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:

ƒƒ ABCC at Nanyang Tech University ƒƒ INSEAD

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ƒƒ Berrett-Koehler Publishers
ƒƒ Business Enterprise Trust
ƒƒ Business Expert Press
ƒƒ Business Horizons
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ƒƒ European School of Management and
Technology (ESMT)
ƒƒ Haas School of Business
ƒƒ Harvard Kennedy School of Government
ƒƒ Harvard Medical School/Global Health
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ƒƒ HEC Montréal Centre for Case Studies
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ƒƒ Indian School of Business
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Development (IMD)
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ƒƒ Journal of Information Technology
ƒƒ Kellogg School of Management
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ƒƒ MIT Sloan Management Review
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(NACRA)
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 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:

ƒƒIntroduction to Strategy Ramon Casadesus-Masanell #8097

ƒƒIndustry Analysis Ramon Casadesus-Masanell #8101
ƒƒCompetitive Advantage Pankaj Ghemawat, Jan W. Rivkin #8105
ƒƒSustaining Competitive Advantage Felix Oberholzer-Gee #8109 Available in 2015
ƒƒCompetitive Dynamics Ramon Casadesus-Masanell #8131 Available in 2015
ƒƒSetting Aspirations: Mission, Vision, and Values Ramon Casadesus-Masanell #8114
ƒƒCorporate Strategy #8118 Available in 2015
ƒƒCompeting Globally #8123 Available in 2015
ƒƒTechnology Strategy #8127 Available in 2015
ƒƒExecuting 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-the-
minute 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

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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 socio-
economic 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:

ƒƒAlibaba’s Taobao (A) #709456

ƒƒCurled Metal Inc.: Engineered Products Division #709434
ƒƒFederal Bureau of Investigation, 2009 #710452
ƒƒGucci Group in 2009 #709459
ƒƒMonitor’s Opportunities in India (A) #708482
ƒƒNetflix #607138
ƒƒWalmart Update, 2011 #711546
ƒƒYamato 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:

ƒƒCompetitive Advantage
ƒƒCompetitive Dynamics
ƒƒCorporate Strategy
ƒƒIndustry 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:

ƒƒStrategic Thinking #9043

ƒƒStrategy 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-by-
chapter basis. Maps are prepared by experienced editors at Harvard Business Publishing
and suggest several cases for each chapter.

ƒƒBarney: Gaining and Sustaining Competitive Advantage (Prentice Hall)

ƒƒCarpenter and Sanders: Strategic Management: Concepts (Prentice Hall)
ƒƒHitt, Ireland & Hoskisson: Strategic Management (Thomson)
ƒƒSaloner, Shepard & Podolny: Strategic Management (Wiley)
ƒƒSpulber: Management Strategy (McGraw-Hill)
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