファイナンス
原題：Gulf Oil Corp.--Takeover
Japanese Version
Gulf Oil was pressured into liquidation while under attack by Boone Pickens of Mesa Petroleum Co. Gulf management was unsure whether to
sell out or take the firm private. A suitor
Standard Oil of California
tries to decide how much
if anything
to bid for the privilege of owning
Gulf.
Product No. HBSP-1-105-J06
カッドマン＆シャートレフ
カテゴリ
原題：Codman & Shurtleff
16 ページ
会計管理
Inc.: Planning and Control System
Japanese Version
Detailed description of the planning and control systems in use at Johnson & Johnson. Focuses on the actions of managers in one subsidiary in
revising budget targets. Illustrates intensive strategic planning and financial planning process in a large
decentralized company. Includes
interviews with the president and senior executives concerning benefits of the system. Raises issue of the role of formal control systems in
decentralized organizations.
Product No. HBSP-1-406-J04
カテゴリ
原題：Leading Change
変革を先導する
5 ページ
人的資源管理
Japanese Version
Presents a conceptual framework for understanding the process of leading organizational change. Change leaders must create dissatisfaction
with the status quo
develop a vision of the future state
and manage a process that sequences and orchestrates events and changes in such a
way that internal commitment is developed and resistance reduced. Practical suggestions for developing these conditions for change are
provided.
Product No. HBSP-1-105-J01
カンタル(A)
原題：Kanthal (A)
カテゴリ
11 ページ
会計管理
Japanese Version
Multinational company needs an improved cost system to determine the profitability of individual customer orders. Its strategy is to have
significant sales and profitability growth without adding additional administrative and support people. The new cost system assesses a charge
to each customer order received and an additional surcharge if the item ordered is not normally stocked. The goal is to direct sales resources to
the most profitable customers: those who buy standard products in large predictable quantities with minimal demands on technical resources.
Product No. HBSP-1-105-J02
カンタル(B)
原題：Kanthal (B)
カテゴリ
4 ページ
会計管理
Japanese Version
Describes actions taken by senior management of Kanthal after seeing the results of the newly installed account management system. Designed
as a class handout. A rewritten version of an earlier case by the same author.
Product No. HBSP-1-206-J04
カテゴリ
パイオニア・ペトロリアム・コーポレーション
5 ページ
ファイナンス
原題：Pioneer Petroleum Corp.
Japanese Version
Pioneer is an integrated oil company. Its operations include exploration and development
production
transportation
and marketing. The
case focuses on Pioneer's cost of capital calculations and its choice between a single company-wide cost of capital or divisional costs of capital.
Provides students the opportunity to learn how to calculate a company-wide weighted average cost of capital. An appropriate measure of the
cost of equity capital is presented so that students are able to challenge their understanding of key concepts by critiquing the company's
measure and suggesting their own.
Product No. HBSP-1-105-J07
ヒルトン工業
カテゴリ
原題：Hilton Manufacturing Co.
会計管理
5 ページ
Japanese Version
A professional manager is hired by a small manufacturing company after the president discovers he made poor decisions. One product appears
to be unprofitable
whereas the product sold in highest volume is under competitive price pressure. A crude cost accounting system fails to
reveal appropriate actions to correct problems.
HBSP 新作日本語ケースセット
2007.11.20
Product No. HBSP-1-106-J02
アセア・ブラウン・ボベリ
In 1987
カテゴリ
16 ページ
総合経営
原題：Asea Brown Boveri Japanese Version
two European rivals--Asea AB of Sweden and BBC Brown Boveri Ltd. of Switzerland--merged to form Asea Brown Boveri. The new
company employed 150 000 employees in 850 legal entities operating in 140 countries. The case describes the challenges facing Percy
Barnevik--the organization's leader--and how he resolved those challenges through staffing
alignments
Product No. HBSP-1-607-J14
米国トヨタ自動車
On May 1
communicating priorities
new structural
and information and reporting systems.
