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This ground-breaking Handbook uniquely focuses on the business of sustainability, offering a fresh insight and practical solutions to the challenges that businesses face in making human activity sustainable. It is organized into four distinctive themes that cut across levels of analysis and illustrate a rich set of solution contexts that will guide future research. The Handbook on the Business of Sustainability offers a comprehensive review of research and empirical evidence on sustainable business, exploring the importance of private sector engagement and implementation. World leading scholars cover the key areas such as organization, execution and the measurement of outcomes and social impact. The insightful case studies also provide critical context and complement the chapters highlighting emerging practices and solutions for the successful application of sustainability initiatives in business. The Handbook will be an invaluable resource for academics, practitioners, and policymakers to reflect on the ‘concept and practice'of articulating and strategizing in order to achieve sustainability targets.

This powerful resource identifies wide-scale health challenges facing a rapidly urbanizing planet--including key concerns in nutrition, health status, health care, and safety--and strategies toward possible solutions. Theoretical and empirical analysis focuses on maximizing the benefits of urban living and minimizing negative outcomes across areas for improvement (health education, maternal and child health) and threats to well-being (noise pollution, drug counterfeiting). For each challenge, contributors discuss implications for health, specific practices that fuel them, and emerging ideas for solving them efficiently and effectively. Not only are these issues of immediate salience, they will become dangerously urgent in years to come. Included in the coverage: Food fortification and other innovations to address child malnutrition.Anti-trafficking innovations, urbanization, and global health.Innovations to address global climate change in cities.Innovations in disaster preparedness: implications for urbanization and health.Medical diagnostic innovations in urban developing settings.The case for comprehensive, integrated, and standardized measures of health in cities. Recent studies suggest that urban areas will be a large majority in both the developing and developed worlds. Innovations to Address Urbanization & Global Health is a proactive idea book to be read by undergraduates, graduate students and researchers in public and urban health.

USAP faces extraordinary opportunities to change the way that automobiles are serviced in the US by selling parts at fair prices though online channels.

Designed as an in-class handout to update Anheuser-Busch and the U.S. Brewing Industry.

Introduces a module in the advanced course Strategy and Business Performance.

Updates McCaw Cellular Communications, Inc. in 1990 (A).

Updates Sunrise Medical, Inc.'s Wheelchair Products.

Health Resources & Technology is an entrepreneurial company with aggressive growth goals. The company sells medical-consultation services to insurance carriers that then repackage the service with their health care policies. Founded by two Brigham & Women's Hospital physicians in 1989, the company has focused to date on the Latin American and European markets. CEO Larry Brewster must now adjust the organization's approach to the U.S. opportunity.

Supplements the case.

Describes the opportunities that confront the African Communications Group, an entrepreneurial organization that plans to introduce a wireless pay-phone system in Tanzania. Provides a foundation for the analysis of value creation and of value capture. The possibility of entry by other companies, the presence of a large supplier, and uncertainties about demand all create important tradeoffs for the new venture.

Describes the importance of industry structure and competitive positioning to the profitability of U.S. corporations between 1981 and 1994. Cites recent research indicating that persistent industry differences and persistent competitor differences account for 19% and 32%, respectively, of variation in profit. Additional evidence is developed to show the relationship between industry-average performance and competitor differences.

Requires students to consider Philip's options in 1991, when it unveiled its digital compact cassette, the next generation in audio technology for the firm. Reinforces the generality of issues described in the (A) case and draws attention to the analytics required for their resolution.

Updates students to 1982. Asks students to consider Philips'best strategy for investing in disc-pressing capacity dedicated to the United States market. The analysis draws on game theoretic techniques (in normal form with subgame perfection as the governing equilibrium principle). The analysis illustrates the tension between competitive pressure to preempt and the value of flexibility in the presence of uncertainty about demand.

