Case Studies: Innovation

  • Nolej Studios: Growing a Creativity- Based Company Photo

    Nolej Studios: Growing a Creativity- Based Company

    Ashley Martin T'08
    Length: 27 pages
    Publication date: 2008
    Case#: 6-0028

    Nolej focuses on providing dynamic websites, brand identities, and unique interactive demos primarily for clients targeting a young adult, urban, hip demographic. The company develops cross-platform marketing and advertising that engages the audience and generates visibility for their clients' products and services. When a new client approached Nolej for help in developing and marketing a new product for the toy industry -- a product area new to the company -- Crawford knew that taking on this potentially lucrative project would push the company out of its comfort zone. Saying "yes" meant the company would have to quickly expand its creative team by outsourcing tasks and integrating technical vendors. 

    Preview copy in PDF format (563K)

    Topics: Innovation, Marketing

    Industry: Advertising

    Request Teaching Note (if available), for professors only | Order a Copy of this Case Study

  • Biogen-Idec: Growing a Customer-Focused Supply Chain Photo

    Biogen-Idec: Growing a Customer-Focused Supply Chain

    M. Eric Johnson, Julia Kidd Winterson T'04
    Length: 19 pages
    Publication date: 2005
    Case#: 6-0022

    Biogen CEO Jim Mullen was taking the biotech firm from a research-focused business model to a more customer-centric enterprise. This case looks at his plan for a significant IT investment in a new customer relationship management (CRM) system to support more patient interaction in the company's call center, improve the flow of medication to patients, and provide better access to account information for its increasingly international and mobile sales force.

    Preview copy in PDF format (536K)

    Topics: Innovation, Marketing, Supply Chain

    Industry: Biotechnology

    Request Teaching Note (if available), for professors only | Order a Copy of this Case Study

  • Victoria’s Secret Photo

    Victoria’s Secret

    Kathleen L. Biro Theodore Durbin T'02
    Length: 11 pages
    Publication date: 2004
    Case#: 6-0014

    Amid some of the toughest retail conditions in years, Victoria's Secret announced a gain of 9% in first half-year 2002 sales and 30% in operating income. However, market growth was slowing down: profit margins for the VS's Direct division, which focused on catalogues and the Internet sales, had been declining over the past several years.

    Preview copy in PDF format (1184K)

    Topics: Innovation, Marketing

    Industry: Apparel

    Request Teaching Note (if available), for professors only | Order a Copy of this Case Study

  • Hasbro Interactive Photo

    Hasbro Interactive

    Chris Trimble
    Length: 16 pages
    Publication date: 2004
    Case#: 2-0021

    In the mid 1990s, Hasbro created Hasbro Interactive, a new business unit chartered to develop video games for PCs and other gaming systems based on Hasbro's many toy and game brands. After a few successful years, ambitions for Hasbro Interactive escalated dramatically. Would all games in the future be interactive?

    in PDF format

    Topics: Innovation, Marketing

    Industry: Toys/Video Games

    Request Teaching Note (if available), for professors only | Order a Copy of this Case Study

  • McGraw Hill: GradeSummit Photo

    McGraw Hill: GradeSummit

    Yiorgos BakamitsosEvelyn Hsia T'02, Hans Brechbühl
    Length: 30 pages
    Publication date: 2003
    Case#: 6-0018

    This case outlines the interesting challenges McGraw Hill faced in launching an online testing and assessment product for higher education. It offers the opportunity for in-depth discussion on new product development, product/service bundling, channel management, and value networks.

    Preview copy in PDF format (456K)

    Topics: Innovation, Marketing, Services

    Industry: Publishing

    Request Teaching Note (if available), for professors only | Order a Copy of this Case Study

  • Garden.com - At the End of the Runway Photo

    Garden.com - At the End of the Runway

    M. Eric Johnson
    Length: 25 pages
    Publication date: 2002
    Case#: 6-0017

    In the etailing gold rush of 1999, Garden.com was celebrated by both the dot.com media and the traditional business press as the quintessential virtual supply chain. INC magazine called Garden the "Perfect Internet Business." Yet by early 2001, Bill Pond, Director of Product Management found himself laying off his last employee and shipping his last order. 