カテゴリ
原題：Toyota Motor Manufacturing
1992 Doug Friesen
24 ページ
オペレーションマネジメント
U.S.A.
Inc.
Japanese Version
manager of assembly for Toyota's Georgetown Kentucky
plant
faces a problem with the seats installed in
the plant's sole product--Camrys. A growing number of cars are sitting off-line with defective seats or are missing them entirely. This situation is
one of several causes of recent overtime yet neither the reason for the problem nor a solution is readily apparent. As the plant is an exemplar
of Toyota's famed production system (TPS)
Friesen is determined that
if possible
the situation will be resolved using TPS principles and
tools. Students are asked to suggest what action(s) Friesen should take and to analyze whether Georgetown's current handling of the seat
problem fits within the TPS philosophy.
Product No. HBSP-1-605-J02
カテゴリ
アメリカン・コネクター・カンパニー(B)
2 ページ
Operations management
原題：American Connector Co. (B)
Japanese Version
Presents a plant manager's proposal to improve operations at American Connector Co. The plan attempts to imitate operations at DJC Corp.
successful Japanese competitor. Requires students to consider how changes in manufacturing impact productivity
flexibility
a
and overall
strategy.
Product No. HBSP-1-605-J01
カテゴリ
アメリカン・コネクター・カンパニー(A)
17 ページ
オペレーションマネジメント
原題：American Connector Co. (A)
Japanese Version
American Connector Co. is forced to reexamine operations at its Sunnyvale plant when a Japanese competitor announces plans to build an
"ultimate" plant in the United States. Case examines issues related to benchmarking a competitor's manufacturing capabilities and
productivity. Allows students to compare two companies' manufacturing strategies and their implications for productivity and flexibility.
Product No. HBSP-1-705-J11
シンガポール
カテゴリ
27 ページ
企業と政府
原題：Singapore Japanese Version
Since winning independence in 1965 Singapore achieved some of the world's highest rates of economic growth. A large part of GDP and
employment came from direct investment by multinational companies in low-cost assembly work
but in the 1990s Singapore's rising wage
rates increasingly priced it out of these industries. Could Singapore change itself from an assembler and fabricator of Western-designed parts to
a designer and marketer of desirable products? Lee Kuan Yew
"the father of Singapore " repeatedly had shown an ability to guide the nation
through such transitions. Not only did his successor have no such track record but the next transition might be the hardest yet. Teaching
Purpose: Useful in analysis of economic development strategies
Product No. HBSP-1-605-J04
カテゴリ
サウスウエスト航空会社―1993 年の状況(A)
Southwest Airlines
and consideration of questions of productivity measurement.
原題：Southwest Airlines--1993 (A)
the only major U.S. airline to be profitable in 1992
new long-haul route. Provides windows into Southwest's strategy
airline can simultaneously be low-cost leader
Product No. HBSP-1-607-J09
米国公文教育研究会
13 ページ
サービスマネジメント
service leader
カテゴリ
Japanese Version
makes a decision as to which of two new cities to open
operations
marketing
or to add a
and culture. Teaching Purpose: Illustrates how an
and profit leader.
22 ページ
サービスマネジメント
原題：Kumon Educational Institute USA
Japanese Version
The vice president of operations at Kuman Educational Institute USA is faced with the pressures of transferring a successful Japanese
educational service concept to the United States. Kumon
a for-profit after-school supplementary educative center
specializes in teaching
math to children. A highly successful model in Japan Kumon has yet to be profitable in its 10 years in the United States
though significant
progress has been made in the past 5 years. The founder is not satisfied with the results thus far and wants faster growth. In light of an
upcoming meeting with Japanese headquarters the vice president reviews potential strategies for positioning
marketing
and franchising to
grow Kumon.
Product No. HBSP-1-305-J11
スリーエム―革新する企業の横顔
カテゴリ
原題：3M: Profile of an Innovating Company
Traces the birth and development of 3M Corp.
particular
15 ページ
総合経営
Japanese Version
focusing in particular on the origins of its entrepreneurially-based ability to innovate. In
it highlights the role of CEO William L. McKnight in creating a unique set of values
develop continuous renewal. With the changing environment of the 1980s
policies and structures to nurture and
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.
