CRM Role

New Cases in
Management
2004
Second quarter
This bibliography
contains information
on new cases from all
sources worldwide.
New Cases in
Management
2004 Second quarter
EA
EU
PEAN CA
RING HOU
SE
RO
SE
CL
2004 Second quarter edition

Published by
The European Case Clearing House Ltd
Cranfield University, Wharley End
Bedfordshire MK43 OJR England
Tel: +44 (0)1234 750903
Fax: +44 (0)1234 751125
E-mail: ecch@cranfield.ac.uk
Website: http://www.ecch.cranfield.ac.uk
Copyright 2004 The European Case Clearing House Ltd
Contents
Introduction
How to use this bibliography
vii
European Case Awards 2004
ix
Economics, Politics and Business Environment
Entrepreneurship
13
Ethics and Social Responsibility
21
Finance, Accounting and Control
27
Human Resource Management/Organisational Behaviour
39
Knowledge, Information and Communication Systems Management
55
Marketing
61
Production and Operations Management
71
Strategy and General Management
79
iii
Introduction
Welcome to the second issue in a new series of quarterly case bibliographies.
This new series of quarterly bibliographies replaces the annual editions published to date, with each issue
containing information on new cases from all sources worldwide. These include the major North American
and European collections of:
Darden Business Publishing, Darden Graduate School of Business Administration

Harvard Business School
IESE
IMD
INSEAD
John F Kennedy School of Government
Richard Ivey School of Business
They also include the newer collections of a growing number of schools worldwide involved in the
activity of case writing as well as cases written by individual authors located around the globe.
A pdf version of this bibliography can be viewed and downloaded from the ECCH website.
E-mail updates
Each month registered users of our free e-mail update service receive full details of the new cases in
their nominated subject category or categories. Go on-line to www.ecch.cranfield.ac.uk/emailupdates
to register for these monthly updates.
Case collections update

This listing is also published quarterly and is sent to everyone on our mailing list. It contains limited
information on new cases in all subject categories as well as journal article reprints. Please contact
ECCH if you would like to be added to our mailing list. You will also receive a copy of our newsletter
ECCHO. Its contents include features, reviews and news on all aspects of the case method.
On-line searching and previewing

Visit www.ecch.cranfield.ac.uk/colis for searching all case and reprint materials, comprising in the
region of 23,000 items. Over 16,000 inspection copies are available on-line for viewing and printing.
Orders can also be placed on-line.
Helpline for case selection

For help with case searching, please contact help@ecch.cranfield.ac.uk or +44 (0)1234 756410.
Electronic delivery
Visit www.ecch.cranfield.ac.uk/edelivery if you are interested in the electronic delivery of cases and
teaching notes.
How to use this bibliography

Cases are listed under nine major subject categories, as shown in the table of contents, each with its own
entry. Within each subject category, cases appear alphabetically by title. Teaching notes do not have
separate entries. Their reference numbers and lengths appear within the corresponding case entry.
Case entry
404-015-1
KIDNAPPED IN COLOMBIA
Reference number
Title
Rarick, CA
Barry University, Florida
Author(s)
Authors institution
Dan and Melissa Woodruff, an American

couple, moved to Medellin, Colombia
when Dan is offered a position with his.....
Abstract
Colombia; Textiles; 275 employees;

2001
Kidnapped
Colombia
Political risk
Setting
9 pp
Length
LIBRARY
Source
404-015-8 (4pp)
Teaching note (length)
Topics
Reference number
This is the number to use when ordering the item
Title
Cases in a series are generally denoted by the use of (A), (B), (C) etc
Author(s)
The individual(s) listed either wrote or supervised the writing of the case
Authors institution
Where there are multiple institutions, their names will appear directly under the corresponding author(s)
Abstract
The abstract summarises the content of the case and its teaching objectives
Setting
This provides information on the geographical location of the subject of the case, the type of industry,
the size of the organisation and the year(s) of the case event
Topics
These are key words, subjects and issues within the case which are supplied by the author(s)
Length
The length is given either in pages or in minutes if a video; if the item is a CD-ROM this will be
indicated here; s/w means software
Source
This relates to the main source of data:
FIELD
Field-based research
LIBRARY
Published sources
GEN EXP
Generalised experience
Teaching note (length)
If a teaching note is available for the case its reference number will appear here followed by its length in
pages in brackets
vii
European Case Awards 2004

OVERALL WINNER
RYANAIR THE LOW FARES AIRLINE 399-122-1
Eleanor OHiggins
University College Dublin
FINANCE, ACCOUNTING
AND
CONTROL
THE ENRON COLLAPSE
IMD-1-0195
Stewart Hamilton and Inna Francis

IMD
HRM/O R G A N I S AT I O N A L B E H AV I O U R
CODAN 2000
498-001-1
Paul Evans and Michael Wulff Pedersen

INSEAD-CEDEP
MARKETING
SPONSORED BY THE CHARTERED INSTITUTE OF MARKETING
FORD MOTOR COMPANY:

Using Web-Strategies to
Drive Customer Relationship Management
500-029-1
Sandra Vandermerwe and Marika Taishoff

Tanaka Business School, Imperial College London
POLICY
AND
GENERAL MANAGEMENT
LUFTHANSA 2000:
Maintaining the Change Momentum
301-040-1
Sumantra Ghoshal and Heike Bruch

London Business School
PRODUCTION
AND
O P E R AT I O N S M A N A G E M E N T
DRAGONFLY:
Developing a Proposal for an
Uninhabited Aerial Vehicle (UAV)
Christoph Loch, Arnoud De Meyer and Stylianos Kavadias
INSEAD
ix
600-003-1
Economics, Politics and

Business Environment
204-105-5
BLACK ECONOMIC EMPOWERMENT
Background note
Heil, D
Alsfine, K
Wits Business School, University of
the Witwatersrand, South Africa
The objective of this note is to define black
economic empowerment (BEE) and
understand its context in South Africa. The
reasons for black economic empowerment
and the enabling legislation are discussed.
The note also addresses the impact of
black economic empowerment on South
African businesses, as well as some of the
challenges faced at the time this note was
written.
South Africa; 1994-2003
Black economic empowerment
Government policy
South Africa policy
14 pp
LIBRARY
Canon
Interbrand
Pacific Corp
Cheoy Lee
Haier
Asian home gourmet
Lolita Lempicka
Laneige
Strategic branding
Brand marketing
BenQ
Euro 2004
7 pp
9-704-028
BRAZIL 2003: INFLATION TARGETING
AND DEBT DYNAMICS
Di Tella, R
Alfaro, L
Vogel, I
With the ever-increasing lookalikes in the

marketplace, Asian companies have
realised the need to differentiate
themselves, not just on quality but on their
identities. From being anonymous
suppliers to established brands, Asian
businesses have started asserting their
identities through strategic branding.
Although some Asian businesses still find
it a costly idea to embrace, there does
exist some success stories of companies
who have beaten all odds to create their
global brands. This case offers the scope
to discuss the constraints of Asian
companies to create international brands
and the strategies that can help in
establishing a global brand
Asia; 2004
Original equipment manufacturers
(OEM)
Samsung
Sony
Event start date 1999; Event end date

2003
Debt management
Economic conditions
Emerging markets
Sumit, KC
Venkatesh, P
ICFAI Business School Case
Development Centre, India
24 pp
CASE (LIBRARY)
5-704-039 (19pp)
204-079-1
BUSINESS CONFIDENCE FOR FDI IN
INDIA
LIBRARY
In October 2002, Brazilians elected a leftwing president, Luis Inacio Lula da Silva,
for the first time in that countrys history.
As markets faltered in response, Lula
sought to reaffirm his commitment to
fiscal discipline, a floating exchange rate,
and inflation targeting. By August 2003,
however, his attempt to change market
sentiment was coming under threat as the
country faced a looming recession.
Skeptics began to worry that the new PT
(Workers Party) government would be
forced to resort to printing money to meet
its campaign promises. Furthermore, after
Argentinas massive default on its public
debt at the end of 2001, observers were
questioning the sustainability of Brazils
debt situation. Lula was under intense
pressure to deliver results immediately
and implement measures that would help
spur the economy. The teaching purpose
is to illustrate debt dynamics in an
emerging market economy and to discuss
the mechanics and pros and cons of the
inflation-targeting approach to a monetary
policy.
204-100-1
BRANDING: THE ASIAN DILEMMA
Inflation
Macroeconomics
Monetary policy
South America
Srikanth, G
Tafzeel, U-MN
India, with the second largest population in
the world, offers huge business
opportunities for investors. The
protectionist government policies held
back the pace of economic growth of the
country until the true economic reforms
started in 1991. Although Indian foreign
direct investment (FDI) increased from
US$129 million in 1991-1992 to US$3,449
million in 2001-2002, it did not match the
FDI growth rate of other developing
nations, especially China. The case offers
insights into the major factors affecting
FDI inflows until 2003. The case allows a
scope for discussion on how the policy
reforms had started to build up confidence
among foreign investors in India.
India; 2004
Foreign direct investment (FDI) in
India
Gross domestic product of India
Balance of payments
Foreign investment promotion
board
Foreign currency reserves
FDI inflows; Exports and imports
AT Kearney FDI confidence index
Developing nations
Special economic zones
Federation of Chambers of
Commerce and Industry
Reforms
External commercial borrowings
Income Tax Act
Reserve Bank of India
12 pp
LIBRARY

204-103-1
BUSINESS ENVIRONMENT IN CHINA
Srikanth, G
Guru Dutta, P
By 1990, China had become a popular
destination for foreign direct investment
(FDI). There was an unprecedented boom
in the FDI inflow into the country. Many
companies made China their preferred
manufacturing base. However, a number
of them had a different and unpleasant
experience. With examples of five wellknown companies including Pepsi,
Amway, Asian Strategic Investments
Corporation (ASIMCO), Yamaha and
McDonnell Douglas, this case helps the
reader to understand the experiences of
some of these earlier entrants that had
invested heavily in China. This case also
offers scope to discuss the factors that
affect the functioning of foreign
companies and the tough business
environment existing in the country.
China; 2004
Business environment in China
Sichuan Pepsi
Amway (China) Company Limited
Asian Strategic Investments
Corporation (ASIMCO)
Yamaha
McDonnell Douglas
Bank of England
Foreign direct investment
Guanxi
Joint ventures
Intellectual property rights
Deng xiaoping
Low cost destination, cheap labour
Protectionism
8 pp
LIBRARY
204-075-1
CHINA ON THE I-WAY
Sumit, KC
Venkatesh, P
The Internet revolution in China was
started in 1987 with the setting up of the
China academic network (CANET).
Initially being used for academic purposes,
the Internet in China was commercialised
with the Ministry of Post and
Telecommunications (MPT) setting up the
ChinaNET(C) in May 1995. China
witnessed a rapid growth in Internet users
since then, which totalled 79.5 million
users by the end of 2003. However, with
many surfers getting access to information
that was previously censored by the
government, the Chinese government
started tightening its regulations,
specifically on the kind of content that was
available on-line. This resulted in the
blocking of several pernicious and anti-
governmental websites. The case enables

the reader to understand the penetration
of the Internet in China and the growing
government regulations to curb its misuse.
China; 2004
China
Internet
Network
China academic network (CANET)
Ministry of Post and
Telecommunications (MPT)
Golden projects
Internet users
Blocked sites in China
Internet cafe
Severe acute respiratory syndrome
(SARS)
On-line trading
On-line games
Regulations
World Trade Organisation (WTO)
Culture
8 pp
LIBRARY
204-062-1
CHINAS FDIS IN ASIA
Srikanth, G
Bhavin, S
China has been a recipient of huge
overseas investments since 1992, with
many multinational companies setting up a
base there. In 2003 alone, China received
close to $57 billion. While there was a
huge inflow of investments into China
there was also a huge outflow from the
country. Chinas foreign direct investments
(FDIs) to other countries was mostly
concentrated in the Asian sub continent.
This case helps to discuss the reasons
behind the huge outflow and the economic
and trade implications in the region.
Asia; 2004
Foreign direct investment in Asia
Chinese investments in Asia
Balance of payments
Foreign trade
Bilateral economic ties
Free Trade Agreement
Haier
Ministry of Foreign Trade and
Economic Development
ASEAN countries
China National Petroleum and
Natural Gas Commission
China Ocean Shipping Company
Association of South East Asian
Nations
Manufacturing and assembly trade
Japan External Trade Organisation
Multinational and transnational
companies
7 pp
LIBRARY
2
204-070-5
COUNTRY PROFILE: RUSSIA
Industry note
Mukund, A
Neela Radhika, A
ICFAI Center for Management
Research (ICMR), India
The country profile of Russia provides an
in-depth analysis of the countrys historical
and contemporary political and economic
evolution. After taking a look in detail at its
history, the note discusses the major
industries in the country, namely, energy
(oil, natural gas, coal and power), machine
building and food. Information regarding
foreign direct investment (FDI) in Russia
and the countrys foreign trade scenario is
also provided. The country profile ends
with a discussion on the nexus between
politics and business in Russia that has
made the countrys business climate
extremely uncertain in recent times. The
note, in association with the ICMR
industry note A Brief Profile of the Global
Oil Industry and a Study of the European
and Russian Markets, is intended to
accompany the ICMR case study The
Russian Oil Giant Yukos: When Politics and
Business Collide (204-070-1). In addition,
it can be used as supporting material for
other case studies pertaining to
companies operating in, or influenced by
the Russian business environment.
Russia; Early 1900s to 2004
Russia
Industry in Russia
Energy industry in Russia
Oil industry in Russia
Russian economy
Foreign direct investment in Russia
Russian foreign trade
18 pp
LIBRARY
204-080-1
CURRENCY PEGGING
Srikanth, G
Bhavika, N
From 1870 to 1914, countries all over the
world followed the gold standard system,
where all the currencies were linked to
gold. After World War II, the Bretton
Woods system was introduced, where all
the currencies were fixed against the US
dollar. In 1971, the Bretton Woods system
was abandoned because of wide spread
inflation all over the world. Most of the
developing countries continued to peg,
either to the US dollar or to the French
franc. By the late 1970s, many countries
had shifted from single currency pegs to
pegs defined in terms of basket of
currencies. After the Asian crisis of 19971998, many countries like Russia, Brazil,
Ecuador, Thailand and Korea shifted from a
pegged exchange rate system to the
floating rate system. Whereas countries

