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Hikma Pharmaceuticals Governance Journey
by Lynn Sharp Paine Gamze Yucaoglu Suraj SrinivasanThe case opens with Said Darwazah, chairman and CEO of Hikma Pharmaceuticals, the multinational generics company, anticipating the company's 2017 AGM and reflecting on changes made over the previous year to address concerns expressed by proxy advisors and some shareholders about Hikma's reliance on a combined chairman/CEO position, the long tenure of some directors, and the company's approach to executive pay. The case describes Hikma's origins as Jordanian pharma company founded by Darwazah's father in 1978, and traces the evolution of its governance as a private family company, then as publicly-traded company listed on the London Stock Exchange in 2005, and finally as a member of the FTSE 100, beginning in March 2015. Ahead of the 2017 AGM, Darwazah is confident that shareholders will approve changes made to the company's executive incentive plan (EIP) and steps taken to accelerate the turnover of long-serving directors, but he wonders how much longer the company will be able to continue with a combined Chairman/CEO and, more generally, how to marry the high level of governance expected by shareholders with the entrepreneurial spirit that had driven Hikma's growth and development.
Hilarious Lawyer Jokes: An Illustrated Caseload of Jurisprudential Jests
by Steven D. Price Marty BucellaWhat is it about lawyers that has made them the butt of hundreds and hundreds of jokes over the centuries? Whatever the reason, everyone-including lawyers and judges themselves-has had a hearty chuckle over attorney-aimed humor. Hilarious Lawyer Jokes pokes the most fun (and malice) at a profession that has been targeted with humorous jabs for centuries.From this single hilarious source, with full-color illustrations, get your one-liners (Q: How many lawyer jokes are there? A: Only three. The rest are true stories.), your historical and literary quotations (Litigation: A machine that you go into as a pig and come out of as a sausage-Ambrose Bierce: The Devil's Dictionary), and all the lengthier, fun-to-share forensic funnies you can handle, such as:A lawyer was driving his big BMW down the highway, singing to himself, "I love my BMW, I love my BMW." Focusing on his car, not his driving, he smashed into a tree. He miraculously survived, but his car was totaled. "My BMW! My BMW!" he sobbed.A good Samaritan drove by and cried out, "Sir, sir, you're bleeding. And, my god, your left arm is gone!"The lawyer looked down and screamed, "My Rolex! My Rolex!"In summation, you must find Hilarious Lawyer Jokes guilty of disorder in court and sentence all who read this perfect gift for any lawyer, client, judge, law student, or wannabe attorney to many hours of laughter.
Hill Country Snack Foods Co.
by W. Carl Kester Craig StephensonHill Country Snack Foods, located in Austin, Texas, manufactures, markets, and distributes snack foods and frozen treats. The CEO is passionate about maximizing shareholder value and believes in keeping tight control over costs and operating the business as efficiently as possible. The company invests in additional capacity and new products only when attractive, low-risk opportunities are identified and can be funded internally. The firm's culture of risk aversion extends to financing decisions with a clear preference for equity finance over debt finance. The CEO believes a strong balance sheet with large cash balances provides the company with maximum safety and flexibility. Sales growth has been steady but unspectacular. As the CEO approaches retirement, investors and analysts speculate that the company will change to a more aggressive capital structure. Students must analyze the firm's current capital structure, explore three alternatives using debt finance, and determine the optimal debt-to-capital ratio.
Hillside Beach Club: Delivering the Ultimate Family Vacation in the Mediterranean
by Gamze Yucaoglu Rajiv LalIn 2015, having led Hillside Beach Club (HBC) for 21 successful years, Edip Ilkbahar, HBC's founder and CEO, was looking over the plans for a new branch in Cyprus. For over two decades, Ilkbahar's company had enjoyed high occupancy, high guest satisfaction, and high return-visitor rates, not to mention increasing profits from HBC's single location in Fethiye, Turkey. Although branching out had been on the agenda for a couple of years, Ilkbahar was feeling the pressure to recreate HBC's culture in a new location to live up to and even surpass its established success. In parallel, Ilkbahar also needed to make sure that employee motivation at HBC's original Fethiye location did not drop and the employees continued to deliver wholehearted service to live up to HBC's reputation. 2015 certainly looked like it would be a tough year. How could Ilkbahar both try to extend HBC's special formula for success to Cyprus while maintaining high motivation at the Fethiye installation? The case describes the forces that shape the hotel industry's structure, raising the issue of how HBC established itself a sustainable niche for competitive advantage. The case provides the context for the students to identify the design elements underlying HBC's success and helps them explore the link between guest satisfaction and employee training, empowerment, feedback culture, continuous product development as well as social media and marketing. The case challenges the students to ponder what it takes for a company to repeatedly increase customer satisfaction rates and profitability with the same product over the years.