HBSP 新作日本語ケースセット
2007.11.20
Product No. HBSP-1-205-J01
FPL グループの配当政策(A)
カテゴリ
18 ページ
ファイナンス
原題：Dividend Policy at FPL Group
Inc. (A)
Japanese Version
A Wall Street analyst has just learned that FPL (the holding company for Florida's largest electric utility) may cut its dividend in several days
despite a 47-year streak of consecutive dividend increases. In response to the deregulation of the electric utility industry
FPL has
substantially revised its competitive strategy over the past several years. The analyst must decide whether a change in dividend policy will be a
part of FPL's financial strategy in this deregulated environment. Teaching Purpose: Allows students to examine how firms set and change
dividend policy. Also provides a background for examining why firms pay dividends and whether dividend policy matters.
Product No. HBSP-1-506-J01
カテゴリ
ブラック＆デッカー株式会社(A)：動力工具部門
12 ページ
マーケティング
原題：The Black & Decker Corp. (A): Power Tools Division
Japanese Version
Presents Black & Decker's performance against a Japanese competitor and others in the power tools market. Black & Decker is anxious to
regain its market share leadership in particular segments of the market.
Product No. HBSP-1-405-J05
カテゴリ
ヒューレット・パッカードの人材(B)
8 ページ
人的資源管理
原題：Human Resources at Hewlett-Packard (B)
Japanese Version
Designed as an in-class handout as a source of further discussion of the issues. Must be used with: (1-405-J06) Human Resources at
Hewlett-Packard (A)
Japanese Version.
Product No. HBSP-1-505-J02
カテゴリ
ライド・ローバー・ノース・アメリカ
Charles Hughes
33 ページ
マーケティング
原題：Land Rover North America
president and CEO of Land Rover North America
Inc.
Inc.
Japanese Version
is debating product positioning options for the new Land Rover
Discovery. The positioning decision must consider the role of the Discovery vis-a-vis other vehicles in the LRNA line
weaknesses versus competition
the brand's strengths and
and the positioning of the Land Rover umbrella brand in the U.K. An allocation of marketing funds across
brands and mix elements must also be determined and decisions on the company's innovative retailing strategy and experience marketing
initiatives made. The case contains rich consumer behavior data.
Product No. HBSP-1-207-J11
カテゴリ
32 ページ
ファイナンス
アペックス・インベストメント・パートナース(A)：1995 年 4 月
原題：Apex Investment Partners (A): April 1995
Japanese Version
The partners of Apex Investment Partners are seeking to provide financing for Accessine Technologies a small firm specializing in providing
"One Person One Number" telecommunication services. The negotiation of the terms-and-conditions of the deal
as well as its pricing
prove
challenging.
Product No. HBSP-1-607-J12
カテゴリ
デロイト＆トゥシュ・コンサルティング・グループ
11 ページ
オペレーションマネジメント
原題：Deloitte & Touche Consulting Group
Examines two dilemmas often faced by an operations consultant. First
Japanese Version
the dual responsibility to both client and consulting firm. Second the
management of the often competing pressure to deliver immediate results
at the same time laying the foundation for long-term performance
improvement.
Product No. HBSP-1-307-J06
カテゴリ
マッキンゼー・アンド・カンパニー
21 ページ
総合経営
原題：McKinsey & Co.: Managing Knowledge and Learning
Japanese Version
Describes the development of McKinsey & Co. as a worldwide management consulting firm from 1926 to 1996. In particular
way in which McKinsey has developed structures
systems
processes
and practices to help it develop
transfer
it focuses on the
and disseminate
knowledge among its 3 800 consultants in 69 offices worldwide. Concludes by focusing on three young consultants operating in each dimension
of the firm's organization--the local office
the industry practice
and the firm's competence center. Managing director Rajat Gupta wonders
if the changes he has made are sufficient to maintain the firm's vital knowledge development process.