like China, Malaysia and Bolivia continued
with the pegged system. This case helps
to understand the meaning, efficacy and
ramifications of having either a fixed
exchange rate system or a floating
exchange rate system.
2004
Currency pegging
Bretton Woods system
Basket of currencies
Special drawing rights
Pegged exchange rates
Bank Negara
Malaysian dollar ringgit
Convertibility Law
Domingo Cavallo
South American countries
Fiscal deficits
Monetary and fiscal policies
Peoples bank of China
World Trade Organisation
Foreign currency reserves
8 pp
LIBRARY
204-058-1
DEFLATION IN JAPAN
Abhijit, S
After the end of the Second World War,
Japan began to rebuild its economy. It
embarked on a journey of rapid
industrialisation with the support of its
financial institutions, which became the
drivers of its growth. Japan gave birth to
the concept of just-in-time inventory and
other concepts, which have become the
pillars of various corporations around the
world. At one point in time it seemed that
the Japanese economy would surpass that
of America and emerge as the economic
giant of the world. But after a satisfactory
journey of almost three decades, today the
Japanese economy is an economy in
distress and is officially confirmed to be
suffering from deflation, the main culprit
that gave us the Great Depression. This
case provides rich insights into how the
Japanese economy was rebuilt after the
end of the Second World War with the
help of a highly regulated financial sector.
It describes the events that led to the
gradual deregulation of the financial sector
and how the country was transformed into
a bubble economy. The case also throws
light on the bubble that burst in 1991, the
collapse of the financial institutions, the
policy measures adopted by the Bank of
Japan and the subsequent governments
and its relevance to the most talked about
problem faced by it deflation.
Japan
Deflation
Liquidity trap
Regulated financial sector
Maastricht criterion
Bubble economy
Asset price bubble
Nikkei
economies. Dollarization directly linked the

economy of the dollarized nation with the
economy of the issuing country. This case
provides scope to discuss the experiences
of various dollarized countries. It helps to
discuss the effects of the different types
of dollarization on the economy that
adopted any other currency as its
domestic currency.
Bank of Japan
Banking crisis
Zaibatsus
Keiretsu
12 pp
LIBRARY
204-068-1
DEREGULATING ELECTRICITY
MARKETS: THE FRENCH CASE
Strauss-Kahn, V
Traa, D
Picoto, J
INSEAD, Singapore
This case uses the example of Electricite
de France (EDF) and of the European
liberation of energy markets to study
public-utility deregulation. While by 2002,
more than 80% of the European Union
electricity market was open to
competition, France has been slowing
down its deregulation process. EDF, one of
the largest and most successful utilities in
the world is taking advantage of reduced
competitive pressure to aggressively
expand its stakes across Europe. This case
allows a deep understanding of the
electricity market and a first step
discussion on the specificities of network
industries such as electricity, telecom or
railways. Students will learn about the
benefits of deregulation and the problems
of natural monopolies. They will study the
prerequisites for competition to work to
the consumers interest in such industries.
France; Electricity; Extremely large;
2001
Deregulation
Energy market
Competition policy
Natural monopoly
Regulator
State monopoly
Public-utility
21 pp
FIELD
204-051-1
DOLLARIZATION AND COUNTRIES
EXPERIENCES
Rajshekar, N
Bhavika, N
In the 1800s, the US did not have a
domestic currency. The French franc,
Spanish dollar, Portuguese escudo and
English shilling were all used in the US.
Like the US, many other countries had a
foreign currency at some point in their
history. Most of the Latin American
countries had experienced unofficial
dollarization, whereas countries like
Ecuador, El Salvador and East Timor had
officially dollarized their currencies. Other
countries like Bhutan, Namibia and
Bahamas had semiofficially dollarized their
3
2004
Official and unofficial dollarization
Currency boards
Spanish milled dollar
Foreign currency
Southeast Asian financial crisis
Currency pegging
Bank of Namibia
US dollar
Foreign exchange reserves
Belarus National Bank
South African Reserve Bank
Common monetary area
Central Bank of El Salvador
Central Payment Office
United Nations Transitional
Administration in East Timor
8 pp
LIBRARY
204-059-1
DRUG ADVERTISING IN THE US:
ISSUES AND IMPLICATIONS
Phani Madhav, T
Umashanker, S
Ever since the Food and Drug
Administration (FDA) deregulated drug
advertising in 1997, American televisions,
newspapers and magazines were
inundated with numerous direct-toconsumer advertisements. Advertising of
prescription drugs suddenly became the
fourth largest advertising category in the
US; surpassed only by automobiles,
restaurants and movies. In 2002,
American consumers spent nearly $150
billion on drugs and medication and the
figure was projected to touch $254 billion
by 2005. Critics, ranging from non-profit
organisations to consumers, argued that
the deregulation boosted consumer
spending on drugs. As a result, the FDA
found itself in a difficult position to defend
its policy on advertising of drugs. But in
February 2004, the FDA took a stricter
stance and issued a new set of guidelines
to make the drug adverts more consumerfriendly. The case study offers a scope for
discussion on the interplay of direct-toconsumer advertising and consumer drug
spending. More specifically, the case tries
to gauge the impact of the FDAs
guidelines on the concerned groups.
USA; 1985-2004
Drug advertising in the USA
Prescription drugs
Advertising practices
Direct-to-consumer drug
advertising

Federal Trade Commission
Patient package insert
Vioxx
National Institute for Health Care
Management
Top DTC (Direct-to-consumer)
spenders
Food and Drug Administration
(FDA)
Deregulation of drug advertising
11 pp
LIBRARY
204-102-1
ENTERTAINMENT AND MEDIA
OUTSOURCING IN INDIA
Phani Madhav, T
Dakshi, M
In the past decade India emerged as a
major outsourcing hub for the American
and European companies, for their various
business processes ranging from call
centres to internal processes. In the last
few years, a new opportunity in the form
of low costs and high expertise has
beaconed the whos who of the
entertainment and media business across
the world to source their requirements
from India. International marketing
research houses, top publishing
conglomerates and media companies
started outsourcing a range of works and
processes to India. The foreigners viewed
India as an ideal destination because of the
countrys technical expertise and low cost
factor. This case study details the rise of
entertainment and media outsourcing in
India. The case also gives an outline of
Indias cost effectiveness vis--vis US,
Canada, Korea, Taiwan and Philippines.
India; Entertainment and media; 2004
Entertainment outsourcing in India
Media outsourcing in India
Outsourcing in India
Pentamedia graphics
Indias cost advantage
Competition from other countries
Outsourcing in animation
savings were apparently lucrative, it was

opined that Europe would be losing out to
the US in the long run as higher drug
prices in the US made it a more lucrative
market for the drug makers. It was also
opined that due to a higher probability of
realising the money invested in the
research and development of new drugs in
the US, more and more drug
manufacturers would shift their research
centres to the US resulting in research and
development job losses in Europe. The
learning objectives of this case study are
to understand the underlying causes for
price distortions between the EU and USA
and how the European drug pricing
regulations can be detrimental to the longterm health of the European drug industry.
Europe; Drugs and pharmaceuticals;
2004
European Union
Lipitor
Drug price regulations in Europe
Health care systems in Europe
National Health Services in Europe
Reference pricing
Profit regulation
Product price controls
New molecular entities (NMEs)
Research and development (R&D)
investments in European drug
industry
Pfizer Inc
Tamoxifen
Novartis
Monopsonist price setter
Drug price distortions
8 pp
LIBRARY
204-076-1
EUROPEAN TRADE WITH CHINA
Rajshekar, N
Saradhi Kumar, G
Sumit, KC
Saradhi Kumar, G
In 1975, when Europe re-established

diplomatic relations with China, the
bilateral trade was just $2.4 billion. By
2002, the bilateral trade had grown to
$142 billion, making China the second
largest trading partner of the European
Union (EU) after the US. However, the
trade deficit of Europe with China, which
was a mere 0.1 billion euros in 1980 had
surged to a colossus 47.3 billion euros by
2002. This case study highlights the
factors that helped the rapid growth in
trade between Europe and China and the
factors responsible for the European trade
deficits. It also offers the scope for
understanding the nuances of
sustainability of trade deficits.
Due to lower drug prices in the European

Union (EU), by the turn of the 21st century
the per capita spending on drugs in Europe
had been much less when compared to
that in the US. Lower drug prices in Europe
had resulted in cumulative savings of $1
trillion since 1992. Although such huge
China; 2004
European Union (EU)
China
Foreign trade
Bilateral agreements between
Europe and China
World Trade Organisation (WTO)
10 pp
LIBRARY
204-078-1
EUROPEAN DRUG PRICING AND ITS
IMPLICATIONS
Chinas economic reforms

Trade constraints in China
Tariff and non-tariff barriers in China
EU and China trade relations
Euro and European foreign trade
European community
Chinas WTO membership
Trade between Europe and Asia
European Unions trade deficits
Chinas balance of payments
9 pp
LIBRARY
204-082-1
FDI: INDIA vs CHINA
Phani Madhav, T
Though India and China enjoy many
similarities, China has surged ahead of
India in terms of economic progress. While
Indias per capita income is $440 Chinas
per capita income stood at $990. In China,
3% of the population is below the poverty
line and in India it is 30-40%. China opened
up its economy before India and could
therefore attract foreign investment which
helped it to emerge as a workshop of the
world. Though India is trying to catch up
with China in terms of foreign direct
investment (FDI), China is way ahead.
China received FDI of $52.7 billion in 2002
where as in the case of India, the figure
stood at $4.67 billion. Since the opening up
of the economy in 1978, China enjoyed a
steady flow of FDI. China got around 40%
of the total FDI that was flowing into the
developing countries and became the
second largest recipient of FDI in the
world, next only to the US. The case gives
details of how the Chinese government
played a proactive role in encouraging the
foreign participants and at the same time
protecting the local companies. The case
also compares and contracts how India
and China went about attracting FDI and
offers scope for a discussion on what India
can do to catch up with China.
India and China; 1978-2003
Foreign direct investment (FDI)
India and China
Role of government
Business environment
Red tape
Infrastructure
6 pp
LIBRARY
204-066-1
GREENSPANS ECONOMIC POLICIES:
MANAGING THROUGH BOOMS AND
BUSTS
Srikanth, G
Deepak, V

Dr Alan Greenspan is the Chairman of the
Federal Reserve of the US and also heads
the Federal Open Market Committee
(FOMC), the Feds principal monetary
policymaking body. He has been at the
centre of US monetary policy decisions
since 1987, when he was first appointed
to the board. He took office for a fourth
term on 20 June 2000. Over his 17-year
stint as Chairman of the Fed, he has led
the economy through several booms and
busts. Quite a few people regard him as
the man who gave the US economy its
longest boom in its history since the
October 1929 crash. Dr Greenspan was
conferred knighthood by Britains Queen
Elizabeth in 2002, for his contribution to
the global economic stability. The case
outlines the Feds actions, under Dr
Greenspan through July 1990-March 1991
recession, the boom of the 1990s, and the
recession in 2001. It also spells out the
prevalent conditions that could have been
the premise on which such decisions were
made.
USA; 2004
Alan Greenspan
US Monetary Policy
Greenspans economic policies
US Federal Reserve Chairman
Booms and busts
1990-1991 recession
1990s boom
Recession in 2001
Southeast Asian crisis
Unemployment and inflation
Irrational exuberance
Short-term interest rates
US economy
Gross domestic product
Trade, fiscal, current account
deficits
11 pp
LIBRARY
204-060-1
INDIAN AUTO COMPONENT
INDUSTRY
Phani Madhav, T
Umashanker, S
Contrary to popular perception that
liberalisation stifles the growth of
domestic manufacturers, the Indian auto
components industry has evolved to
compete with global companies. During
this process of evolution, the industry
produced some of the world-class
component manufacturers like Sundaram
Fasteners and Bharat Forge Ltd. Not just
domestic manufacturers, even global
giants like Delphi and Visteon have set up
their manufacturing bases in India. But the
industry had its own challenges in terms of
meeting quality norms, sound logistics and
the like. These problems were further
coupled by the fewer number of tier 1
suppliers. Analysts attributed the problems
to the nascent state of the industry. This
case examines the nature of the auto

component industrys growth and its
readiness to achieve the $1 billion mark in
exports. More specifically, the case
outlines the emergence of new
manufacturers, who have acquired foreign
firms to capture the client base.
India; Auto component industry; 2003
Low cost auto components
Auto component makers
Maruti Udyog Limited
Mahindra and Mahindra
Phased manufacturing programme
Automotive Component
Manufacturers Association (ACMA)
Product liability clause
Tier 1 suppliers
8 pp
LIBRARY
204-055-1
INDIAN RAILWAYS AT THE
CROSSROADS
Dutta, S
Regani, S
The case discusses the growth and
operations of Indian Railways (IR), the
largest railway network under a single
management and the largest employer in
the world. The roots of IR are traced back
to the 1800s, when India was under the
British rule. The case includes a detailed
account of the development of IR since
the mid-1800s till the early-2000s. Most of
the important developments in the history
of IR are outlined. Although railway
networks were initially developed by
private companies, after 1920 they were
all taken over by the central government,
which created a department of railways.
Even after Indian independence in 1947,
railways continued as a central
government department. The practice of
presenting a railway budget separate from
the annual general budget is also traced
back to British times. The second part of
the case outlines some of the problems
faced by IR in the late-1900s and the
difficulties the department faced in
overcoming them. Several experts
suggested ways in which IR may be
restructured. These suggestions are also
discussed in detail. The case concludes
with a description of the steps taken by IR
to overcome some of its problems. The
teaching objectives of the case are: (1) to
study the operations of a very large
organisation in India that played a social,
political and economic role in the country;
(2) to understand the disparity between
the organisations social and economic
objectives and the difficulties it faced in
overcoming them; (3) to appreciate the
role of political considerations in a large
government- owned organisation; (4) to
examine some of the important issues
surrounding the operations of the
5
organisation and the possibility of

