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Gillette Company (E): Procter & Gamble
Kanter, Rosabeth Moss; Bird, MatthewCase HBS-309033-EAfter arriving in 2001 as the first outsider Chairman and CEO in Gillette history, Jim Kilts had led a remarkable turnaround. But by late 2004 he had to make a difficult decision. To better position the 104-year-old, Boston-based company, he opted to sell it to Cincinnati-based Procter & Gamble. How should Kilts lead the transition?Starting at €5.74
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Piramal e-Swasthya (B): Considering Change, Teaching Note
Kanter, Rosabeth Moss; Kim, Joyce J.Teaching Note HBS-320013-ETeaching note for case 320011.Starting at €0.00
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Gillette Company (A), (B), (C), (D), and (E), Teaching Note
Kanter, Rosabeth Moss; Bird, MatthewTeaching Note HBS-312114-ELeadership and People ManagementTeaching Note for 303032, 303033, 303034, 303035, 309033.Starting at €0.00
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Piramal e-Swasthya (A): Attempting Big Changes for Small Places - in India and Beyond
Kanter, Rosabeth Moss; Bird, MatthewCase HBS-310134-EKnowledge and CommunicationAnand Piramal and his team sought to "democratize healthcare" in India through the development of a new service delivery model. If Henry Ford could build and deliver cars to everyone in the United States, Piramal thought, then why can't India deliver healStarting at €8.20
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Piramal e-Swasthya (C): A New Name, Bigger Scope, and Public-Private Partnerships, Teaching Note
Kanter, Rosabeth Moss; Kim, Joyce J.Teaching Note HBS-320014-EEntrepreneurshipTeaching note for case 320012.Starting at €0.00
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Piramal e-Swasthya (A): Attempting Big Changes for Small Places - in India and Beyond, Teaching Note
Kanter, Rosabeth Moss; Bird, MatthewTeaching Note HBS-311132-ETeaching Note for 311132.Starting at €0.00
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Uber and Stakeholders: Managing a New Way of Riding
Kanter, Rosabeth Moss; Fox, DanielCase HBS-315139-EKnowledge and CommunicationBy 2015, technological innovations-the smartphone and the advanced data connectivity that enabled it-created new opportunities for people to move around cities quickly and conveniently without owning a car, via car-sharing services like Zipcar or new rideStarting at €8.20
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Corona Beer: Ambiguous Brand Association during the Coronavirus Pandemic
Arpita Agnihotri; Saurabh BhattacharyaCase IVEY-9B20A063-EMarketingIn early 2020, during the COVID-19 coronavirus pandemic, Google Trends data revealed a surge in the use of the search terms “Corona beer virus” and “beer virus” by users of the Google search engine. A survey conducted around that time also seemed to suggest that consumers were less likely to buy Corona beer, which led various major media outlets to misrepresent the accuracy of the findings regarding consumer beliefs about the association between ...Starting at €8.20
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Primark Stores Limited: Low-cost Strategy and Sustainability Initiatives
Arpita Agnihotri; Saurabh BhattacharyaCase IVEY-9B20M059-EStrategyPrimark was a low-cost, fast-fashion clothing retailer headquartered in the United Kingdom. The company’s low-priced clothing enticed consumers, but it also attracted criticism for exploitative labor practices in the low-cost economies where Primark’s manufacturing was outsourced. However, Primark believed that it created jobs in low-cost economies, and its low prices were the result of efficient initiatives such as no online presence and limited...Starting at €8.20
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IBM in the 21st Century: The Coming of the Globally Integrated Enterprise
Kanter, Rosabeth MossCase HBS-308105-EMembers of IBM's fifth Integration and Values Team (IVT5) were close to finishing their deliberations. Convened by Sam Palmisano, Chairman and CEO, and sponsored by Jon Iwata, Senior VP of Corporate Communications and Marketing, and John E. Kelly III, Senior VP and Director of Research, the IVT5's focus was on "the global IBMer"-define and develop global leaders; make the "globally integrated enterprise" relevant to all employees through corporat...Starting at €8.20