Hilti (A): Fleet Management?
by Ramon Casadesus-Masanell Oliver Gassmann Roman SauerThis case explores the strategic decision-making process of premium power tools manufacturer Hilti in 1999, when the company was considering implementing a fleet management system in the construction industry. Fleet management would involve a shift from selling power tools to leasing them as a service. For Hilti, it represented an entirely new business model, which would substantially differentiate the company from its competitors. While fleet management had the potential to significantly improve the customer experience, Hilti was already a successful firm under its extant model, and had to decide whether the restructuring of its business model was worth the risk.
Hilti Fleet Management (A): Turning a Successful Business Model on Its Head
by Ramon Casadesus-Masanell Oliver Gassmann Roman SauerThis case explores the introduction of fleet management in the construction industry by the premium power tools manufacturer Hilti in 2000. Following its customers' needs, Hilti moved from selling power tools to leasing them as a service. The introduction of the new business model contributed significantly to the success of Hilti, since it sustainably differentiated the company from its competitors. For instance, the adoption of fleet management resulted in customer loyalty levels five times higher than under the dominant business model Hilti had formerly employed, and over-proportioned profit contribution at Hilti. Hilti's Chief Technology Officer described the importance of the innovation as follows: "Hilti developed many very innovative and successful products over the years, but they paled in comparison with the fleet management business model, which was the most important innovation in Hilti's history." All told, Hilti, which had about 22,000 employees and made about 4.5 billion Swiss Francs (or $4.589 billion USD) in sales in 2015, managed 1.5 million tools under fleet management contracts in 40 countries, resulting in a contract value of more than 1.2 billion Swiss Francs (approximately $1.4 billion USD). Case A describes the strategic decision-making process regarding the introduction of fleet management in its early planning stages. Case B (separate) tackles the implementation and scaling process of fleet management over the years and explores current challenges facing the BMI.
Hilti Fleet Management (A): Turning a Successful Business Model on Its Head
by Ramon Casadesus-Masanell Oliver Gassmann Roman SauerThis case explores the introduction of fleet management in the construction industry by the premium power tools manufacturer Hilti in 2000. Following its customers' needs, Hilti moved from selling power tools to leasing them as a service. The introduction of the new business model contributed significantly to the success of Hilti, since it sustainably differentiated the company from its competitors. For instance, the adoption of fleet management resulted in customer loyalty levels five times higher than under the dominant business model Hilti had formerly employed, and over-proportioned profit contribution at Hilti. Hilti's Chief Technology Officer described the importance of the innovation as follows: "Hilti developed many very innovative and successful products over the years, but they paled in comparison with the fleet management business model, which was the most important innovation in Hilti's history." All told, Hilti, which had about 22,000 employees and made about 4.5 billion Swiss Francs (or $4.589 billion USD) in sales in 2015, managed 1.5 million tools under fleet management contracts in 40 countries, resulting in a contract value of more than 1.2 billion Swiss Francs (approximately $1.4 billion USD). Case A describes the strategic decision-making process regarding the introduction of fleet management in its early planning stages. Case B (separate) tackles the implementation and scaling process of fleet management over the years and explores current challenges facing the BMI.
Hilti Fleet Management (B): Towards a New Business Model
by Ramon Casadesus-Masanell Oliver Gassmann Roman SauerThe (B) case tackles the implementation and scaling process of fleet management over the years. Finally, the case explores current challenges facing the BMI.
Hilti Fleet Management (B): Towards a New Business Model
by Ramon Casadesus-Masanell Oliver Gassmann Roman SauerThe (B) case tackles the implementation and scaling process of fleet management over the years. Finally, the case explores current challenges facing the BMI.