improving the operations; (5) to analyse
the measures suggested by experts to
help restructure the organisation and the
efforts made by the organisation itself
towards the same objective; and (6) to
discuss the future of the organisation in
the light of a changing economic
environment. The case is meant for
MBA/PGDBM students and is intended to
be part of the economics, politics and
business environment curriculum.
India; Railways; Large; 1853-2004
Indian Railways (IR)
East India Railway Committee
Acworth Committee
Janata Express
Konkan Railway Corporation
project
Railways Act 1989
CONCERT (Country-wide Network
for Computerized Enhanced
Reservation and Ticketing)
Operations of IR
Social responsibility versus
profitability
Bureaucracy
Operational inflexibility
Railway board
Subsidised fares
Social obligation cost
Rakesh Mohan Committee
15 pp
LIBRARY
204-055-8 (5pp)
204-077-1
INDIAN TOURISM INDUSTRY OVER
THE DECADES
Sumit, KC
Arun Shenoy, R
In spite of having a competitive advantage
in terms of geographical diversity and
cultural richness, India could not harness
its real potential as a global tourist
destination. Ever since Indias
independence in 1947, the Indian tourism
industry had suffered from political
indifference and poor infrastructure. In the
1990s, when other South Asian countries
like Singapore, Thailand and Malaysia,
were outsmarting India by preparing top
class infrastructure suitable for high- end
tourism experiences, the Indian
government still considered the tourism
sector as a luxury segment benefiting only
a few. However, by the turn of the 21st
century, the Indian government recognised
the industrys potential as an employment
generator and foreign exchange earner
and started giving it a more appropriate
policy focus. This case helps to understand
the importance of the tourism industry to
the Indian economy and how India failed to
leverage on it to generate substantial
revenues.

India; Tourism; 2004
Indian tourism industry
Global tourism
Asian tourism
Destination branding
Indian five-year plans
Budgetary allocations to tourism
Tourism and gross domestic
product (GDP);
Tourism and employment
Tourism and infrastructure
Incredible India campaign
Domestic tourism
Indian Tourism Ministry
Tourism and aviation industry
Tourism and hospitality industry
Tourism and government policy
8 pp
LIBRARY
204-064-1
IRELAND: TURNAROUND BY TAX
POLICY
Srikanth, G
Ankeet, B
Less than 20 years ago, Ireland was
termed as the Sick Man of Europe owing
to its high unemployment rates,
burgeoning public debt, and high levels of
emigration. But since 1987 it has made
brisk progress by undertaking a series of
measures, the most prominent of which
was its policy of granting special tax
incentives to foreign investment in the
manufacturing sector and to financial
services companies set up within a special
centre in Dublin. This low tax regime was
always an apple of discord between
Ireland and the European Union. But it
helped the country attract a large number
of foreign companies seeking low tax
jurisdictions for their investments. The
result has been a remarkable turnaround in
the Irish economy, which has since been
dubbed the Celtic Tiger. The case
highlights the Irish tax policy and its role in
the countrys development.
Ireland; 2004
Ireland turnaround by tax policy
Anglo-Irish Free Trade Agreement
Protectionism
Irelands economy
Tax competition, tax arbitrage
Fianna Fail
Supply side economies
European Unions (EU) tax package
European Single Market
International Financial Services
Center (IFSC)
European Economic Community,
European Union
Collective investment (mutual) fund
Corporate tax rate, tax incentives
Celtic Tiger
14 pp
LIBRARY
204-063-1
JAPANS TECH INDUSTRY: THE
COMEBACK TRAIL
Srikanth, G
Neeraj Kumar, S
Japans technology industry, which had
been weak since the bursting of the IT
bubble, have suddenly been rejuvenated.
Earlier, Japanese companies like Sony,
Sanyo and Matsushita were considered to
be the benchmark for tech goods
worldwide. The recent development in
other Asian countries like China, Korea and
Taiwan have brought them at par with
Japan. Companies like Lucky Goldstar (LG)
of Korea started giving tough competition
to their Japanese counterparts. Strong
demand for Japanese electronics and
other goods in recovering world markets
had helped lift the economy out of a
10-year slump. Digital appliance products
such as mobile phones and digital versatile
disc (DVD) devices were propelling this
movement. The case helps to discuss the
effect of the technology industry on the
Japanese economy and also its successful
revival after the IT bubble bust.
Japan; Digital appliances; 2004
Japanese tech industry
Japanese economy
South East Asian financial crisis
Japanse exports and imports
Southeast Asian countries
Lucky Goldstar (LG)
Samsung
Digital appliances
Liquid crystal displays
Yen appreciation
Plasma TV
Sony
Matsushita
Sanyo
Semiconductor industry
5 pp
LIBRARY
9-704-040
JOURNEY TO SAKHALIN: ROYAL
DUTCH/SHELL IN RUSSIA
Abdelal, R
Surveys the operations of Royal
Dutch/Shell in Russia, including a strategic
alliance with Gazprom, the countrys
natural gas monopoly, the development of
the Salym oil fields in Siberia, and a small
retail refilling network in St Petersburg.
Focuses on the Sakhalin II project.
Sakhalin II is the reason for the existence
of the Sakhalin Energy Investment Co
(SEIC), owned by Royal Dutch/Shell (55%),
Mitsui (25%), and Mitsubishi (20%). Worth
approximately $10 billion, the second
phase of Sakhalin II would be the single
largest investment decision in the history
of Royal Dutch/Shell, as well as the single
largest foreign direct investment in
6
Russias history. Sakhalin II would also be

the largest integrated oil and gas project in
the world. The project faces a number of
challenges, however. A production sharing
agreement (PSA) a commercial contract
between the foreign investor and a host
government that replaces the countrys tax
and license regimes for the life of the
project govern Sakhalin II. Although
Sakhalin IIs PSA enjoys the status of
Russian law, other Russian laws conflict
with the terms of the PSA. PSAs have also
become controversial within Russia. After
several years of waiting in vain for legal
stabilization, Shell and SEIC executives
must decide whether the project should
go forward. The teaching purpose is to
consider the challenges of foreign direct
investment in Russia and managing in the
context of weak institutions.
Employees 90,000; $236 billion
revenues; Event start date 1991; Event
end date 2003
Energy
Foreign investment
Globalization
Natural gas
Russia
Strategic alliances
27 pp
CASE (FIELD)
204-081-1
MONETARY POLICY: HUNGARY vs
POLAND
Srikanth, G
Guru Dutta, P
Hungary and Poland, two of the fastest
growing economies in central Europe, are
to join the European Union in May 2004.
Since the 1980s, both countries had
experienced unfavourable political and
economic conditions. Both had a history of
hyperinflation, high levels of foreign debt
and a poor institutional and economic
framework. During the 1990s, these
countries went through a transitional
phase and intensified their efforts for
economic revival. By January 2004, with
an efficient monetary policy, Poland had
been successful in curbing the inflation
and achieving price stability. In contrast,
Hungary was struggling with high interest
rates. With the background of the policies
of two central European countries, this
case offers scope to discuss the
relationship between interest rates,
inflation and the value of the currency.
Hungary; Poland; 2004
Hungarian and Polish monetary
policies
Interest rates
Inflation targeting monetary policy
Revaluation and devaluation of
currency
Leszek Balcerowicz and Zsigmond
Jarai
Maastricht criteria

Budget deficits
Hyperinflation
Gross domestic product
Composition of currency basket
Reference rate and exchange rate
Forint and zloty
European Monetary Union
Narodowy Bank Polski (National
Bank of Poland)
Magyar Nemzeti Bank (Central Bank
of Hungary)
12 pp
LIBRARY
204-074-1
NTUC INCOME; MANAGING SOCIAL
MISSION AND BUSINESS GOALS IN A
MARKET-DRIVEN ECONOMY
Beng Geok, W
Lian, R
Koh, S
The Asian Business Case Centre,
Nanyang Technological University
Gazing out from his office window one
December afternoon, Tan Kin Lian, Chief
Executive Officer of NTUC Income
(INCOME), reflected on the key events
that had taken place at the closing of the
20th century the Asian financial crisis in
1997 and 1998, regional political
upheavals, and the impending Monetary
Authority of Singapores (MAS) plans to
liberalise the financial sector including the
insurance industry. The co-operative had
come out of the crisis relatively unscathed.
INCOMEs free reserves and investment
gains of S$544 million at the end of 1996
had cushioned the co-operative against a
paper loss of S$360 million in investments
resulting from the financial meltdown. To
assist policyholders who were suffering
from financial hardship due to the crisis,
INCOME undertook several measures
such as a temporary suspension of
premium payments for up to two years,
interest rate reductions on policy and
mortgage loans, and reductions in monthly
mortgage payments for up to three years.
Recently, INCOME had celebrated its 30th
anniversary. It was an important event for
the co-operative as marked by the
attendance of the Prime Minister of
Singapore. INCOME had enjoyed years of
tremendous growth. What would the next
thirty years hold? CEO Tan wondered. The
teaching note was written by W Beng
Geok.
Singapore; Insurance; Large; 2000
Social entrepreneurship
Change management
Not-for-profit organisation
Union leadership
Union-based co-operative
Re-organisation of national union
movement
Financial liberalisation
34 pp
FIELD
204-074-8 (5pp)
204-104-1
POLITICAL ADVERTISING IN INDIA
Phani Madhav, T
Umashanker, S
It began as a laid-back attempt in the early
1980s and political advertising in India
came a long way to become an organised
and professional way of approaching
voters. The erstwhile practice of
sloganeering and propaganda are being
replaced by branding and positioning
strategies. In their efforts to brand their
parties, political leaders engaged
celebrities in their election campaigns.
This case study focuses on the evolution
of political advertising in India from a point
when it was a non-entity to it becoming a
specialised area of interest. The case also
details the counter measures taken by
various political parties to outscore each
other.
India; 1980-2004
Politics and communication
Political branding
India shining campaign
Feel-good factor
Bharat Uday Rath Yatra
Grey Worldwide
Rediffusion DY&R
Public relation firms
Congress (x) and Bharatiya Janata
Party (BJP)
National Democratic Alliance (NDA)
Indira Gandhi
Atal Behari Vajpayee
Advertising expenditure
Celebrity political endorsers
TAMs AdEx study
8 pp
LIBRARY
204-094-1
SILICON FEN: THE CAMBRIDGE
CLUSTERS
Phani Madhav, T
Srikant, G
Silicon Fen, the cluster of hi-tech
companies in and around Cambridge
University, has to its credit a host of hightech companies that are spin-offs of the
research that takes place at the university.
Ever since its foundation in the 12th
century, Cambridge University has been
associated with major scientific
discoveries that have been translated into
a commercial success. The hi-tech cluster
around the university has been
instrumental in creating much wealth for
the regional and national economies. The
case details the factors that helped the
development of the cluster, the challenges
ahead and how various players associated
with Silicon Fen are trying to address the
challenges.
7
United Kingdom; 2004

Cambridge
Silicon Fen
Clusters
Hi-tech companies
Venture capital
Start-ups
Arm
Silicon Valley
Cambridge science park
7 pp
LIBRARY
204-072-1
SINGAPORES EXCHANGE RATE
MANAGEMENT SYSTEM
Maysami, RC
Tan, S
Traditionally, in an era of limited capital
mobility, where the domestic financial
markets were still relatively undeveloped,
the Monetary Authority of Singapore
(MAS) relied on direct control measures as
main instruments of monetary policy.
From 1965 to the early 1970s, monetary
control policies were mainly targeted to
reduce growth in bank deposits and limit
the availability of foreign assets in
domestic banks. In the late 1970s, the
traditional instruments of monetary
policies interest rate regulations and
direct capital controls were found to be
incompatible with the overall economic
thrust of developing a global and
sophisticated financial centre in Singapore.
Since 1981, MAS had formulated a unique
exchange rate policy to achieve the
ultimate target of low inflation. This case
documents the evolution of Singapores
monetary policy over the last three
decades and allows students to explore
the reasons and possible consequences of
this monetary policy.
Singapore; Banking and finance; Large;
2002
Exchange rate management
Exchange rate policy
Singapore
12 pp
LIBRARY
204-069-1
SO MANY COUNTRIES, SO MANY
LAWS: YAHOO!, LEGAL
UNCERTAINTY AND THE INTERNET
Monseau, S
Essounga, Y
Rider University, NJ
Yahoo! Inc was sued by French civil rights
activists for allowing auctions of Nazi
memorabilia on its website contrary to
French law. The companys position was
that it was subject to US not French law,
should not act as a censor and could not
technically block access to its websites

from France. The French judge found
against Yahoo! Inc, which reacted by filing
suit in the US asking for a ruling that the
French court judgment was not
enforceable. However, it was also decided
to remove almost all objects relating to
Nazism from its sites. The case provides
an illustration of the legal uncertainty
surrounding Internet operations in a
foreign country. It covers jurisdiction,
conflict of laws, freedom of expression
and the enforcement of foreign
judgments. It highlights practical and
ethical considerations in the management
of an international lawsuit in a new and
unsettled area of law. This case was
sponsored by the Indiana University CIBER
Case Collection.
France and United States; Internet and
communications; 5,000 employees;
2000-2001
Internet and jurisdiction
Law and legal systems
Freedon of expression, speech and
censorship
Enforcement of foreign judgments
Business law
Comparative law
18 pp
globally had been more than willing to pay

premium prices for South Africas scrap
aluminium and, in recent years, the export
of scrap had evolved into a very lucrative
business. The scrap merchants had
protested vociferously and implementation
of the policy was delayed. Nine months
had passed since the change in policy and
it had now become critical for the
secondary smelters and the scrap metal
merchants to reach consensus on a
suitable way to implement the policy.
Nicolauss main objective was to maximise
beneficiation in South Africa and he
believed that the new policy should be
self-regulated by the industry. He would
much rather that the industry solved its
own problems than for the DTI to have to
step in and enforce the new policy a
certain possibility if consensus could not
be reached. But how could a win-win
scenario be brought about for all the
parties? This was the question that
plagued Nicolauss thoughts as he
prepared for the meeting.
South Africa; Aluminium; Large; 20012004
Negotiations
Global trade policy
International business
FIELD
26 pp
204-069-8 (8pp)
FIELD
204-106-1
SOUTH AFRICAS WAR OVER SCRAP
ALUMINIUM
204-057-1
STARTUPS IN EUROPE: A NEW LEASE
OF LIFE?
Heald, G
Townsend, S
Phani Madhav, T
Kalyani, V
It was 15 February 2004 and Gerhard