Product No. HBSP-1-607-J11
バンデレイ・インダストリーズ
カテゴリ
オペレーションマネジメント
原題：Vandelay Industries
Inc.
15 ページ
Japanese Version
An ICS consultant considers issues at the start of a full-scale implementation of SAP software for a large client. The enterprise resource
planning (ERP) software will integrate previously fragmented business processes and so must be supported by the entire client organization.
HBSP 新作日本語ケースセット
2007.11.20
Product No. HBSP-1-207-J10
カテゴリ
21 ページ
ファイナンス
プライベート・エクイティ投資における企業価値評価について
原題：Note on Valuation in Private Equity Settings
This note discusses several ways in which venture-backed firms can be valued
analysis
including comparables
Japanese Version
net present value
decision-tree
and the "venture capital method."
Product No. HBSP-1-306-J03
カテゴリ
テラダイン・オーロラ・プロジェクト
15 ページ
総合経営
原題：Teradyne: The Aurora Project Japanese Version
Three cases deal with the introduction of a new product to Teradyne's line of semiconductor test equipment. Teradyne: Managing Strategic
Change provides historic and administrative background for the other two cases. This case deals with the problems facing the head of a start-up
division responsible for developing and bringing to market a new product based on technology deemed very important to the future but
unattractive to present customers and
therefore the operating divisions. Teradyne: Managing Disruptive Change deals with the same set of
problems from the perspective of corporate management--in particular why the skunk works approach was necessary and what new problems
this approach creates even if the project is successful.
Product No. HBSP-1-405-J01
アズダ(A)
原題：Asda (A)
カテゴリ
15 ページ
組織行動とリーダーシップ
Japanese Version
In the mid-1980s Asda had been one of the most successful retail companies in the United Kingdom. By 1991
had a lack of direction
a demoralized workforce declining profits rising debt
describes the company's downfall and introduces Archie Norman a young
collapsing stock price
the chain of 200 grocery stores
and was facing bankruptcy. This case
highly talented chief executive
hired to restore the company.
Teaching Purpose: Can be used for analysis of strategic focus and organizational effectiveness. May be used with: (1-405-J03) Asda (B)
Japanese Version.
Product No. HBSP-1-405-J03
アズダ(B)
原題：Asda (B)
カテゴリ
23 ページ
組織行動とリーダーシップ
Japanese Version
Describes Archie Norman's efforts over a five-year period to turn around the company by regaining financial control; delivering management;
creating experimental projects where individuals were free to innovate; instituting a back-to-roots strategy that put customers first; and
creating a culture characterized by high involvement of all employees and fast innovation and implementation of new ideas. Teaching Purpose:
Provides an opportunity to analyze change management
with: (1-405-J01) Asda (A)
Product No. HBSP-1-405-J04
アズダ(C)
strategy choices and cultural transformation in a food retail business. May be used
Japanese Version.
原題：Asda (C)
カテゴリ
5 ページ
組織行動とリーダーシップ
Japanese Version
Supplements the (A) case. Must be used with: (1-405-J01) Asda (A)
Japanese Version.
Product No. HBSP-1-105-J04
カテゴリ
シティバンク：業績評価
Performance Evaluation Japanese Version
原題：Citibank:
Citibank has introduced a new
9 ページ
会計管理
comprehensive performance-scorecard system. A regional president struggles with a tough decision: how to
evaluate an outstanding branch manager who has scored poorly on an important customer satisfaction measure. This case provides a scoring
sheet to be completed by the reader and an explanation of the ramifications of the decision for the business's strategy.
Product No. HBSP-1-507-J05
フリーマーケッツ・オンライン
カテゴリ
19 ページ
マーケティング
原題：FreeMarkets OnLine
Japanese Version
Describes the marketing strategy of an entrepreneurial start-up engaged in electronic purchasing for large manufacturers. By creating an
electronic bidding platform the company has been able to cut down procurement costs by about 15%. The case question concerns how this
company should now go to scale.