Hilton HHonors Worldwide: Loyalty Wars
by John Deighton Stowe ShoemakerHilton Hotels regards the frequent guest program as the industry's most important marketing tool, directing marketing efforts at the heavy user. What is Hilton to do then, when a competitor ups the ante? This case illustrates the economics of frequency marketing in industries with a very distinct "heavy half" to their customer base, and lets students debate what to do when Sheraton and Westin seemingly overdo a good thing.
Hilton Hotels: Brand Differentiation through Customer Relationship Management
by Chekitan S. Dev Lynda M. Applegate Gabriele PiccoliThis case analyzes the Hilton Hotels Corporation's CRM strategy at a key juncture in its history, immediately after the firm has been taken private by Blackstone. The case provides students with a comprehensive history of the evolution and IT enablers of Hilton's CRM Initiative, as well as the proprietary OnQ enterprise system. The case thus offers a rare opportunity to engage in a longitudinal evaluation of the firm's CRM initiative, and to enable students to propose the future evolution of the initiative based on their analysis.
Hilton Manufacturing Co.
by William J. Bruns Jr.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.
Himscorp, Inc.
by William A. Sahlman Michael J. Roberts Laurence E. KatzHimscorp is an industry consolidation of records storage companies providing management and retrieval services of active medical records to healthcare institutions. Kent Dauten, a former general partner at Madison Dearborn Partners with 15 years of venture capital and buyout experience, has personally sponsored the industry consolidation and is considering whether to invest in growth, sell to a strategic buyer, or pursue an initial public offering. This case presents an opportunity to discuss the process of a roll-up and the sources of value creation.
Hindalco: Globalizing Through a Transformational Merger--A Profile of One of India's Pioneering Multinationals
by Nirmalya Kumar Pradipta K. Mohapatra Suj ChandrasekharThe story behind Hindalco's $6 billion acquisition of Novelis is of particular interest because of the firm's boldness. When Hindalco made the bid in 2007, Novelis represented the largest Indian investment in North America and the second-largest overseas investment by an Indian company, behind Tata's purchase of Corus just two weeks earlier. Would this bold move prove an effective way for Hindalco to go global and ensure long-term profitability by merging downstream and upstream operations? This chapter provides a detailed account of how Hindalco became a global Fortune 500 company through its transformational acquisition. This chapter is excerpted from "India's Global Powerhouses: How They Are Taking on the World."
Hindustan Petroleum Corporation Ltd.: Driving Change Through Internal Communication
by Boris Groysberg Michael SlindHindustan Petroleum (HPCL), confronted in 2003 with an urgent need to change how it operated externally, adopted a highly innovative approach to communicating internally. This case, set in 2010, presents an overview of the new, more interactive model of employee communication that HPCL introduced as part of its effort to adapt to increased market competition during the early 21st century. (HPCL, previously a wholly state-owned company within a state-controlled industry, had begun to operate in an increasingly privatized environment.) At the center of the new model was a series of "vision workshops"--structured conversations in which employees at all levels of the company took part in developing strategic and organizational visions for their regional offices, for their business units, and for the company as a whole. The case also discusses HPCL's use of digital technology to enhance employee communication; its leaders' increased emphasis on direct, "one-to-one" interaction with employees; and some of the consequences (both external and internal) of this more conversational model of organizational communication. As of 2010, HPCL was a Fortune Global 500 company, with more than 11,000 employees and with annual revenues of more than $23 billion. The question that company leaders now faced was whether HPCL's novel approaches to communicating with employees were appropriate to its next stage of internal development and external growth.
Hindustan Unilever Limited
by Thomas J. Delong Mona SinhaThis case illustrates HUL's conflict resolution and people development policies using a 'Leading from the middle' example. The story centers around the challenges faced by an HR manager at a factory who must meet organizational objectives, while handling multiple trade unions that are resisting change as well as having conflicts amongst themselves.
Hindustan Unilever's "Pureit" Water Purifier
by V. Kasturi Rangan Mona SinhaThe case asks students to formulate a strategy to respond to various competitive threats to its Pureit Water purifier, launched in 2008, targeted at millions of low-income Indian consumers who did not have access to safe drinking water. The case describes in detail the product development and launch process that required HUL, the $3.5 billion Indian subsidiary, to innovate on many different fronts. It details competitive actions since the launch to set the stage for what the company should do next.