Nicolaus, Director, metals and allied
industries in the South African Department
of Trade and Industry (DTI), was preparing
for a meeting of the stakeholders in the
scrap metal industry that was going to take
place the next day. The meeting was the
culmination of three years of sometimes
acrimonious discussion and negotiation
between the rival parties. Since 2001, local
purchasers of recycled aluminium had
expressed concern that the prices of
secondary aluminium in South Africa (SA)
were inflated and that scrap was being
exported at the expense of local demand.
In 2003, the various trade associations in
the secondary aluminium processing
industry had persuaded the South African
(SA) government to change its policy and
on 30 May 2003, the minister of trade and
industry, Alec Erwin, signed into effect a
new policy on the issuing of export
permits for scrap metal. In short, this
policy prohibited the granting of export
permits for specific classes of scrap,
forcing the scrap metal merchants to
supply scrap to the domestic industry first.
This change in policy effectively meant
that the scrap metal merchants feared a
possible cutback in profitability. Countries
Europes performance in the

entrepreneurial arena had been lackluster
for the past twenty years. Low economic
growth, nascent venture capital
communities, inflexible labour laws and
bureaucratic interventions were
considered to be the reasons for it. Apart
from the peripheral countries like Ireland,
Finland and Iceland, the number of startups in the core Euro-zone had seen a
decline until 2002. However, things started
looking up, especially in Germany, thanks
to bold regulatory reforms ushered in by
Chancellor Gerhard Schroeder. There had
been a substantial increase in venture
capital funding, especially in early-stage
investment. This case explores the causes
of low performance of Europe in
entrepreneurship. It also explains the
challenges faced by European
entrepreneurs. The case of Germany is
described in detail. The case offers scope
for discussion on the sustainability of the
spurt in the number of start-ups and how
the bigger nations can benchmark
themselves with countries like Finland and
Ireland.
Europe; 2003
Entrepreneurship
Europe
8
Germany
Gerhard Schroeder
Start-up challenges
Accenture study on
entrepreneurship
Neil Rimer
Meisterbrief
Ich AG
Corporate venture capital
Jean-Bernard Schmidt
9 pp
LIBRARY
204-065-1
THE APPRECIATING CANADIAN
DOLLAR: THE IMPLICATIONS FOR THE
CANADIAN ECONOMY
Sumit, KC
Sumeeta, G
The Canadian dollar, also called the
loonie, had been traditionally based on
the floating exchange rate. Based on its
purchasing power, it was opined that the
loonies value was perfect at $0.815.
However, the loonie, which was traded at
$0.8934 in 1991, continuously fell till 2003,
before it again started surging at a rapid
pace. This case study focuses on the
reasons for the fall of the loonie since
1991, apart from the factors that prompted
its sharp rise since January 2003, and its
implications for the Canadian economy.
Canada; 2004
Canada
Canadas economy
Canadian dollar
Loonie
Floating exchange rate
Exchange rate
Fixed exchange rate
History of the Canadian dollar
Dominion Notes Act
Bank of Canada Act
Effects of currency fluctuations on
economy
International Monetary Fund
Anti-inflationary policies of Canada
Factors affecting currency
appreciation
Currency fluctuations
9 pp
LIBRARY
204-061-1
THE ARGENTINE FINANCIAL CRISIS
Srikanth, G
Bhavika, N
Before World War II, Argentina was one of
the most prosperous countries in the
world in terms of agricultural and energy
resources. Since the 1940s, its economic
growth had declined as it changed its
financial and trade policies. In 1991, the

Convertibility Law was introduced through
which the exchange rate of the Argentine
peso was fixed at one peso per US dollar.
Between 1991 and 1994, Argentinas
economy grew and its deficits decreased.
But the devaluation of the Mexican peso in
1994 and the devaluation of the Brazilian
real in 1998 shook the confidence of the
investors. The government took many
measures to control the economic
situation, but the countrys deficits
continued to increase. In January 2002,
the Currency Board arrangement was
abandoned and the peso was devalued.
During 2002 and 2003, Argentina showed
a trade surplus in its balance of payments.
This case helps to discuss the economic
challenges that Argentina is facing, as it
has to pay back huge amounts of external
debts.
Brazil; 2004
Argentine financial crisis
Convertibility Law
Economic stability
Devaluation of the Mexican peso
Currency board
President Eduardo Duhalde
Balance of payments
Import substitution policy
Free Trade Agreement
Financial rescue package
Domingo Cavallo
Inter-American Development Bank
Current account deficits
Zero deficit law
8 pp
LIBRARY
204-067-1
THE DEMISE OF DETROIT: WHY THE
BIG THREE LOST
Sumit, KC
Hansa, I
Detroits Big Three General Motors, Ford
and Chrysler, reigned supreme in the US
automobile market all through the 1960s
and 1970s. But the Japanese, German and
Korean car manufacturers, who gradually
eroded the Big Threes US market in the
1980s, challenged their supremacy. The
invasion started with the small car
segment and by the end of the 1990s, the
Sport Utility Vehicle (SUV) and the luxury
car segments had also been captured. The
Big Three had underestimated their
competition and failed to understand the
pulse of the market. With its inflexible
plants, high legacy costs and their looming
labour problems, Detroit was in deep
waters. This case traverses the ups and
downs of the US automobile industry and
offers scope for discussion on the various
factors that led to the rapid downfall of
Detroits Big Three.
USA; Auto manufacturing; 2004
General Motors
Ford
DaimlerChrysler
Toyota
Honda
BMW
Volkswagen
Detroit
Motown
United Automobile, Aerospace and
Agricultural Implement Workers
(UAW)
Hyundai
Market share of Big Three
Big Three
The end of Detroit
US automobile industry
10 pp
LIBRARY
204-073-1
THE MONETARY AUTHORITY OF
SINGAPORE: ITS ESTABLISHMENT,
GROWTH AND CHANGING ROLE
Maysami, RC
Tan, S
The Monetary Authority of Singapore
(MAS) was established in 1971 to perform
essentially all the functions of a central
bank except currency issuance that
remained under the jurisdiction of the
Board of Commissioners of Currency. It
was responsible for implementing
monetary policies, supervising financial
activities in the country, and being adviser,
banker, and financial agent to the
Singapore government. In October 2002,
the Board of Commissioners of Currency
was integrated into MAS as its currency
department. This case documents the
rationales for the establishment, growth
and development of MAS and delineates
its changing role during the last three
decades in the face of rapid financial
liberalisation and banking reform in
Singapore.
Singapore; Banking and finance; Large;
2002
Central bank
Macroeconomics
13 pp
countrys economic and political scenario

during the 1990s. It discusses the
emergence of oligarchs and their relations
with the government during Yeltsins and
Putins presidential terms. The case then
examines the formation of Yukos, its
growth under Khodorkovskys leadership
and the corporate culture and corporate
governance restructuring it undertook
during the early 21st century. It discusses
in detail the events that led to the arrest of
Khodorkovsky and many other key
executives of Yukos in 2003. Finally, the
case examines the future prospects of
Yukos in the light of the above crisis. A
country report on Russia (204-070-5) and
an industry note on the Russian oil industry
are available to facilitate better
understanding of the Yukos story. The
case is constructed to enable students to:
(1) understand the political and economic
environment of Russia and the strategic
importance of the oil industry for the
countrys economy; (2) examine the role of
oligarchs in changing the dynamics of the
Russian oil industry during the 1990s, with
special reference to Khodorkovsky;
(3) examine how legislations, government
policies (related to free trade, state
monopoly etc) influence the functioning of
a company; and (4) understand how
political meddling in business or
extensively indulging in political activities
can influence a companys functioning.
The case is aimed at MBA/PGDBA
students, and is intended to be part of the
economics, politics and business
environment curriculum.
Russia; Oil; Large; Early 1900s to 2004
Russian economy
Mikhail Khodorkovsky
Yukos
Oligarchs in Russia
Oil industry in Russia
Privatisation in Russia
Menatep Bank
Sibneft
ExxonMobil
Kremlin
Planton Lebedev
16 pp
LIBRARY
204-070-8 (4pp)
LIBRARY
204-070-1
THE RUSSIAN OIL GIANT YUKOS:
WHEN BUSINESS AND POLITICS
COLLIDE
Mukund, A
Neela Radhika, A
The case examines the crisis at Yukos,
Russias leading oil company, on account
of a feud between its former CEO, Mikhail
Khodorkovsky (Khodorkovsky), and the
Russian government. It gives a brief
outline of Russias history and the Russian
oil industry over the years, and the
9
9-704-007
THE RWANDAN TEA INDUSTRY:
LOOKING INTO THE FUTURE
Spar, D
Reavis, C
In 2003, the Rwandan government was
focused on transforming the nations tea
industry into a world-class competitor. To
accomplish this objective and stave off the
downward prices that plagued the
international tea market, the government
believed that the industry needed to
develop a diversified and value-added
product portfolio. This would entail large

investments in improving quality and
productivity, as well as a new and more
competitive price scheme for farmers. Part
of the governments strategy for the tea
industry involved wide-scale privatization
to infuse the industry with capital,
competition, and management expertise.
But it remained uncertain whether the
government could achieve its own
objectives while ceding control to private,
probably foreign, owners. Could Rwandan
tea find its way in a complicated and highly
competitive international market? The
teaching purpose is to explore the issues
surrounding privatization in a country
emerging from political and economic
chaos. Also to explore how developing
countries can hope to add value to
commodities traded in a highly
competitive global market.
The South African car industry has always

attracted the major car makers in the world
since the 1920s. Although the industry
managed to overcome the turmoils of the
Great Depression and the Second World
War, due to the apartheid policy of its
government, there was an international
boycott of South African trade. After the
new democratic government came to
power in 1994, the country started taking
initiatives to bring back its past glory as the
car manufacturing hub of Africa. By the
end of 2000, the auto industry was
contributing 5.4% to the gross domestic
product of South Africa. This case, while
narrating the circumstances that led to the
downfall of car manufacturing in South
Africa, highlights the factors that helped in
the resurgence of the South African car
industry.

2003
Africa
Beverages
Business government relations
Developing countries
Economic development
Global research group
Privatization
South Africa; Auto manufacturing; 2004

South Africa
Delta Motor Corporation
General Motors
Volkswagen
Ford
Mercedes Benz
Completely knocked down versions
Apartheid
United auto workers
Democratic Republic of South Africa
BMW
Nelson Mandela
Toyota
Nissan
Albert Wessels
17 pp
CASE (FIELD)
9-304-079
THE SARBANES-OXLEY ACT
Weber, J
Paine, LS
Describes the evolution and passage of
the Sarbanes-Oxley Act of 2002 from the
perspective of the senior counsel on
capital markets for the US House
Committee on Financial Services. The
teaching purpose is to develop an
understanding of the legislative process in
the United States and the substance of the
Sarbanes-Oxley Act of 2002.
2002
Accountability
Accounting and control
Corporate governance
Global Research Group
Legal aspects of business
Legislation
Political process
Politics
12 pp
CASE (FIELD)
204-101-1
THE SOUTH AFRICAN CAR INDUSTRY:
THE RESURGENCE
Sumit, KC
Jignesh, Z
Asian countries, as they devalued their