Product No. HBSP-1-607-J10
フォード自動車：サプライチェーン戦略
カテゴリ
9 ページ
オペレーションマネジメント
原題：Ford Motor Co.: Supply Chain Strategy
Japanese Version
Describes Ford's examination of its supply chain to evaluate whether the company should "virtually integrate" on the Dell Computers model.
HBSP 新作日本語ケースセット
2007.11.20
Product No. HBSP-1-705-J13
カテゴリ
原題：A Hundred-Year War: Coke vs. Pepsi--1890s-1990s Japanese Version
コーク対ペプシの百年戦争(1890 年代～1990 年代)
Through their competitive battle
21 ページ
競争戦略論
Coca-Cola and PepsiCo have created a stable and highly profitable duopoly in the U.S. soft drink industry. As
the domestic industry matured and the cola wars moved to international markets Coke and Pepsi tried to redesign their competitive strategies
as well as the vertical structure of their corporations. A rewritten version of an earlier case by Michael E. Porter and David B. Yoffie.
Product No. HBSP-1-705-J04
デル・コンピュータ
カテゴリ
原題：Matching Dell
32 ページ
競争戦略論
Japanese Version
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
Compaq IBM
Hewlett-Packard
Dell's strategy
and efforts by
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. Teaching Purpose: Designed to be taught in any of several places in an MBA course on competitive
strategy. Permits an especially detailed examination of imitation; illustrates how fit among activities and incompatibilities between competitive
positions can pose particularly high barriers to imitation. Can also be employed to illustrate competitor analysis
structure
the evolution of industry
and relative cost analysis.
Product No. HBSP-1-706-J03
ロバート・モンダヴィの競争戦略
カテゴリ
23 ページ
競争戦略論
原題：Robert Mondavi: Competitive Strategy
Japanese Version
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.
Product No. HBSP-1-706-J01
シンガポール補遺
カテゴリ
原題：Singapore Supplement
5 ページ
企業と政府
Japanese Version
Updates the case. Designed as an in-class handout. A rewritten version of an earlier supplement.
Product No. HBSP-1-406-J01
カテゴリ
SMA―マイクロエレクトロニクス製品事業部(A)
17 ページ
人的資源管理
原題：SMA: Micro-Electronic Products Division (A)
Japanese Version
The Micro-Electronic Products Division of SMA has financial and organizational problems. Conflict and lack of coordination exist between
functional groups. Employees do not have a sense of direction and morale is low. The cause of these problems is found in a change in business
environment followed by change in organization and management. A rewritten version of an earlier case.
Product No. HBSP-1-406-J02
カテゴリ
SMA―マイクロエレクトロニクス製品事業部(B)
14 ページ
人的資源管理
原題：SMA: Micro-Electronic Products Division (B)
Japanese Version
Supplements the (A) case.
Product No. HBSP-1-406-J03
カテゴリ
SMA―マイクロエレクトロニクス製品事業部(C)
5 ページ
人的資源管理
原題：SMA: Micro-Electronic Products Division (C)
Japanese Version
Supplements the (B) case. A rewritten version of an earlier supplement.
Product No. HBSP-1-705-J01
カテゴリ
ヨーローッパをめぐる熾烈な戦い―ライアンエア(A)
8 ページ
競争戦略論
原題：Dogfight over Europe: Ryanair (A)
Japanese Version
In April 1986 the Ryan brothers announce that their fledging Irish airline Ryanair will soon commence service between Dublin and London.
For the first time
Ryanair will face formidable competitors such as Aer Lingus and British Airways on a major route.
HBSP 新作日本語ケースセット
2007.11.20
Product No. HBSP-1-705-J02
カテゴリ
4 ページ
競争戦略論
原題：Dogfight over Europe: Ryanair (B)
ヨーローッパをめぐる熾烈な戦い―ライアンエア(B)
Supplements the (A) case. Must be used with: (1-705-J01) Dogfight over Europe: Ryanair (A)
Product No. HBSP-1-705-J03
カテゴリ
Japanese Version.