Asks that students adopt the perspective of Philips in 1979, after technical development of the CD was complete, but three years before it was introduced commercially. At that time, Philips'management had to decide whether to attempt to establish a CD standard through an alliance with another consumer electronics firm. Raises questions regarding the costs and benefits of standardization, optimal pricing of CD players and discs (given their complementarity), optimal pricing of a durable good, and the effects of proprietary information on entry strategies. Also requires analysis of several related industries, with special attention to opportunities to invest in product-specific capital.

Presents an analytical report on the company's competitive position and on the industry structure in 1991. Used to show how a company can generate value through steady, incremental investment over a long period in a business model tailored to the industry context. Also illustrates the challenges of market leadership.

Describes the challenges facing the Saturn Corp., General Motor's (GM) small-car company, as it enters a phase of transferring its knowledge, technology, and experience throughout GM. Describes the urgency of Saturnization at GM and the continuing pressure to retain traditional job design and vertical integration. Used to demonstrate the extraordinary time and expense required in some situations to generate competitive advantage.

Explains relationships between asset specificity, holdup, and vertical integration. In particular, it emphasizes solutions to the holdup problem through vertical integration and contracting.

A basic premise of strategy is that superior profits occur when a corporation secures favorable positions in attractive industries, and pursues economies of scope across business units. This note draws on research that documents the importance of industry, positioning, and corporate-parent effects on profitability. The research shows differences in the influence of the effects for high and low performers, and differences for firms that are in the process of achieving and sustaining performance.

Describes U.S. antitrust policy, including major judicial decisions and their impact on competitive strategy. Omits information on the history of antitrust policy and on the specific prohibitions of the various acts.

Designed to illustrate the complexity of buyer-seller arrangements in an established industry. When movie studios negotiate with theater operators to show new films, the costs to the studios of making the films are largely sunk. Similarly, the costs to the theaters of showing films are also sunk. Thus, both parties to the exchange have high bargaining power and are vulnerable to hold-up. Allows students to identify the implications for industry structure. In particular, the case highlights the recent trend toward multiplexes and small screen sizes.

Saturn was General Motors'(GM) response to Japanese companies'dominance of the small car market during the mid-1980s. In the three-and-a-half years since its first sedan rolled off the assembly line, the Saturn Corp. had accumulated an impressive list of achievements. In April, 1994 Saturn's top management team met with GM's leadership to discuss the subsidiary's business plan. As Saturn's president reflected on the company's future and on his experience at GM, he felt confident that the executive committee would approve expansion if the Saturn team showed that it had achieved a sustainable position. Illustrates strategic analysis of sustainable competitive advantage.

Emphasizes the connection between a firm's activities and its prices, costs, and volumes. A firm obtains a competitive advantage when it adopts a system of interrelated activities that generate superior profitabiltiy. Briefly describes differentiation and low-cost strategies.

Sunrise's CEO must decide whether to intervene in a decision by a division, Guardian Products, to introduce a new lightweight standard wheelchair. Guardian wants to introduce the wheelchair to complement its line of commodity crutches, walkers, and other patient aids. If introduced, the new wheelchair will compete with an existing product offered by the largest and most profitable Sunrise division, Quickie Designs. The CEO hesitates to take action because he does not want to disrupt a precedent of total divisional autonomy that is integral to Sunrise's culture.

Describes aggregate profitability in U.S. manufacturing between 1971 and 1990, and indicates that individual corporate profits are a function of both industry attractiveness and the firm's competitive position within its industry. Statistics on ROA, ROE, and ROS in American industries reinforce that differences in profitability may be sustained for long periods. Also charts ROS against firm size in several industries to illustrate positioning. Uses the semiconductor industry as an example.

Executone has posted low returns in 1992 in the face of intense competition from AT&T and Northern Telecom, its principal rivals. Alan Kessman, president and CEO, is considering whether mid-course adjustments in strategy are necessary in the firm's telecommunications hardware and software businesses. Diagnosis of strategic issues in both the internal and external environment is a prerequisite to establishing a plan of action. Designed to illustrate concepts in strategy identification, evaluation, and formulation.