respective currencies and changed their
exchange rate policies. This case helps to
discuss the reasons that led to the
Southeast Asian crisis and how it spread
from Thailand to the other Southeast Asian
countries. The case also helps to compare
the Mexican crisis, which led to
devaluations in South America, with the
Thai economic crisis, which led to
devaluations in the Southeast Asian
nations.
Southeast Asia; 1997
Fixed exchange rate system
Current account deficit
Foreign exchange reserves
Short-term dollar indexed debt
Currency pegging
Basket of currencies
Thai baht, Korean won, Indonesian
rupiah
Foreign portfolio investment
South Korean chaebols
Inflation rate
Bank of Thailand
Malaysian Central Bank
Monetary Authority of Singapore
Japan export-import bank
Structural reforms, contagion effect
9 pp
LIBRARY
7 pp
204-056-1
THE US STEEL INDUSTRY IN 2004:
STILL IN NEED OF PROTECTION?
LIBRARY
204-092-1
THE SOUTHEAST ASIAN ECONOMIC
CRISIS
Srikanth, G
Bhavika, N
During the early 1990s, Mexican imports
were more than their exports. To fill this
gap in foreign trade, the Mexican
government introduced short-term dollar
indexed bonds. The increase in the public
debt led to the Mexican crisis and later to
devaluation of the Mexican peso. The
economists had predicted the Mexican
crisis, much before it took place. Similarly,
the International Monetary Fund (IMF)
authorities had predicted the Southeast
Asian crisis, which began in Thailand in
1997. In 1996, Thailand had accumulated a
current account deficit of 7.9% of its gross
domestic product (GDP). In the years
1995-1996, the capital inflow into the
Southeast Asian nations increased in the
form of foreign portfolio investments. The
Southeast Asian banks raised their interest
rates, which witnessed a shift in the
market conditions. Speculation in the
currency market and economic instability
led to the devaluation of the Thai baht. This
resulted in a contagion effect on other
10
Dutta, S
Since the late 1960s, the US steel industry
has been asking for protection from
imports and subsidies to help alleviate its
troubles. The US government has, from
time to time, announced various
protectionist measures. In 2001, President
George W Bush announced his Steel
Programme. It consisted of three parts:
negotiations with trading partners to
eliminate inefficient excess capacity in the
steel industry worldwide; negotiations
with trading partners to eliminate the
distorting practices including subsidies
that resulted in excess capacity; and
investigation under Section 201 to
determine whether the industry was
harmed by low-priced steel imports. After
the investigation by the US International
Trade Commission (USITC), in March
2002, the President imposed tariff
measures under Section 201 to help
domestic producers to compete with
imported steel. Trade economists argued
that these measures would hamper the
competitiveness of the industry. The
governments protectionist policies would
adversely affect market efficiency and
innovation in the industry. Imposition of
Section 201 tariff measures would
increase government intervention in an

industry that was already protected, they
felt. Statistics show that 80% of imports to
the US were already subject to tariffs
under the US antidumping laws. These
laws allowed the government to impose
tariffs on steel products that were
subsidized by the foreign governments
and dumped in the US. However, in spite
of being protected, the industry was
struggling. In December 2003, the US
administration lifted Section 201 tariff
measures, thus, avoiding a trade war with
the European Union and Asian countries.
The teaching objectives of this case are:
(1) to analyse the structure of an industry
and its affect on the competitiveness of
the industry; (2) to understand the
rationale behind consolidation and its
affects on industry structure; (3) to
understand the advantages and
disadvantages of free trade; (4) to
understand the advantages and
disadvantages of protectionism; (5) to
understand how government intervention
affects an industry; and (6) to understand
how changes in the external environment
affect the competitiveness of an industry.
The case is meant for MBA/PGDBM
students and is intended to be part of the
economics, politics and business
environment curriculum. The teaching
note does not contain an analysis of the
case.
USA; Steel; Large; 1960-2003
US steel industry
Section 201 Tariff Measures
Free Ttade
Protectionism
Tariffs
US International Trade Commission
US Steel Corporation
International Steel Group
Consolidation
Steel subsidies
Legacy costs
Organisation for Economic
Co-Operation and Development
European Union
Trade wars
204-053-1
US FISCAL DEFICIT
Rajshekar, N
Sivaramakrishnan, V
The Congressional Budget Office
projected that the US budget would run a
deficit of $500 billion for the fiscal year
2005. The US, which had a surplus of $99
billion in 2000, recorded a deficit of $375
billion by the end of 2003. The
International Monetary Fund, which had
been a strong critic of budget deficits,
came out with many reports showcasing
the need for controlling the spiraling
budget deficit of the US. The fiscal deficit
of the US became an international issue.
This case helps to discuss the US fiscal
deficits and the expected and possible
ramifications on the US as well as the
world economy.
USA; 2004
US fiscal deficits
Declining US dollar
Balance of Payments
Rising interest rates
Unemployment compensation
Budget deficit and surplus
Tax revenue
US Gross Domestic Product
International Monetary Fund
Economics stimulus package
US public debt
US economy
Recession
Budget expenditure on subsidies
US Monetary Policy
Entrepreneurship
International operations
Mexico
Multinational corporations
Natural resources
Petroleum industry
United Kingdom
2 pp
SUPPLEMENT (LIBRARY)
204-093-1
YUAN: TO PEG OR NOT TO PEG
Srikanth, G
Ankeet, B
The Chinese yuan is pegged to the US
dollar and the exchange rate is maintained
by large-scale purchases of the dollar from
the open market by the Peoples Bank of
China. Buoyed by an undervalued yuan,
China has been enjoying large trade
surpluses with the US and has built huge
foreign exchange reserves. This, coupled
with a fall in the US dollar, has increased
pressure on China to remove the dollar
peg or at least make the yuan more
flexible. But China has been resisting such
a move. The case helps to discuss the
implications of the yuan-dollar peg and the
impact on the trade between the two
countries.
17 pp
Jones, GG
Bud-Freirman, L
China; 2004
Chinese yuan, renminbi
US dollar
Currency pegging
Balance of payments
Reserve currency
Exchange rates
Unemployment
Asian financial crisis
Chinese economy
Chinas foreign trade
Chinas exports and imports
Peoples Bank of China
Inflation rate
Free float
The Big Mac Index
LIBRARY
Supplements the (A) case.
7 pp
204-056-8 (4pp)
13 pp
LIBRARY
9-804-086
WEETMAN PEARSON AND THE
MEXICAN OIL INDUSTRY (B)
Business history
Contractors
11
LIBRARY
Entrepreneurship
804-038-1
20TWENTY: ALTERNATIVE BANKING
Townsend, S
When Saambou Bank collapsed on 9
February 2002, 20twenty, its newly
formed on-line banking arm, had only been
in operation for six months. During the six
months however, 20twenty had managed
to capture the hearts of 40,000 customers
with its innovative approach and fanatical
service ethic, so much so, that most of its
customers did not leave when Saambou
collapsed, but stayed faithful to 20twenty
until a rescuer came along 18 months later.
The rescuer was UK bank, Standard
Chartered, which wanted to open up an
operation in South Africa and liked
20twentys business model. Standard
Chartered wanted 20twenty again to
differentiate itself from its competitors by
providing innovative banking services and
fanatical dedication to its customers.
However, this strategy might have worked
two years previously, but would it still hold
in 2004 when 20twenty re-launched? And
if so, would it be sustainable in the long
run?
South Africa; Banking; Small; 2004
Entrepreneurship
E-business
On-line banking
Business strategy
8 pp
FIELD
IJEE1-4LA2
A COMPARATIVE OVERVIEW OF
VENTURE CAPITAL IN EUROPE AND
THE UNITED STATES
Schertler, A
International Journal of
Entrepreneurship Education, Senate
Hall Academic Publishing
This paper gives a comparative overview
of venture capital in Europe and in the
United States. A comparison of
aggregated data, which is afflicted with
several difficulties, and a comparison of
studies using micro data shows a couple
of interesting differences and similarities
between the European private equity

market and the US venture capital market.
The two markets are different with respect
to the level and specialization of
investments. The United States invested
more venture capital per capita than
Europe. Of each unit invested, Europe
spent a larger part in firms early stages
than the United States. The two markets
are similar with respect to control
mechanisms used, such as incentiveenhancing compensation of fund
managers, syndication of investments, and
the use of convertible securities albeit the
intensities of using these mechanisms
differ between the United States and
Europe. This paper does not only identify
differences and similarities between the
two markets but it also discusses several
explanations for the existing differences
and similarities.
Venture capital
Private equity
Market structure
Europe
United States
achieved by franchising, and the

managerial and organisational problems
that followed a period of rapid growth. The
case allows discussion of: (1) the start-up
process, (2) the why and how of new
venture growth; and (3) the managerial and
organisational consequences of rapid
growth. The teaching note, written by
C OGorman and R Beere, offers insights
into how the case can be employed to
explore these issues.
Ireland; Fast food; Small-medium
enterprise (SME)
Entrepreneurship
Growth
Franchising
Small-medium enterprise (SME)
New venture
Growing pains
Stages of development
Start-up
Strategy
Restaurant
Fast food
Irish
Abrakebabra
11 pp
25 pp
FIELD
804-031-1
ABRAKEBABRA: GROWING PAINS IN A
FAST FOOD RESTAURANT CHAIN
Beere, R
Mc Namara, P
OGorman, C
University College Dublin Business
Schools
This case focuses on the start-up and rapid
expansion of Abrakebabra, an innovative
fast food restaurant chain started in
Dublin, Ireland in 1982. It filled a gap in the
market by offering fast food to late night
customers who came from local pubs and
nightclubs. The firm experienced rapid
growth. Lacking capital to exploit these
opportunities the brothers began to offer
franchise contracts. At its height
Abrakebabra had 59 outlets, 11 owned and
managed by the founders. By 2003
Abrakebabra was the 2nd largest fast food
franchise in Ireland. In 2002 one of the
founders sold his share of the business,
valuing Abrakebabra at euros 7.6 million.
The case is about the start-up process,
rapid new venture growth that was
13
804-031-8 (12pp)
804-033-1
AKIO MORITA: THE VISIONARY
LEADER
Prasuna, DG
Kumar, KBS
ICFAI University Press, India
Innovation and miniaturisation have been
two unbeatable characteristics of Sony
Corp, which were imbibed under the
visionary leadership of Akio Morita. Akio
Morita played an instrumental role in
positioning Sony as a global leader in
electronic goods. He also played an
important role in improving the relationship
between the US and Japan after World
War II. This case narrates the leadership
style of Akio Morita the paradigmatic
hero, and its lessons to the academia and
practicing executives.
Entrepreneurship
Japan; Electronic goods; 170,000
employees; 1921-1999
Akio Morita
Sony
Leadership
Japan
Masaru Ibuka
Nagoya
Miniaturisation
Tokyo Institute of Technology
Globalising
Innovation
United States of America
Sake Brewers
Philips Electronics
American depository receipts
Transistorised radio
10 pp
LIBRARY
9-804-084
APAX PARTNERS AND XERIUM SA
Hardymon, GF
Lerner, J
Leamon, A
In 2002, Apax Partners had to decide
whether to accept a less-than-perfect offer
for one of its portfolio companies or to
refinance it. This company, a maker of
paper industry consumables with a global
presence, had been purchased in 1999 and
performed extremely well since then.
Despite being a solid, cash-generative
operation, it didnt excite a lot of interest in
the market. An early exit at a good multiple
would be helpful for Apaxs current fund
and future fund-raising efforts, whereas
refinancing would allow Apax to take some
money off the table and share in future
upsides. Which is the better choice? The
teaching purpose is to introduce students
to complicated multinational LBOs.
Decision making
Financing
Leveraged buyouts
Paper industry
21 pp
CASE (FIELD)
804-039-1
BENJYS: OF A MBI AND
ENTREPRENEURSHIP
Brady, C
Head, B
Cass Business School, London
This case is in 3 parts. The first reviews
the purchase of Benjys through a MBI led
by Ian Rickwood; the second examines the
issues faced by Rickwood and his team on
taking control of the business; the final
part focuses on the future of the business
after its initial, turbulent years.
UK; 2000-2004
Entrepreneurship
Mergers and acquisitions
Turnaround
22 pp
FIELD
804-034-1
CARLOS GHOSN: THE TURNAROUND
SPECIALIST
Janardhan Rao, N
Kumar, KBS
Carso Global Telecom

Financiero Inbursa
Telmex
International Monetary Fund (IMF)
AT&T
MCI
Sprint
IBM
Prodigy Incorporated
Microsoft Corporation
Tequilla crisis
CompUSA
Telefonica
7 pp
LIBRARY
Carlos Ghosn, President and CEO of