    Preview copy in PDF format (847K)

    Topics: Innovation, Product Development, Supply Chain

    Industry: Garden Supply

    Request Teaching Note (if available), for professors only | Order a Copy of this Case Study

  • Microsoft’s Xbox Gamble Photo

    Microsoft’s Xbox Gamble

    John Greco T'02, under the supervision of Visiting Professor Melissa M. Appleyard
    Length: 24 pages
    Publication date: 2002
    Case#: 6-0011

    In 2001, Microsoft released its first Xbox console, going head to head with the latest from Nintendo and Sony. Would the market accept the new platform that offered higher performance, but at a higher price than the competition? Could the market support three players? How would the gaming market evolve over time, and would it accommodate a broader strategy that extended beyond video games? 

    Preview copy in PDF format (270K)

    Topics: Innovation, Strategy

    Industry: Toys/Video Games

    Request Teaching Note (if available), for professors only | Order a Copy of this Case Study

  • AT&T Comcast Corporation: Making Good on the Broadband Promise? Photo

    AT&T Comcast Corporation: Making Good on the Broadband Promise?

    Kate Thunnissen T'02, under the supervision of Visiting Professor Melissa M. Appleyard
    Length: 18 pages
    Publication date: 2002
    Case#: 6-0012

    On December 19, 2001, AT&T's Board of Directors unanimously approved Comcast's bid for AT&T Broadband. AT&T's strategy to offer telephone and cable through "one-stop shopping" had been deemed a dismal failure by many analysts. Would Comcast be any more successful capitalizing on the broadband assets that AT&T had amassed?

    Preview copy in PDF format (243K)

    Topics: Innovation

    Industry: Communications

    Request Teaching Note (if available), for professors only | Order a Copy of this Case Study

  • Video On Demand (VOD): A Killer App or “Too Little, Too Late”? Photo

    Video On Demand (VOD): A Killer App or “Too Little, Too Late”?

    Ed Ludwigson T'02, under the supervision of Visiting Professor Melissa M. Appleyard
    Length: 7 pages
    Publication date: 2002
    Case#: 6-0013

    In the early 1990s, cable providers envisioned Video on Demand offering consumers access to hundreds of movie titles just a few clicks away on the remote. However, the cost of building the infrastructure coupled with the cost of upgrading the cable networks, had proved too expensive to support VOD as a stand-alone service. Over the past eight years, cable companies have invested over $45 billion to upgrade to broadband hybrid fiber/coaxial (HFC) systems, and VOD has once again emerged as a promising source of growth for cable operators.

    Preview copy in PDF format (84K)

    Topics: Innovation

    Industry: Entertainment

    Request Teaching Note (if available), for professors only | Order a Copy of this Case Study

  • Agile Software - I Want My WebTV! Photo

    Agile Software - I Want My WebTV!

    M. Eric Johnson, Hau Lee
    Length: 16 pages
    Publication date: 2002
    Case#: 1-0074

    Preview: Carol Schrader shifted in her chair, trying to focus on the conversation bouncing around the room. It wasn’t that she was uninterested in the topic. The group was debating the strategic direction of the firm’s software products. But like a jeep caught in the deep ruts of a muddy road, her thoughts kept falling back to the week’s stock market headlines. August of 1999 had not been a kind month for NASDAQ initial stock offerings. In fact, the whole summer was beginning to feel like a downward spiral. The worst headline had appeared that morning on the front page of the Wall Street Journal, “For Net-IPO Party, the Balloons Begin to Pop.”