21 ページ
競争戦略論
原題：Dogfight over Europe: Ryanair (C)
ヨーローッパをめぐる熾烈な戦い―ライアンエア(C)
Japanese Version
Japanese Version
Presents a follow-up to the (A) and (B) cases. May be used with: (1-705-J01) Dogfight over Europe: Ryanair (A)
Product No. HBSP-1-607-J24
カテゴリ
ディアコニス・グローバー病院(A)
Japanese Version.
21 ページ
オペレーションマネジメント
原題：Deaconess-Glover Hospital (A)
Japanese Version
Chronicles the initial efforts to teach a health care organization to manage itself according to the principles of the Toyota Production System
(TPS). Describes the decision and dilemmas that arose from the implementation experiment. Builds on Bowen and Spear's earlier research in
industrial settings. They found that TPS is an integrated approach to designing
groups of people working collaboratively to produce and deliver goods services
tested the efficacy of the TPS in a nonindustrial setting (i.e.
doing
and improving the work of individual people and of
and information. The Deaconess-Glover Hospital project
health care) and also offered insight into how to convert an organization
managed by its existing management system to one managed by TPS principles. This case provides background on Deaconess-Glover Hospital
and on the TPS teacher
John Kenagy. Describes how Kenagy observed the work at the hospital to understand the system. Given how Kenagy
gathered data and based on what he directly observed
Product No. HBSP-1-305-J01
カテゴリ
リー・アンド・ファン(A)―インターネット問題
what should he recommend to managers about their next step?
21 ページ
経営情報システム
原題：Li & Fung: Internet Issues (A)
Japanese Version
Focuses on the issues facing a Hong Kong-based trading company which links hundreds of factories in India and Asia with major customers
like the GAP and Limited in Europe and in the United States. The company has recently launched a dot-com operation to allow its
extraordinary network of factories in Asia to target much smaller retail chains in Asia and Europe than they were able to do before. Teaching
Purpose: To gain new insight on the possibilities of global logistics.
Product No. HBSP-1-305-J09
カテゴリ
フィリップスと松下電器―新世紀を迎えて
19 ページ
総合経営
原題：Philips vs. Matsushita: A New Century
a New Round
Japanese Version
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.
Product No. HBSP-1-305-J02
カテゴリ
リー・アンド・ファン(B)―インターネット問題
原題：Li & Fung: Internet Issues (B)
Supplements the (A) case. Must be used with: (1-305-J01) Li & Fung: Internet Issues (A)
Product No. HBSP-1-705-J12
AOL タイムワーナー
AOL Time Warner
カテゴリ
原題：AOL Time Warner
Inc.
3 ページ
経営情報システム
Japanese Version
Japanese Version.
競争戦略論
28 ページ
Japanese Version
which has been billed as the "first fully integrated media and communications company of the Internet Century " raises the
fundamental question of how value will be created and captured by the merger of AOL and Time Warner. This case describes just how different
AOL was from Time Warner in strategy
culture
and execution and permits a thorough analysis of how value is proposed to be created
through capturing synergies within the new company. The discussion of synergies is divided into three levels: tactical
strategic
and
transformational. The key question to address is whether a merger of this sort is the most effective way to create value or whether contracting
and other mechanisms is equally good or perhaps superior. A rewritten version of an earlier case.
Product No. HBSP-1-707-J04
アップルコンピュータ 2002 年
In 1980
カテゴリ
競争戦略論
原題：Apple Computer--2002
25 ページ
Japanese Version
Apple was the leader of the personal computer industry
but by 2002 it had suffered heavy losses at the hands of the Wintel camp.
This case examines Apple's strategic moves as the PC industry evolves in the 21st century and poses the question: Can Steve Jobs make Apple
"insanely great" again?