Nissan Motors, has been chosen for the
Automotive News Industry Leader of the
Year 2003 Award. Carlos Ghosn has set
new trends of leadership style, by turning
around three different companies with his
dynamic strategies and convincing
negotiations. The case narrates strategies
and leadership styles of Carlos Ghosn, and
the turnaround experiences of the
organisations concerned.
Japan, North America, South America;
Automobile industry; 1954-2003
Calos Ghosn
Nissan
Michelin Group
Renault
Automotive industry
Turnaround
Le cost killer
Porto Velho
Cross cultural groups
Cross functional groups
Nissan revival plan
Chief operating officer
Ghosn garden
Cross-fertilisation
Kieretsu
10 pp
LIBRARY
804-035-1
CARLOS SLIM: A TELECOM TYCOON
IN THE MAKING
Sumit, KC
Sanjana, G
Forbes voted Carlos Slim as the 17th
richest man in the world in 2004. Born to a
Lebanese immigrant in 1940, Slim always
had the ability to acquire businesses with
unhealthy finances and turn them around
as profitable companies. He founded
Grupo Carso, Carso Global Telecom and
Financiero Inbursa and by 2004, he had
amassed a personal fortune of $14 billion.
This case highlights how Carlos Slim is
giving shape to his dream of becoming the
undisputed telecom king of Latin America.
Mexico; Telecommunications services;
2004
Carlos Slim
Grupo Carso
14
804-030-1
CHOCOLATE CEO
Shekshnia, S
Pavlovsky, P
INSEAD, Fontainebleau
The case study evolves around the
business career of Ruben Vardanian, the
founder, majority owner and CEO of a
Russian chocolate making and selling
company. It follows the evolution of
Korkunovs early business career and
leadership style and concentrates on his
decision to enter a new business of
making and selling chocolates. It describes
leadership challenges, which Korkunov
faced during the five years of the company
existence, such as creating a business
model, securing financing, choosing
technology, developing a brand and
building the organisation and his
leadership style. Students are expected to
get insights into the nature of
entrepreneurial leadership and factors
contributing to the development of a
particular leadership style and
organisational model. Problems of growth
of entrepreneurial organisations operating
in fast growing market environments will
be also examined. Students will enrich
their understanding of the Russian
business environment and the style of
new Russian entrepreneurs.
Russia; Chocolates; US$55 million;
1998-2003
Leadership
Corporate culture
Crisis management
Leadership development
Managing growth
Acquisitions
People management
Russia
15 pp
FIELD
Entrepreneurship
IJEE1-4LA1
CREDIT CONSTRAINTS ON SMALL
BUSINESSES: THEORY VERSUS
EVIDENCE
Cressy, R
International Journal of
Entrepreneurship Education, Senate
Hall Academic Publishing
We describe the prevailing theories of
credit constraints, empirical tests of the
theories and their policy implications.
Theories and empirical tests are then
evaluated in the context of small
businesses and the likelihood of
encountering credit constraints in practice
is assessed. Private and public sector
responses to perceived credit constraints
are then evaluated on both theoretical and
empirical grounds and broad conclusions
reached about the relevance and
effectiveness of policy initiatives. The
paper is a written-up version of a lecture
that was delivered as part of a course
taught to second year students on the BSc
degrees at Cass Business School, London.
The only prerequisite for the course is that
the students should have taken
Elementary (Micro and Macro) economics.
Credit constraints
Small business
Policy response
Entrepreneurship
14 pp
804-025-6
CULTIVOS ORGNICOS SA
Technical note
Pratt, L
Prez Pineda, F
Bchert, JP
INCAE, Alajuela
This technical note is to accompany the
case 804-025-1. The abstract of the case
is as follows: Cultivos Organicos SA
resulted from Mary and Francisco
Samayoas initiative to develop an organic
horticulture firm using state of the art
technology. The projects economic
sustainability is explained by the higher
prices paid for organic products and their
high productivity levels. Environmentally,
organic products have a lower impact as
compared to conventional horticulture. On
the social side, they make for higher levels
of peasant training in cultivation areas and
a healthy relationship with the population.
Guatemala; Horticulture; Small; 2000
Sustainable development
Organic agriculture
Environmental strategy
Entrepreneurs
9 pp
FIELD
804-020-1
DABBAWALLAS: FOODLINE OF
MUMBAI
Ratna, CSV
Ajay, KC
804-025-1
CULTIVOS ORGNICOS SA
Pratt, L
Prez Pineda, F
Bchert, JP
INCAE, Alajuela
Cultivos Organicos SA resulted from Mary
and Francisco Samayoas initiative to
develop an organic horticulture firm using
state of the art technology. The projects
economic sustainability is explained by the
higher prices paid for organic products and
their high productivity levels.
Environmentally, organic products have a
lower impact as compared to conventional
horticulture. On the social side, they make
for higher levels of peasant training in
cultivation areas and a healthy relationship
with the population. A technical note
804-025-6 is availlable to accompany the
case.
Guatemala; Horticulture; Small; 2000
Organic agriculture
Environmental strategy
Entrepreneurs
9 pp
FIELD
Called as the Food Line of Mumbai, the

Dabbawallas (Tiffin Box Suppliers) have
successfully demonstrated time and again
that management is all about simplifying
things. This unique characteristic had been
earning them laurels across the globe. The
fact that they are hailed by management
guru, CKPrahalad, (Professor of Corporate
Strategy and International Business at the
University of Michigan) as the
quintessential master of supply chain
management reflects the learning
potential hidden in the dabbawallas
system, for excelling in supply chain and
logistics management. The unique coding
system developed by them to identify tiffin
boxes based on their owners identity, is
now used widely in many corporate
offices. Their simplicity and dedication to
work, coupled with mutual trust factor
between the dabbawallas and his
customer act as the main barriers to entry
for other players to compete. Dabbawallas
operate with an excellent efficiency of just
one mistake out of 8 million transactions
that make them stand far ahead of the six
sigma certified corporations.
India; Service; 5,000 employees
Nutan Mumbai Tiffin Supplier
Charity Trust
Raghunath Medge
Six sigma
Motorola
15
Dabbawallas
Coding system
Mumbai railway system
Mahadev Bacche
Supply chain management
Entrepreneur
Prince Charles
Distribution network
Customer service
16 pp
FIELD
804-032-1
DAVID PACKARDS LEADERSHIP
STYLE
Janardhan Rao, N
Kumar, KBS
David Packard was the co-founder of the
information technology major Hewlett
Packard. Packard has established a
benchmarking leadership style by
achieving excellence in product innovation
as well as employee management. While
innovation was the first priority at Hewlett
Packard, under Packards leadership, the
employees were given equal weightage
and were provided with various motivating
schemes. The case narrates the leadership
style of David Packard and the
management lessons from his
experiences.
United States of America; Information
technology; 1912-2002
David Packard
William Hewlett
Hewlett Packard
Audio oscillators
Bower award
Pueblo
General Electric
Pearl Harbour
New York Stock Exchange (NYSE)
Monterey Bay Aquarium Research
Institute (MBARI)
Management by walking around
Management by objectives
Fortran
Atomic emission detector
Drams
11 pp
LIBRARY
804-040-1
EMIRS DELICACIES: LEBANESE
RESTAURANT
Shaw, M
University of Guelph, Ontario
Emirs Delicacies is a family-owned
business in Ontario, Canada and has been
in operation for more than 10 years.
Though profitable, there is room for
growth in each of its three revenue
producing areas: the table-service
restaurant, catering, and take-out service.
The family emigrated from Lebanon to
Canada and successfully launched their
Entrepreneurship
mid-scale Lebanese restaurant in June
1990. Rabih, the eldest son, now in his
early 30s, is the lead family member for
the operation, especially for the catering
side of the business. The issue in the case
is what direction should the family take for
the future of Emirs. The family meeting at
the end of the case brings out some key
issues including potential expansion of the
restaurant operation, franchising
possibilities, Rabihs desire to pursue his
Chef de Cuisine Certificate, and his
mothers desire to consider early
retirement. In entrepreneurial situations
such as this, succession issues need to be
raised yet they noticeably do not get
addressed as the family deliberates their
future.
Ontario, Canada; Hospitality; 30-seat
restaurant; 2003
Marketing
Restaurant management
Hospitality
38 pp
FIELD
804-040-8 (13pp)
9-804-083
GOLD HILL VENTURE LENDING
Hardymon, GF
Lerner, J
Leamon, A
David Fischer is trying to raise $200 million
for a first-time venture debt fund that will
be affiliated with Silicon Valley Bank, a
major technology lender. Despite his
lengthy experience in venture lending, the
process is proving difficult. He and his
partners are considering whether to
continue trying to raise the full amount or
to close a smaller sum that is readily
available and prove the model before
trying to raise a larger fund. In making their
decision, the partners must consider the
structure of the fund and the value added
by their links to the bank as well as how to
counter conflict of interest concerns raised
by the potential limited partners. The
teching purpose is to introduce students to
alternative methods of funding new
ventures, such as venture debt, and to the
difficulties of raising a first-time fund.
Employees 10; Event start date 2003;
Event end date 2003
Banks
Fund raising
Venture capital
27 pp
CASE (FIELD)
804-028-1
FLESH IMP STREET WEAR: BREAKING
NEW GROUND IN SINGAPORE
Wong, I
ONeil, E
Nicholas Cho and Vincent Quek, two
young Singaporean entrepreneurs, were
ready to extend their line of street wear,
Flesh Imp. After two years of steadily
increasing sales, the team felt that the
time was right to create the breakthrough
retail environment that would fuse fashion,
lifestyle, culture and art and bring the
street movement to life. This lifestyle
boutique would feature the Flesh Imp
brand exclusively. The only remaining
question was how to convince a group of
financiers of the power of street culture,
the scale of their idea, and the viability of
their business entity, despite their youth
and the trendy crowd to whom their
products appealed.
Singapore; Clothing design; Small; 2002
Entrepreneurism
Business communications
Persuasive writing
Target audience identification
Seeking funding
Financing new venture
30 pp
Hardymon, GF
Lerner, J
Leamon, A
Book, K
The Central Intelligence Agency
establishes a venture-enabled fund to
allow it to access cutting-edge
technologies. The funds managers face a
variety of difficulties, some of which are
similar to those facing other institutionally
affiliated venture funds and some of which
are unique to In-Q-Tel. The teaching
purpose is to illustrate the challenges
associated with managing institutionally
affiliated venture funds.
Event end date 2003
Entrepreneurial finance
Equity capital
Government agencies
Venture capital
23 pp
804-028-8 (6pp)
CASE (FIELD)
Heng, SHM
Allampalli, DG
Tracking the start-up and growth of a new
Internet venture at the start of the
industrys boom in mid-1999, the case
delineates the experiences of two young
engineering and business graduate
entrepreneurs: Alex Koo and David Leong,
who set-up a B2C portal for the real estate
industry. To capitalise on the Internet
industrys early growth prospects and first
mover advantage in Asia, they drew up
aggressive growth plans, which included
setting-up a B2B network for the Asian
region and listing on the Stock Exchange
of Singapore (SGX) in a year. The late 1999
Internet industry euphoria caused
unprecedented stock valuations and
frenzied investors interest in dotcoms like
iPropertynet.com, a candidate for the initial
public offering (IPO). By March 2000, it had
received two rounds of financing from
angel and private investors and was on
course to achieving the IPO goal. But the
Internet industry bubble started to burst
and dotcom stock valuations crashed. The
Singapore property market and economy
entered a slow-down, and many of the
iPropertynet.coms start-up assumptions
appeared shaky. By July 2000, Leong and
Koo had spent nearly S$300,000 on IPO
preparation and were on course to list on
the SGX. Facing a bleak business
environment and uncertain outcome of the
IPO, Leong and Koo wondered as to how
to proceed from here: to list or not to list?
Singapore; Information technology
services; Small; 1999-2000
Entrepreneurial start-ups
New venture survival and
development
Financing start-up and growth
9-804-146
IN-Q-TEL
FIELD
804-027-1
IPROPERTY.COM: CREATING AN
INTERNET VENTURE
16
18 pp
FIELD
804-027-8 (6pp)
804-024-1
KING LEAR REVISITED: THE
SUCCESSION CONUNDRUM AT
CORDIA ENTERPRISES
Kets de Vries, M
Balazs, K
This case study highlights the different
aspects of succession. It describes the
issues that affect the departing CEO. It
considers the organisation, and the
background of internal and external
candidates for succession. It also treats
the issue of non-executive board-members
and their preferences. The aim of this case
study is to: (1) help participants gain insight
into the dynamics of CEO succession;
Entrepreneurship
(2) create an understanding of the barriers
of CEO succession and the underlying
issues that influence the process; and
(3) prompt participants to make a
thoughtful analysis of the leadership
competencies needed for a successful
transition and highlight issues of corporate
governance and the role board members
play.
CEO
Succession
Leadership style
Competencies
Board members
13 pp
GEN EXP
804-036-1
LETLAPA PLATES: AT A CROSSROADS
Temlett, S
Gordon-Brown, C
It was 12 January 2004 and Barry
Bermans year had just got off to an awful
start. Berman was MD of Letlapa Plates,
which in 2000, had won a three-year
contract from the Gauteng Department of
Transport and Public Works (Gauteng DOT)
to market personalised registration
numbers (PRNs) in the province. The
Gauteng DOT was his major client. He had
a smaller operation in the Western Cape
that marketed PRNs independently of the
provincial government there, but his
business in Johannesburg was the real
money generator. Berman had returned
from a relaxing holiday at the coast to find
a letter from the Gauteng DOT waiting on
his desk. His contract had expired in
November the previous year, said the
letter and the Gauteng DOT was not going
to extend his contract. Berman stared at
the letter, his heart sinking. What would
happen to his business? Indeed, did he
have a business anymore? Would he have
to cut his losses now and shut up shop, or
could he do anything to ensure that he still
had a business?
South Africa; Marketing; Small; 2004
Entrepreneurship
Public-private partnerships
Black economic empowerment
11 pp
Forbes Global magazine conducted an

analysis and gave them a Six Sigma rating
of efficiency. The case examines how the
Dabbawalas operate. It describes their
delivery process and coding system and
how they work as one team to achieve a
common goal. The case also explores the
future of the Dabbawalas service in light
of the changing environment. The teaching
objectives of the case are: (1) to
understand how an entrepreneurial
venture starts; (2) to understand the
reasons behind the success of an
enterprise; (3) to understand how a
traditional business can survive threats
from the external environment through the
years; (4) to understand how an enterprise
can successfully perform its day-to-day
operations without the use of technology
or elaborate processes; and (5) to
understand the threats a traditional
business can face due to a changing socioeconomic environment and how it adapts
to the changes. The case is intended for
MBA/PGDBM level students for the
entrepreneurship curriculum
India; Small; 1954-2003
Mumbais Dabbawalas
Australian Broadcasting
Corporation
Lunch delivery system of
Dabbawalas
Six-Sigma
Forbes Global
McDonalds
Mahadeo Havaji Bacche
Nutan Mumbai Tiffin Box Suppliers
Charity Trust
Mukadams
Governing Council
Coding system of Dabbawalas
Railway network in Mumbai
Fast food chains
Organisational structure of
Dabbawalas
Dabbawalas operations
11 pp
LIBRARY
804-022-8 (5pp)
804-029-1
NANODIAGNOSTICS: HOW AN
ISRAELI SCIENTIST AND
ENTREPRENEUR SOUGHT TO BUILD A
BUSINESS OF THE FUTURE
case study focuses on: (1) the experience

