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Clover (A) - (B) - Teaching note
Leslie, M; Speiser, M; Makinen, JTeaching Note SGSB-SM283TN-EStrategyClover Network’s founders didn’t see the curveball coming at the end of 2012. The two-year-old start-up had just nine employees. It had dumped its first business idea, pivoted from its second, and was working hard on a new product: a tablet-based cash register with built-in credit card processing. Large credit card payment processing companies had started noticing Clover and one had just agreed to pre-order $2 million of Clover hardware. It wa...Starting at €0.00
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Clover (A)
Leslie, M; Speiser, M; Makinen, JCase SGSB-SM283A-EStrategyClover Network’s founders didn’t see the curveball coming at the end of 2012. The two-year-old start-up had just nine employees. It had dumped its first business idea, pivoted from its second, and was working hard on a new product: a tablet-based cash register with built-in credit card processing. Large credit card payment processing companies had started noticing Clover and one had just agreed to pre-order $2 million of Clover hardware. It wa...Starting at €8.20
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Clover (B)
Leslie, M; Speiser, M; Makinen, JCase SGSB-SM283B-EStrategyClover Network’s founders didn’t see the curveball coming at the end of 2012. The two-year-old start-up had just nine employees. It had dumped its first business idea, pivoted from its second, and was working hard on a new product: a tablet-based cash register with built-in credit card processing. Large credit card payment processing companies had started noticing Clover and one had just agreed to pre-order $2 million of Clover hardware. It wa...Starting at €5.74
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Finding the Right Path
Capron, Laurence; Mitchell, WillArticle HBS-R1007J-EStrategyExecuting a new strategy nearly always requires new resources and capabilities-and most firms seek them out the wrong way. In a 10-year study of 162 telecom companies, the authors found that organizations deploying all the methods available to them outperform those that stick with a narrow approach. Yet most firms doggedly pursue one chief method, whether it's developing what they've already got internally, entering into contracts with providers,...Starting at €8.20
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Introduction: Two Funerals and a Wedding--Why Growth Efforts Fail, and How to Do Them Right
Capron, Laurence; Mitchell, WillBook Chapter HBS-9496BC-EThe introduction to "Build, Borrow, or Buy: Solving the Growth Dilemma" explains that firms' growth efforts often fail because their leaders make the wrong choices about how to obtain the necessary new resources. It presents the build-borrow-buy "resource pathways framework" as a solution and includes a glossary of key terms used throughout the book. *About the book:* How should you grow your organization? It's one of the most challenging questio...Starting at €8.20
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When to Build: Internal Development Versus External Sourcing--Obtaining Targeted Resources for Business Growth
Capron, Laurence; Mitchell, WillBook Chapter HBS-9498BC-EChapter 2 of "Build, Borrow, or Buy: Solving the Growth Dilemma" helps you choose whether to develop new resources internally, within your own organization, or obtain them externally. The chapter includes an assessment that will help you determine how relevant your present internal resources are to the capability your company needs to build, and whether your choice of a pathway is consistent with the nature of these present resources. *About the ...Starting at €8.20
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Realigning Your Resource Portfolio: Staying Competitive with the Resource Pathways Framework
Capron, Laurence; Mitchell, WillBook Chapter HBS-9506BC-EChapter 6 of "Build, Borrow, or Buy: Solving the Growth Dilemma" shows you how to use the "resource pathways framework" to continuously realign your organization's portfolio, shifting some resources into more value-creating activities, revitalizing others by combining them with new resources, and completely divesting those that no longer add value. Using the framework as an ongoing portfolio management activity can help keep your firm focused and...Starting at €8.20
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When to Buy: Acquisition Versus Alternatives--Obtaining Targeted Resources for Business Growth
Capron, Laurence; Mitchell, WillBook Chapter HBS-9505BC-EChapter 5 of "Build, Borrow, or Buy: Solving the Growth Dilemma" helps you determine if a full-scale acquisition is an appropriate way to obtain new resources for your organization. The chapter includes an example from Johnson & Johnson that shows how acquisitions can be successfully integrated with internal development. It concludes with an assessment tool that guides you through key questions about governance and integration of the target firm-...Starting at €8.20
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The Resource Pathways Framework: Solving the "Build, Borrow, or Buy" Growth Dilemma
Capron, Laurence; Mitchell, WillBook Chapter HBS-9497BC-EKnowledge and CommunicationChapter 1 of "Build, Borrow, or Buy: Solving the Growth Dilemma" lays out a "resource pathways framework" that helps leaders decide whether to build (innovate internally), borrow (enter into contracts, alliances, or joint ventures), or buy (merge or acquire) when they need to obtain new resources for growth. In addition to contrasting two strategies--one successful, one not--used by Compaq and HP, the authors reveal how the framework applies to d...Starting at €8.20
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When to Borrow via Contract: Basic Contract Versus Alliance--Obtaining Targeted Resources for Business Growth
Capron, Laurence; Mitchell, WillBook Chapter HBS-9499BC-EChapter 3 of "Build, Borrow, or Buy: Solving the Growth Dilemma" explores whether you should obtain targeted resources via basic contracts or consider more complex arrangements, such as alliances and acquisitions. An example from pharmaceutical giant Merck illustrates the use of licenses as a means of developing products beyond a firm's existing technical base. An assessment tool at the end of the chapter will help ensure that you are looking for...Starting at €8.20