HBSP 新作日本語ケースセット
2007.11.20
Product No. HBSP-1-707-J03
ZARA:ファースト・ファッション
Focuses on Inditex
カテゴリ
32 ページ
競争戦略論
原題：ZARA: Fast Fashion
Japanese Version
an apparel retailer from Spain which has set up an extremely quick response system for its ZARA chain. Instead of
predicting months before a season starts what women will want to wear
ZARA observes what's selling and what's not and continuously adjusts
what it produces and merchandises on that basis. Powered by ZARA's success
most global retailers in the world. But in 2002
Product No. HBSP-1-507-J03
カテゴリ
スターバックス―顧客サービスの提供
Inditex has expanded into 39 countries
making it one of the
it faces important questions concerning its future growth.
19 ページ
マーケティング
原題：Starbucks: Delivering Customer Service
Starbucks the dominant specialty-coffee brand in North America
Japanese Version
must respond to recent market research indicating that the company is not
meeting customer expectations in terms of service. To increase customer satisfaction
the company is debating a plan that would increase the
amount of labor in the stores and theoretically increase speed-of-service. However the impact of the plan (which would cost $40 million
annually) on the company's bottom line is unclear.
Product No. HBSP-1-907-J01
サーコン(A) (要約版)
カテゴリ
原題：Circon (A) (Abridged)
22 ページ
交渉論
Japanese Version
In 1996 U.S. Surgical launched a hostile takeover bid against Circon Corp. CEO Richard Auhll recruited an old HBS friend
George Cloutier
to the Circon board to help him defend the company. Circon's primary defenses include a "poison pill" and a staggered board and lead to the
longest-running takeover battle in U.S. corporate history. This is an abridged version of an earlier case.
Product No. HBSP-1-404-J02
ワールドコムの信頼回復
カテゴリ
25 ページ
組織行動とリーダーシップ
原題：Restoring Trust at WorldCom
Japanese Version
Examines the changes in corporate governance at WorldCom/MCI as proposed by the company's court-appointed corporate monitor Richard
Breeden. Following the largest bankruptcy ever and the downfall of the company
Breeden wrote "Restoring Trust " a report comprised of 78
recommendations for the future governance of the company. Teaching Purpose: To think about how to improve corporate governance at a specific
company.
Product No. HBSP-1-807-J01
中国を美しく：資生堂と中国市場
カテゴリ
27 ページ
競争戦略論
原題：Making China Beautiful: Shiseido and the China Market
Describes the multinational growth of Shiseido
the world's fourth-largest cosmetics company
Japanese Version
with a focus on its strategy in China since 1981.
Explores the challenges facing firms in the globalization of a culturally specific industry such as cosmetics.
Product No. HBSP-1-206-J01
カテゴリ
リストン・メカニックス・コーポレーション
3 ページ
ファイナンス
原題：Liston Mechanics Corp.
Japanese Version
Reviews through a rather simple and straightforward situation the various methods of valuation--free cash flow
capital equity cash flow
adjusted present value
Product No. HBSP-1-607-J08
カテゴリ
フェーズ・ゼロ ―IDEO による新サービス導入(A)
weighted average cost of
multiples etc.
19 ページ
組織行動とリーダーシップ
原題：Phase Zero: Introducing New Services at IDEO (A)
Japanese Version
Focuses on whether world-renowned product design firm IDEO's new customer service fits with the firm's strategic position and organization
capabilities. Over the course of IDEO's 13-year history
an increasing share of revenues are a result of "Phase 0" projects--preliminary strategic
explorations of future product possibilities for various client firms. Describes a specific Phase 0 project in order to explore the challenge of
managing these strategic
intangible services in the context of IDEO's successful history of generating award-winning tangible product
designs. A team at IDEO's Boston office worked with mattress manufacturer Simmons to discover unmet customer needs and identify new
product line opportunities. Describes the challenges and questions facing the Simmons project team as well as critical and operational questions
facing IDEO. Examines these issues through the eyes of the head of the Boston office
Product No. HBSP-1-807-J02
カテゴリ
株式会社 NTT ドコモ：モバイル FeliCa
who wonders how to evaluate Phase 0 projects.