and strategy of the founder; (2) exploration
of financing options to build a biotech
business; (3) analysis of viable business
models; (4) paths to profitability; and
(5) strategies to overcome financial and
other barriers to market entry. As this case
study reveals, making the transition from
scientist to entrepreneur, bootstrapping
while attempting to raise financing for an
emerging company in the current market
of a down economy, and translating
genomic information into new gene-based
diagnostics that are covered by intellectual
property protection, generate a wide
spectrum of opportunities to be reaped
and many challenges to overcome.
Nanotechnology
Nanodiagnostics
Genetic testing
Biotechnology
Business models
Barriers to market entry
17 pp
GEN EXP
9-804-129
OCKHAM TECHNOLOGIES: LIVING ON
THE RAZORS EDGE
Wasserman, N
Describes the issues facing a founder CEO
regarding building a board of directors,
assembling an executive team, managing
tension between co-founders, and
outsourcing system development work.
The teaching purpose is to look at
assembling human resources at three
levels, the founding/executive team, the
board level, and the technical development
team.
Employees 10; $1 million revenues;
2000
Board of directors
CEO
Compensation
Entrepreneurship
Negotiations
Outsourcing
Venture capital
19 pp
CASE (FIELD)
5-804-148 (13pp)
FIELD
804-022-1
MUMBAIS DABBAWALAS: AN
ENTREPRENEURIAL SUCCESS STORY
Dutta, S
Jampani, S
The Dabbawalas who provide a lunch
delivery service in Mumbai have been in
the business for over 100 years. In 1998,
Maital, S
Blatt, R
Technion Institute of Management,
Tel Aviv
This case study is designed to highlight
how one Israeli company has gone about
establishing a presence in the emerging
area of nanotechnology. Nanodiagnostics
technology separates fetal cells from the
mothers cells, in a blood sample, and
performs genetic testing on them, making
the costly and dangerous method of
amniocentesis obsolete. In addition to
providing an overview of the company, this
17
9-804-138
ORCHID PARTNERS: A VENTURE
CAPITAL START-UP
Hart, M
Lieb, K
Chronicles the development of a new
venture partnership and the challenges
associated with raising its first fund.
Examines the decision to focus on earlystage investments, the determination of
Entrepreneurship
the appropriate size of the fund, the fundraising process, and the steps in closing.
Also presents information on the
relationships among the five partners, the
division of responsibilities, and the
compensation package. Provides personal
background on each of the partners and
explores their motivation for choosing this
career change at this particular moment in
their lives. The teaching purpose is to
provide insight into the entrepreneurial
process of starting a venture fund.
Event end date 2004
Entrepreneurship
Equity capital
Fund raising
Partnerships
Personal strategy and style
Strategy formulation
Venture capital
21 pp
CASE (FIELD)
804-019-1
RICHARD BRANSONS LEADERSHIP
STYLE
Prasuna, DG
Kumar, KBS
Sir Richard Branson CEO of Virgin Group
is best known for his flamboyant and
outlandish leadership style. He leads a
well-diversified group with over 270
successful branded companies. He claims
that rule- breaking is his hobby, and
unorthodox style of doing business is his
interest. Branson proved his resilient
leadership style by turning around his
company thrice. The case narrates the
leadership style of Richard Branson.
United Kingdom; Virgin Group; 725,000
Sir Richard Branson
Virgin Group
Leadership
Student
British Airways
Collin Marshal
Turnaround
Virgin music
Virgin Atlantic
Hot air balloon
Gulf War
Opportunism
Flamboyant
Knighthood
BBC
10 pp
LIBRARY
804-037-1
SA HOME LOANS: BANK BASHING IS
GOOD FOR BUSINESS!
Ward, M
Cole, S
Simon Stockley, SA Home Loans CEO,
was a lawyer by education but an
entrepreneur by nature; his colourful, nonconformist socks epitomised his character.
The first person in South Africa to build a
business based around the concept of
securitisation, it had taken him just five
years to break into South Africas capital
market and take on South Africas major
banking institutions. He had gained
approximately 11% market share for new
mortgage bonds (estimated to be worth
R500 million per month), 3% of South
Africas estimated R258 billion total
mortgage market and forced the banking
institutions to change their home loan
finance modus operandi in response to his
competition. Despite these achievements
he was dreading the upcoming board
meeting he could predict the question
that would be asked; the question for
which he, as yet, had no sure answer. At
the end of the board meeting Laurence
Rapp, director of strategic investments
and alliances, Standard Bank, would ask,
So Simon, what is your next BHAG?
women at the grassroots level; (3) to

understand how co-operative movements
provide opportunities for economic
development; and (4) to understand the
benefits of empowering women at the
grassroots level. The case is intended for
MBA/PGDBM level students as part of the
entrepreneurship curriculum.
India; Microfinance; Large; 1972-2003
SEWA
Women empowerment
Ila Bhatt
Women entrepreneurship
Organisation structure
Cooperatives
SEWA Bank
Health Care: Lok Swasthya SEWA
Co-operative
Child Care: Shaishav Child Care Cooperative
SEWA Academy
Gujarat Mahila SEWA Housing Trust
International Finance Corporation
(IFC)
SEWA Trade Facilitation Centre
(STFC)
Banascraft
Artisans Co-operative
10 pp
FIELD
804-023-8 (4pp)
South Africa; Banking; Small; 2004

Entrepreneurship
Securitisation
Finance
21 pp
9-804-113
THE EXCEL ACADEMY CHARTER
MIDDLE SCHOOL
FIELD
Leschly, S
804-023-1
SELF EMPLOYED WOMENS
ASSOCIATION (SEWA): EMPOWERING
WOMEN IN INDIA
Dutta, S
Kamble, V
The case is about the Self Employed
Womens Association (SEWA), which
works for betterment of the women in the
unorganised sector. The case describes
the history, aims and objectives,
members, structure, etc of SEWA. The
case also explains the various activities
such as banking, child case, health care,
housing, legal aid etc undertaken by
SEWA. The case focuses on how SEWA
has grown over the years and the
strategies adopted to overcome the
challenges faced by self-employed women
in India The teaching objectives of the case
are: (1) to understand how mobilising
women at the grassroots level from
unorganised sectors leads to economic
development; (2) to understand the
problems associated with mobilising
18
This case is set in the summer of 2002 in a

recently approved charter middle school in
Boston. The schools founders face a
choice of compensation plans as they
finalize the initial teaching team in the
school. In particular, the founders are
actively considering two performancebased compensation plans as alternatives
to the standard salary structure of public
schools. These schemes vary in the
degree to which they reward individual and
school-wide performance, and both are
controversial in principle and in practice.
The protagonists consideration of the
topics range from specific implementation
concerns about how to specify and gather
performance data on teaching to the most
general of inquiries about the nature of
excellent teaching and teachers. Rich in
biographical data on the schools founders
and on their educational and managerial
philosophies. Exhibits include
benchmarking data on performance
compensation plans in selected charter
schools in the northeast. Exhibits also
profile compensation and promotion
provisions in the Boston Public Schools.
The teaching purpose is to debate the
merits of various compensation
alternatives in public schools. To
Entrepreneurship
investigate the nature of high-performing
school teams of teachers, an inquiry that
involves consideration of, among other
topics, how teachers learn and the nature
of teaching.
2003
Compensation
Education
Employee compensation
Entrepreneurship
Leadership
Management philosophy
Performance measurement
Public schools
Service industries
24 pp
CASE (FIELD)
804-026-1
TRAIDCRAFT PLC
Robertson, S
Luca, P
London Business School
Towards the end of his first year as Chief
Executive, Paul Chandler had launched a
strategic review in order to lay the best

future path for Traidcraft plc. As a company
with strong principles and an unwavering
belief in the role of fair trade in poverty
reduction, Traidcrafts growth to 10
million turnover was no small
accomplishment. After 22 years, many
successes and much change within and
around the organisation, Traidcraft was at a
critical juncture. Paul needed to quickly
chart a course that would lead the plc
forward.
International, UK; Retail; 100
employees, 10 million revenue in 2001;
2001
Social entrepreneurship
Leadership
Managing a growing business
Fair trade
Organisational behaviour
Company restructuring
Strategic process review
Financing the social business
Faith-based business
11 pp
FIELD
804-026-8 (8pp)
19
Ethics and Social

Responsibility
9-104-071
ACCOUNTING FRAUD AT WORLDCOM
Kaplan, RS
Kiron, D
Describes the history and principal players
in WorldComs accounting fraud: CFO
Scott Sullivan, the General Accounting and
Internal Audit departments, external
auditor Arthur Andersen, and the board of
directors. Provides sufficient detail to
allow for a full discussion of the pressures
that lead executives and managers to
cook the books, the boundary between
earnings smoothing or management and
fraudulent reporting, the role for internal
control systems and internal audit to
prevent or rapidly detect accounting fraud,
the expectations about governance
processes performed by external auditors
and the board of directors, and the
pressure and consequences when middle
managers follow orders that they know are
wrong. Written from the public record, the
case contains numerous quotes from an
individual involved in the WorldCom fraud
that were reported by the Investigative
Committee and Wall Street Journal articles
about several of the individuals caught up
in the situation. The teaching purpose is to
analyze how the largest accounting fraud
in history was perpetrated and what
processes, structures, and organization
culture should exist to prevent frauds from
occurring in other organizations.
Employees 60,000; $30 billion revenues;
2002
Auditing
Board of directors
Corporate culture
Ethics
Financial accounting
Financial reporting
Fraud
Global Research Group
Telecommunications
704-034-1
BOEINGS CORPORATE GOVERNANCE
CRISIS
Vedpuriswar, AV
Arun, K
ICFAI Knowledge Center, India
The Boeing Company (Boeing) is the
worlds largest aerospace company.
Towards the end of 2003, Boeing finds
itself in the midst of a highly publicised
scandal. The Justice Department, two
investigative branches of the Defence
Department, and the Senate Armed
Services Committee have been
investigating allegations that Boeing has
acted improperly, in an effort to win two
multibillion-dollar aerospace defence
contracts. A second scandal, dating from
1998, involves the possession of 35,000
pages of competitor, Lockheed Martins
documents during the 1998 bidding for a
military rocket-launch contract. The
Pentagon has indefinitely suspended
Boeing from bidding on future rocket
contracts pending a review of its ethical
practices. Lockheed Martin has sued
Boeing over the alleged document theft.
The CEO, Phil Condit has himself
submitted his resignation. The case deals
with the corporate governance problems
at Boeing and how the company is coping
with all the problems.
Global; Aerospace; Worlds largest
aerospace company; 2004
Boeing
Board problems
Corporate governance crisis
The Pentagon scandal
Condit
Boeing 767 tankers
Lockheed Martin
Scandal
7E7
Jetlines programme
9 pp
LIBRARY
17 pp
CASE (LIBRARY)
704-033-1
BOEINGS UNETHICAL PRACTICES
Dutta, S
Subhadra, K
Boeings board had independent directors
in the majority. The company was also
well-known for the values and ethical code
of conduct it had laid down. However, the
company came under criticism on several
occasions for its alleged unethical
practices. The case focuses on these
ethical lapses that are alleged to have
occurred in Boeing. The case gives
detailed information about the various
lapses at Boeing an accounting scandal,
the Lockheed Martin controversy and the
tanker lease deal controversy. The
understand the importance of ethical
practices in business; (2) to understand the
impact of ethical lapses on the companys
image and its standing in the market; (3) to
gain insights into how elaborate ethical
procedures do not always guarantee
ethical behavior in an organisation; and
(4) to understand the role played by the top
management in ensuring ethical practices
in an organisation. The case is aimed at
MBA/PGDBA students, and is intended to
be part of the ethics and social
responsibility curriculum
USA; Aerospace; Large; 1997-2003
Boeing
Lockheed Martin Co
Tanker lease deal controversy
Code of ethics
Accounting lapses
Lockheed controversy
Boeing values
Securities Exchange Commission
(SEC)
Evolved Expendable Launch Vehicle
(EELV) Project
US Air force
Mike Sears
Philip Condit
McDonnell Douglas
Aerospace industry
US Congress
11 pp
LIBRARY
704-033-8 (5pp)
21