    Preview copy in PDF format (330K)

    Topics: Innovation, Supply Chain

    Industry: Computer

    Request Teaching Note (if available), for professors only | Order a Copy of this Case Study

  • NTT DoCoMo in the 3G Wilderness Photo

    NTT DoCoMo in the 3G Wilderness

    Evelyn Hsia T'02, Kanichiro Kato T'02, under the supervision of Visiting Professor Melissa M. Appleyard
    Length: 8 pages
    Publication date: 2002
    Case#: 6-0010

    When NTT DoCoMo launched its third generation (3G) wireless mobile communication network in 2001, it was well ahead of potential 3G rivals in Europe and the US. However, was there a trade-off between cultivating a first-mover advantage and investing too far ahead of the curve? Would shouldering the costs of early deployment, experimentation, and content development in the short term hurt DoCoMo's chances for leadership internationally over the long term?

    Preview copy in PDF format (152K)

    Topics: Innovation

    Industry: Communications

    Request Teaching Note (if available), for professors only | Order a Copy of this Case Study

  • New York Times Digital Photo

    New York Times Digital

    Chris Trimble
    Length: 21 Pages
    Publication date: 2002
    Case#: 2-0006

    In 1995, the New York Times, launched New York Times Digital, a new venture dedicated to building a profitable business focused on distributing news context in multimedia format online. In implementing the venture, the company created a unit that was quite distinct organizationally. Many challenges followed. 

    in pdf format

    Topics: Innovation, Marketing, Product Development

    Industry: Media

    Request Teaching Note (if available), for professors only | Order a Copy of this Case Study

  • Groove Networks: Making P2P a Reality Photo

    Groove Networks: Making P2P a Reality

    Ed Ludwigson T'02, under the supervision of Visiting Professor Melissa M. Appleyard
    Length: 7 pages
    Publication date: 2002
    Case#: 6-0008

    Is P2P the future of collaboration in the workplace? Groove Networks certainly believes so, as do backers Accel Partners, Intel Capital, and most recently Microsoft. But will the Microsoft relationship launch Groove on to the desktops of millions or see Groove subsumed within the Redmond software giant? Will Groove's future exist solely as a project collaboration tool or will it create a completely new platform for P2P computing?

    Preview copy in PDF format (193K)

    Topics: Innovation, Marketing

    Industry: Communications

    Request Teaching Note (if available), for professors only | Order a Copy of this Case Study

  • Technology Note: Internetworking Products

    Philip Anderson, Vijay Govindarajan, Chris Trimble, Katrina Veerman T'01
    Length: 8 pages
    Publication date: 2001
    Case#: 1-0005

    Intended as background reading for students unfamiliar with internetworking products and markets, this Technology Note can be used alongside the two Cisco Systems cases described below.

    Preview copy in PDF format (48K)

    Topics: Innovation

    Industry: Network Hardware

    Request Teaching Note (if available), for professors only | Order a Copy of this Case Study

  • Cisco Systems (A): Evolution to e-Business Photo

    Cisco Systems (A): Evolution to e-Business

    Philip Anderson, Vijay Govindarajan, Chris Trimble, Katrina Veerman T'01
    Length: 25 pages
    Publication date: 2001
    Case#: 1-0001

    Cisco Systems prides itself as an "end-to-end networking company." The phrase describes not only their product line but the way they run their business. They created many of the e-business practices that later became cornerstones of the software packages used throughout industry to make businesses more efficient. This case reviews their accomplishments and their method.

    Preview copy in PDF format (277K)

    Topics: Information Technology, Innovation, Product Development, Services

    Industry: Network Hardware

    Request Teaching Note (if available), for professors only | Order a Copy of this Case Study

  • Cisco Systems (B): Maintaining an Edge in e-Business Photo

    Cisco Systems (B): Maintaining an Edge in e-Business

    Philip Anderson, Vijay Govindarajan, Chris Trimble, Katrina Veerman T'01
    Length: 6 pages
    Publication date: 2001
    Case#: 1-0002

    As of March 2001, Cisco Systems enjoys a reputation as the most sophisticated e-business in the world. For its executives, the question of how to maintain this leadership position is paramount. Funding mechanisms, organizational models, and measures of successful innovation are just some of the issues that become increasingly complex as Cisco grows.