20 ページ
競争戦略論
原題：NTT DoCoMo Inc.: Mobile Felica
Managers of DoCoMo Japan's largest mobile phone company
Japanese Version
are formulating a strategy for mobile FeliCa: contactless integrated circuits
that will be built into DoCoMo phones allowing them to be used for quick and convenient retail or commuter fare payments
building entry
airline boarding passes and other applications. DoCoMo's managers must determine how best to profit from mobile FeliCa. The options
which are not mutually exclusive
include: increasing mobile phone subscriber acquisition and retention rates by offering "sticky" differentiated
new services; extracting monopoly rents from a joint venture (with Sony
FeliCa's inventor) that will license FeliCa technology to other mobile
phone companies and application providers; and profiting from eMoney (retail payments) either through partnerships with incumbent financial
services firms or by offering payment services directly.
HBSP 新作日本語ケースセット
2007.11.20
Product No. HBSP-1-807-J08
メルクの葛藤と改革
カテゴリ
原題：Merck: Conflict and Change
26 ページ
組織行動とリーダーシップ
Japanese Version
Tracks Merck's efforts to adapt to changes in the pharmaceutical industry. Key challenges include adapting Merck's internally focused
science-led culture to a more open environment
where marketing performance has become increasingly important. Examines Merck's efforts
to adapt to the external changes without compromising its internal values and capability architecture.
Product No. HBSP-1-607-J20
カテゴリ
グラクソ・スミスクライン医療品探索の再編成(A)
20 ページ
オペレーションマネジメント
原題：GlaxoSmithKline: Reorganizing Drug Discovery (A)
Japanese Version
Describes the reorganization of drug discovery at GlaxoSmithKline (GSK) following the formation of GSK from the merger of Glaxo Wellcome
and SmithKline Beecham. This reorganization placed nearly 2 000 research scientists into six centers of excellence in drug discovery (CEDD).
Each CEDD focused on a small set of therapeutic areas and possessed decision rights over the progression of pharmaceutical compounds
through the early stages of development. Describes the proposed structure for the CEDDs and their relationship to remaining centralized
departments within GSK's R&D organization. Addresses issues about the benefits of focus vs. diversification in R&D
vs. coordinated decision making
the role of decentralized
and the importance of alignment between the structural and infrastructural (e.g. performance incentives)
aspects of an operating model. Using the empirical context of mergers in the pharmaceutical industry
the case allows students to build broader
insights about the interaction between organizational form and operating performance.
Product No. HBSP-1-307-J01
カテゴリ
スミダコーポレーションのガバナンス
25 ページ
総合経営
原題：Governing Sumida Corp. Japanese Version
Describes the corporate governance changes adopted by Japan's Sumida Corp. between 1999 and 2005 setting them in the context of changes
in Japan's commercial code during this period. Sumida was the first Japanese company to adopt a new U.S.-inspired "committee system" of
governance as permitted under legal changes that took effect in 2003. Board members must assess the company's governance system and decide
whether further changes are needed.
Product No. HBSP-1-307-J04
カテゴリ
GE の成長戦略―イメルトの施策
Follows the actions of GE CEO
environment. In four years
原題：GE's Growth Strategy: The Immelt Initiative
Jeff Immelt
20 ページ
競争戦略論
Japanese Version
as he implements a growth strategy for the $150 billion company in a tough business
develops a commercial focus
pushes developing
countries and backs "unstoppable trends" to realign GE's business portfolio around growth platforms. At the same time
he reorganizes the
company
he reinvigorates GE's technology
expands its services
promotes "growth leaders" into top roles and reorients the culture around innovation and risk taking. Finally
in 2006
signs of growth but wonders whether it is sustainable.
Product No. HBSP-1-507-J02
NOK 株式会社(A)
カテゴリ
マーケティング
21 ページ
原題：NOK (A) Japanese Version
Highlights issues that a multidivision firm faces as it moves from managing products for profit to managing customers for profit.
he sees

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