Briefly describes the competitive position of the Saturn Corp. in 1996. General Motors has recently announced plans to introduce a mid-sized model under the Saturn brand name. Also provides an update on Saturn's small-car position.

Describes the opportunities that confront the African Communications Group, an entrepreneurial organization that plans to introduce a wireless pay-phone system in Tanzania. Provides a foundation for the analysis of value creation and of value capture. The possibility of entry by other companies, the presence of a large supplier, and uncertainties about demand all create important tradeoffs for the new venture.

Describes the pharmaceutical industry in the 1990s, with particular emphasis on the mergers between American manufacturers and prescription-benefits managers (PBMs). PBMs are distributors with unprecedented access to information on patient and physician characteristics. Students have an opportunity to analyze the mergers using transactions-cost techniques.

Jim Manzi, president and CEO of Lotus, must decide whether to position the firm as a provider of network applications or of the architectural programs required to support network applications. The decision will have lasting implications for Lotus's position in both desktop software and in the emerging network industry.

Consists of 30 multiple-choice, true-false, and fill-in-the-blank questions. The first group of questions raises ideas about global competition, demographic change, mass customization, and technological innovation. The second group of questions suggests patterns of financial-market performance and profitability. And the final group of questions raises ideas about imitation, turnarounds, and the reasons for low performance in the economy.

Describes strategic acquisitions by Coca-Cola and Pepsi-Cola in the late 1980s. The context allows students to evaluate the implications of the mergers for the competitiveness of the industry.

Describes the economic logic leading to the deregulation of the U.S. airline industry in 1978 and subsequent competitive developments. The roles of computerized reservation systems, airport hubs, route strategies, and fleet management are raised as unanticipated tactical responses. The decision focus of the case emphasizes the prospect of regulation. A rewritten version of an earlier case.

Describes U.S. antitrust policy, including major judicial decisions and their impact on competitive strategy.

In the Spring of 1994, Saturn Corp. was setting sales records by attracting more than 25,000 buyers per month. Saturn officials believed there was a long-term opportunity to sell 400,000 to 500,000 cars per year in the United States and selected international markets. Saturn managers had been reviewing options for a second assembly plant (known as'Module II') with General Motors (GM) since the beginning of the year. One possibility was to expand capacity at Saturn's existing production facility in Spring Hill, Tennessee. A second set of options involved refitting one of several plants that had been mothballed or was scheduled to close shortly.

Describes the competitive position of Arborite, a Canadian manufacturer of high-pressure laminates (HPL) (a product sold under the Formica name in the United States). Arborite's market share has slipped, and a new general manager must evaluate whether a change in strategy is warranted. Provides detailed information for Arborite and its competitors on the costs of performing the activities necessary to manufacture and market HPL.

Updates Lotus Development Corp. in 1994.

Describes the antitrust issues that arose in 1994 and 1995 with respect to Microsoft's marketing practices.

Describes structural conditions in the American baseball industry in 1995. Although this case covers conditions leading to the 1994-95 strike, it is designed primarily for analysis of the structural tensions that arise between suppliers, buyers, and rivals as industry revenues diminish.

Describes the challenges confronting a recent HBS graduate who has started a direct-mail toy company. The entrepreneur must evaluate industry conditions in both toys and direct mail, and determine whether he has developed a viable business concept. Presents detailed financial projections associated with each of three major repositioning options.

Describes the history of the competition policy in Japan, and highlights the influences of traditional industrial arrangements and the post-war American occupation. Teaching Purpose: A pedagogical objective associated with the note is to evoke the tension that may arise between anti-monopoly policy and policies to encourage economic development.

Describes the history of the competition policy in the European Union, and focuses on the evolution of pan-European and member-state statutes. The tension between policy and enforcement at various levels draws attention to issues of market definition, especially in merger policy.