    Topics: Information Technology, Innovation, Product Development

    Industry: Network Hardware

    Request Teaching Note (if available), for professors only | Order a Copy of this Case Study

  • Simon & Schuster Photo

    Simon & Schuster

    Richard A. D'Aveni, Fred Wainwright T'02
    Length: 48 pages
    Publication date: 2001
    Case#: 6-0004

    In July of 2000, Simon & Schuster (S&S), one of the world's preeminent publishers of consumer books, agreed to a long-term strategic alliance with Lightning Source, a digital fulfillment service owned by Ingram Book Company. This alliance would include digital file conversion, digital rights management, e-book delivery to various devices and on-demand printing. 

    Preview copy in PDF format (280K)

    Topics: Innovation, Services

    Industry: Publishing

    Request Teaching Note (if available), for professors only | Order a Copy of this Case Study

  • Polaroid: The i-Zone Brand Photo

    Polaroid: The i-Zone Brand

    Richard A. D'Aveni, W. Andrew Mims T'02, assisted by Alison Corcoran T'86 and Jeff Walker T'98
    Length: 26 pages
    Publication date: 2001
    Case#: 6-0007

    To alleviate the strain that digital photography was putting on film sales, Polaroid began focusing on digital output, partnering with companies, such as Olympus, to produce digital/instant hybrids that create digital images and print instant photos. Polaroid was also working on a wireless, mobile device that would print digital photographs onto film, which, although similar to instant film in some respects, was a much higher-performance medium.

    Preview copy in PDF format (1415K)

    Topics: Innovation

    Industry: Consumer Electronics

    Request Teaching Note (if available), for professors only | Order a Copy of this Case Study

  • Participate.com Photo

    Participate.com


    Publication date: 2001
    Case#: 6-0002

    Participate.com views itself as a leader in the provision of outsourced community management services. Their CEO, Alan Warms, believes they have gained leadership position because they are number one in market revenues, they service a set of prestigious customers, they have the most experience in the community space, and they have intellectual capital and proprietary research. He knows too, that the difference between success and failure in online communities is about management and process, not just good technology. Now they are entering a phase in which they have to prove that their business model will sustain the high growth and profitability expected by investors. Can they add enough value to existing services and create new ones to reach their all-important revenue goals?

    Preview copy in PDF Format (23K)

    Topics: Innovation, Services

    Industry: Consulting

    Request Teaching Note (if available), for professors only | Order a Copy of this Case Study

  • Experience.com, Inc. Photo

    Experience.com, Inc.

    Alva H. Taylor, Phil Anderson, Lloyd Baskin T'01
    Length: 18 pages
    Publication date: 2001
    Case#: 6-0001

    The cornerstone of the recruiting solutions company Experience.com, Inc. had always been its relationships with college career centers: they worked with over 500 schools and 150 of these relationships were exclusive. In 2001, with the Monster/Jobtrak merger stepping up the competition, Experience.com began looking for a partner, primarily to leverage another firms' resources, including established sales forces and connections with employers.

    Preview copy in PDF format (126K)

    Topics: Innovation, Services

    Industry: Career Consulting

    Request Teaching Note (if available), for professors only | Order a Copy of this Case Study


Ordering Reprints

Requests for reprint permission refer to copies you plan to make yourself from the clean case file we will email you, following payment. There is a fee per copy, set by Tuck's Fiscal Services.

Once your request has been confirmed and your fee arranged, please call with your credit card information or make checks payable to Dartmouth College and mail to:

Fiscal Services
Tuck School of Business at Dartmouth
100 Tuck Hall
Hanover, NH 03755
1.603.646.0187

All the cases and teaching materials listed are copyrighted by the Trustees of Dartmouth College.

All rights reserved.

Browse Entire Site by Topic


Case Studies by Topic

Case Studies by Industry

Case Studies by Date