Hindustan Unilever's 'Pureit' Water Purifier
by V. Kasturi Rangan Mona SinhaThe case asks students to formulate a strategy to respond to various competitive threats to its Pureit Water purifier, launched in 2008, targeted at millions of low-income Indian consumers who did not have access to safe drinking water. The case describes in detail the product development and launch process that required HUL, the $3.5 billion Indian subsidiary, to innovate on many different fronts. It details competitive actions since the launch to set the stage for what the company should do next.
Hines Goes to Rio
by Arthur I SegelThe Torre Almirante office tower, Hines' newest project in Rio de Janeiro, was a 36-story, Class AA office tower with an adjoining 420-stall parking structure and a preserved 14-story historic facade. It was completely different from anything that had previously been built in the city. It was also the first time that a developer took the risk of publicly announcing to the Brazilian business community its intention and commitment to complete such a complex real estate project on schedule. It was an impressive and unprecedented enterprise, but at this stage, the project was enmeshed in some operational complications. Several project designs were not yet ready, and discussions among the different companies involved in the development had intensified in the past weeks. Robert A.M. Stern Architects, the New York-based design architect, was debating with Hines about issues ranging from the glass window specifications to the material for the gold leaf lobby ceiling. Pontual Arquitetura, the local production architect, was concerned about the fire protection system. In addition, Racional, the local general contractor, just pointed out a serious problem in the freight elevator shaft that could force Hines to modify substantial parts of the project and, consequently, trigger a new round of required approvals. Includes color exhibits.
Hinter den Nachrichtenbildern: Warum wir unseren Augen nicht (immer) trauen können
by Michael Wegener Mirco LiefkeNachrichtenbilder prägen unsere Vorstellung der Wirklichkeit – doch wie entstehen sie? Dieses Buch nimmt die Stärken und Schwächen des globalen Nachrichtenjournalismus unter die Lupe und geht Fragen nach, die in unserer Informationsgesellschaft von entscheidender Bedeutung sind: Warum sehen wir aus manchen Regionen dieser Welt immer dieselben Nachrichtenbilder - und aus anderen gar keine? Wie arbeiten die großen Bildnachrichtenagenturen und wie bestimmen sie so die Bilder in Sendungen wie „Tagesschau“ und „heute-Nachrichten“? Wie wird in den Redaktionen entschieden, welche Bilder gesendet werden und wie wird geprüft, ob diese auch wirklich authentisch sind? Fragen wie diese beantworten die Autoren vor dem Hintergrund bekannter und weniger bekannter Nachrichtengeschichten. Auf anschauliche und zugleich theoretisch reflektierende Weise vermitteln sie, wie Redaktionen tagtäglich auf Wahrheitssuche gehen und zeigen auf, wie wirtschaftliche und politische Zwänge unser Bild der Welt trüben können.
Hinterland Dreams: The Political Economy of a Midwestern City (American Business, Politics, and Society)
by Eric J. MorserIn the 1840s, La Crosse, Wisconsin, was barely more than a trading post nestled on the banks of the Mississippi River. But by 1900 the sleepy frontier town had become a thriving city. Hinterland Dreams tracks the growth of this community and shows that government institutions and policies were as important as landscapes and urban boosters in determining the small Midwestern city's success. The businessmen and -women of La Crosse worked hard to attract government support during the nineteenth century. Federal, state, and municipal officials passed laws, issued rulings, provided resources, vested aldermen with financial and regulatory power, and created a lasting legal foundation that transformed the city and its economy. As historian Eric J. Morser demonstrates, the development of La Crosse and other small cities linked rural people to the wider world and provided large cities like Chicago with the lumber and other raw materials needed to grow even larger. He emphasizes the role of these municipalities, as well as their relationship to all levels of government, in the life of an industrializing nation.Punctuated with intriguing portraits of La Crosse's early citizens, Hinterland Dreams suggests a new way to understand the Midwest's urban past, one that has its roots in the small but vibrant cities that dotted the landscape. By mapping the richly textured political economy of La Crosse before 1900, the book highlights how the American state provided hinterland Midwesterners with potent tools to build cities and help define their region's history in profound and lasting ways.