704-026-1
CORPORATE GOVERNANCE AT
ADIDAS-SALOMON
Vedpuriswar, AV
Arun, K
Adidas-Salomon (adidas) is famous for its
sports shoes. The company also offers
apparel and other accessories. Adidas has
sponsorship deals with popular US football
and basketball stars, as well as the New
York Yankees. Adidas has put in place
various measures to ensure high
standards of corporate governance. A
system of committees helps the board in
discharging its responsibilities. This case
deals with the corporate governance
practices at adidas with special reference
to shareholder rights, supervisory board
committees, disclosures and compliance
with the German Corporate Governance
Code. The case can be used at MBA level
as part of the business ethics and
corporate governance curriculum
Global; Sporting goods; Revenues
$6,837.2 million in 2002; 2004
Adidas-Salomon
Athletic shoes
Adi and Rudi Dassler
German Corporate Governance
Code
Supervisory board
Compliance
Shareholders rights
Board committees
Disclosures
Articles of association
Business ethics
11 pp
LIBRARY
704-023-1
CORPORATE GOVERNANCE AT ROYAL
BANK OF CANADA
Vedpuriswar, AV
Ravikanth, B
Royal Bank of Canada (RBC), the largest
financial services group in Canada, has one
of the best boards in Canada. It has
received the Overall Award of Excellence
for corporate reporting from the Canadian
Institute of Chartered Accountants. RBC
has received top scores in four categories:
(1) Annual Reporting; (2) Corporate
Governance Disclosure; (3) Electronic
Disclosure; and (4) Sustainable
Development Reporting. The case
examines the best practices in corporate
governance that RBC has adopted, with
special reference to board composition,
board responsibilities, board structure,
board committees and directors
compensation. The case can be used for
MBA level students as part of the business
ethics and corporate governance
curriculum. The objective of the case is to

help students understand how good
governance must be proactive than
reactive in its outlook.
Toronto, Ontario, Canada; Financial
services; Ranked 337 in the Fortune
Global 500; 2004
Royal Bank of Canada
RBC
Board committees
Board structure
CEO compensation
Board compensation
Corporate reporting Award of
Excellence
Corporate Governance Code
Best practices
RBC banking
Subsidiary governance office
RBC global services
RBC insurance
RBC investments
18 pp
LIBRARY
704-027-1
CORPORATE GOVERNANCE AT TESCO
Vedpuriswar, AV
Vijaya, A
Tesco is the UKs largest retailer. Tescos
businesses include convenience and
gasoline retailing, small urban stores,
hyper-markets and financial services.
Tesco, which has a profitable on-line
business, is one of the more globalised
companies in the retailing industry. Tesco
has committed itself to high standards of
corporate governance by applying the
principles set out in the Combined Code of
the Cadbury and Greenbury committees.
In late 2003, the company introduced
changes in its board structure to facilitate
the long-term development of board
practices. The case examines Tescos
corporate governance practices, with
special reference to board composition,
board responsibilities, board committees,
directors compensation and shareholder
relations. The case can be used for MBA
students as part of the corporate
governance curriculum. The case aims at
helping students understand the
processes and systems underlying good
governance.
UK; Retail; $96.8 million sales in 2002;
2004
Tesco
Ethics
Due diligence
Compliance
TE Stockwell
Cohen
Grocery stores
Retailers
Board of directors
Board committee
Directors emoluments
22
Shareholders relations
Performance-linked incentives
Share options
11 pp
LIBRARY
704-028-1
CORPORATE GOVERNANCE AT
WAL-MART
Vedpuriswar, AV
Vijaya, A
Wal-Mart, the worlds leading retailer, is
famous for its low prices and its breadth of
merchandise. The chain offers food,
clothing and a range of other items
including electronics, health and beauty
products, sporting goods, toys and
prescription drugs. Wal-Mart also sells
products on-line. This case deals with
corporate governance practices at WalMart with special reference to board
composition, board committees, directors
responsibilities, board meetings and
directors compensation. The case can be
used for MBA students as part of the
corporate governance curriculum. The
case aims at helping students understand
the processes and systems underlying
good governance.
Global, UK, USA; 165 stores in 2003;
2004
Wal-Mart
Leading retailer
On-line trading
Grocery stores
Sams Club
Sam Walton
Board committees
Tenure of directors
Responsibilities of directors
Audit committee
Board meetings
Compensation of directors
CEO compensation
16 pp
LIBRARY
704-036-1
CORPORATE SOCIAL RESPONSIBILITY:
BP IN INDONESIA THE TANGGUH
PROJECT
Subhasis, R
Corporate social responsibility (CSR) has
become one of the key parameters by
which the top multinationals are judged
worldwide. Industries like oil, mining and
chemicals have come under the scanner of
non government organisations (NGOs) and
activist groups for the potential disruptive
effects of their operations. It has become a
great challenge for the leading companies
in these industries to integrate their CSR
concerns into their performance matrix. As
more and more virgin oil deposits are

getting identified in developing countries,
the CSR practices of the oil companies are
evolving with each project. This case deals
with how, British Petroleum (BP), one of
the top three global oil giants, handled its
CSR issues at the Tangguh LNG project in
Indonesia. BP has been hailed as a pioneer
in institutionalising CSR in the oil industry.
Oil and mining multinational corporations
operating in Indonesia have come under
repeated attacks for their human rights
violations and scant regard to
environmental issues. Indonesia has the
largest bio diversity in the world and a
history of military dictatorship and wide
spread corruption. At Tangguh, BP wanted
to make the green field LNG project a
model for CSR practices, right from its
inception.
Indonesia; Oil and Gas; Top best
practice leader; 2004
Corporate social responsibility
Ethics
BP
Indonesia
Tangguh project
Non government organisations
(NGOs);
Best practice leader
Community investment
Ecology
Social impacts
17 pp
LIBRARY
dishwashers. This private company even

started a program that placed employees
in full-time positions with living wages. As
most of the employees were inner-city
residents and most of their clients were
out in the suburbs, the business had to
find a way to bridge the spatial mismatch
between employment opportunities and
labor. They solved the problem by
providing an
in-house shuttle service, which, although
quite costly, was still manageable and
necessary for the companys success. The
result was the company provided the basic
requirements that potential inner-city labor
required in order to secure meaningful
employment. Faculty version is 1.5. The
teaching note is also available in a paper
version.
Business ethics
Management of diversity
Entrepreneurial management
Entrepreneurship
Human resources management
Leadership
Diverse protagonist African
American
Managerial ethics
Organizational culture
Personal values
Small business
Social responsibility
Value conflict
Women in business
on the project to bolster its argument. Still,

there were compelling reasons, such as
economic development and poverty
alleviation, for the Ugandan government to
go ahead with the deal it had with AES, the
project sponsor. AES, with its social
mission and reputation for delivering lowcost energy to the world, seemed like the
ideal sponsor. The teaching purpose is to
consider the ethical implications of largescale investments in developing countries,
including the roles and responsibilities of
the major parties involved (ie, project
sponsor, host government, and project
financiers). To consider the implications of
project information disclosure, or the lack
thereof, to all parties, including the
consumers of electricity.
2002
Africa
Capital budgeting
Cost benefit analysis
Developing countries
Energy
Ethics
Negotiations
Project finance
23 pp
CASE (FIELD)
CD-ROM
FIELD
UVA-E-0175MTN (CD-ROM)
UVA-E-0175M
FIRST IMPRESSIONS INC
Multimedia case
Werhane, PH
Yemen, G
Darden Business Publishing,
Darden Graduate School of Business
Administration
9-204-083
INTERNATIONAL RIVERS NETWORK
AND THE BUJAGALI DAM PROJECT
(A)
Judy Wiles, a woman of color raised in

Detroit, Michigan, was president and
owner of First Impressions, Inc. Since the
firms founding in 1988, Wiles had built the
company into the leading temporary food
service employment agency in Michigan.
Reaching that pinnacle required continually
updating her business model and
overcoming numerous barriers that Wiles
and her operations manager, Eric Giles,
faced. Being denied access to capital
forced Wiles to open her operations with
an advance on her credit card. Still, she
managed the financial growth of the
corporation from $600 to $12million in
sales. When skilled labor became an issue,
Wiles created and applied recruiting
strategies. Part of her approach included
developing a training program and writing
her own manual, Fifty Ways to Empty a
Dining Room. The program opened the
door to many unskilled potential
employees to become professional
restaurant staff and personnel - from chefs
and bartenders to waiters and
Esty, BC
Sesia Jr, A
In the summer of 2002, the International
Rivers Network (IRN), an environmental
NGO located in Berkeley, California, was
engaged in what appeared to be the last
hours of a three-year campaign to stop a
$582 million dam and hydropower project
at Bujagali Falls in Uganda. The final piece
of the financing puzzle was about to be put
in place as the World Bank was set to
approve a $250 million loan guarantee for
the project. Although the project would
have some adverse environmental and
social impacts, IRN contended that the
power deal between the government of
Uganda and AES was the real problem. As
IRN saw it, the cost of the project was too
high and Ugandans would bear most of the
risk, which would add to the countrys debt
burden. However, without the power
purchase agreement, which remained
undisclosed despite requests for it to be
made public, IRN had little economic data
23
704-020-1
SHELLS GLOBAL SOCIAL
RESPONSIBILITY INITIATIVES
Rajshekar, N
Hansa, I
By the turn of the 21st century, corporate
social responsibility (CSR) had been
gaining rapid importance and Royal
Dutch/Shell was one of the first oil
companies to weave CSR into its business
philosophy. It undertook various projects
that aimed at sustainable development of
the regions where the company operated.
The Shell Foundation was established with
an initial endowment of $250 million from
the Shell group and was actively involved
in various sustainable development
projects across the globe. Shells global
initiatives were rewarded with the World
Environment Council Gold Medal for
International Corporate Environmental
Achievement in 2001. Shell viewed its
commitment to sustainable development
as one of the competitive advantages that
would lead the company to success in the
new millennium.
The Netherlands; Energy and utilities;
2004
Royal Dutch/Shell
Shell
Shell Nigeria
Shell Foundation

Brent Spar
Corporate social responsibility
(CSR)
World Environment Council (WEC)
Shells business principles
Importance of CSR
Africare
Shell India
Shell Canada
USAID
Global operations
Health and Welfare Ministry of

Japan
The Beef Scam
Shozo Yoshida
Yoji Ushigome
National Federation of Agricultural
Cooperative Associations
16 pp
LIBRARY
704-038-8 (5pp)
8 pp
LIBRARY
704-039-1
THE SOUTH AFRICAN LOTTERY: A
BATTLE FOR HEARTS AND MINDS
704-038-1
SNOW BRANDS UNETHICAL
PRACTICES IN JAPAN
Townsend, S
Dutta, S
Jampani, S
The South African National lottery had

been in the firing line of the media and
public since its inception. The continuous
distrust and suspicion with regards to the
operations of the two role players, Uthingo
(the license holder) and the National lottery
Board (NLB), were cause for concern. In an
attempt to improve their negative public
image, Uthingo and the NLB made efforts
to be more open and transparent through
the use of advertisements, advertorials,
road shows and their website. In addition
they took pains to reply in detail to all the
accusations since 2000. However, its
image had not improved significantly.
What else could be done to reverse this
perception?
Snow Brand Milk Products Co Ltd was the

largest dairy products manufacturer in
Japan while its subsidiary Snow Brand
Food Co was one of the largest meat
processing and food products
manufacturers. In the 2000, for the first
time since its establishment, Snow brand
Milk Products Co Ltd posted group losses
and had to close some of its dairy factories
due to a massive decline in sales of milk
products following a food poisoning
incident. In 2002, Snow Brand Milk
Products Co Ltd liquidated its subsidiary,
Snow Brand Food Co Ltd, due to
irreparable damage caused by the
unethical practices at Snow Brand Food Co
Ltd. The case examines the events that led
to the decline of the company, and the
consequences of unethical practices and
lack of social responsibility. The case also
explores the restructuring/rehabilitation
initiatives taken up by Snow Brand after
the scandals came to light. The teaching
understand the impact of negligent
practices on consumers trust in a
companys products; (2) to understand
how lack of a crisis management
programme can affect a companys ability
to deal with a crisis; (3) to understand the
social impact of a companys unethical
behaviour; and (4) to understand the effect
of unethical and negligent behaviour on
the finances of a company. The case is
intended for MBA/PGDBM level students
as part of the ethics and social
responsibility curriculum.
Japan; Dairy products; Large; 2000-2003
Snow Brand Milk Products Co Ltd
Snow Brand Food Co Ltd
Food poisoning
Business ethics
Osaka Prefectural government
Osaka Municipal government
Mycal Corp
Ito-Yokado Co
Japan Times
Food sanitation laws
South Africa; Lottery; Small; 2003

Marketing
Governance
understand corporate governance

practices at a major media conglomerate;
(2) to appreciate the importance of good
governance to maximize shareholder
benefit, especially in large companies;
(3) to analyse the implementation of new
governance norms at a large media
company and the credibility of these
norms; (4) to examine the importance of
critical issues like succession planning and
board independence in large public
companies; and (5) to study some of the
important elements of good governance
and the problems arising out of bad
governance. The case is meant for
be part of the ethics and social
responsibility curriculum
USA; Media and entertainment; Large;
2000-2004
Walt Disney Company
Roy Disney
Stanley Gold
Michael Eisner
Appointments at Disney
Compensation policy
Composition of the board
Succession planning
General Electric
Jack Welch
Eisners compensation
Comcast Corp
George Mitchell
Nominations Committee
11 pp
LIBRARY
704-037-8 (5pp)
10 pp
LIBRARY
704-035-1
WALT DISNEYS CORPORATE
GOVERNANCE CRISIS
704-037-1
TROUBLE IN THE MAGIC KINGDOM:
GOVERNANCE PROBLEMS AT DISNEY
Vedpuriswar, AV
Arun, K
Dutta, S
Regani, S
The case discusses the governance
problems at Disney. In late 2003, Roy
Disney and Stanley Gold, both of whom
were directors at the company resigned
from the board in protest against the bad
governance practices at Disney. They
alleged that CEO Michael Eisner ran the
company like a personal fiefdom and that
the board was only a rubber stamp to his
decisions. The case looks into this
allegation and studies a few instances
which support the fact that Disney did not
conform to the principles of good
corporate governance. It also discusses
the future of Disney in the context of the
allegations of bad governance and the bid
by Roy and Gold to oust Eisner from the
company and install a new board. The
24
Walt Disney is the worlds leading

entertainment company. It has recently
found itself in rough waters as a
boardroom brawl has erupted. Roy E
Disney Jr, the last director from the
founding Disney family has been asked to
resign. Roy E has been highly critical of
CEO Michael Eisner, who he feels was the
main reason for Disneys poor
performance in recent times. Roy Es ally,
Stanley Gold has also resigned from the
board to protest against the ouster. With
these events attracting wide publicity,
Eisners track record has come for a critical
examination. The Corporate Library, a
prestigious firm that rates boards and
directors for institutional investors, has
ranked Disneys board as one of the ten
worst among 1,800 US public companies.
To complicate matters further, Comcast
has announced a bid for Disney. With
Eisners performance under attack, the
board has decided to relieve him of his
post as chairman. Eisner, however,

remains the CEO. This case deals with the
board conflicts Walt Disney face and how
the company is addressing them.
Global; Entertainment; Worlds second
largest; 2004
Walt Disney
Crisis
Board problems
Entertainment
Disney
Disney brothers
Eisner
Executive education case study
MBA case study
8 pp
LIBRARY
704-021-1
WHISTLEBLOWERS: THE NEW
CORPORATE CONSCIENCE KEEPERS?
Rajshekar, N
Kalyani, V
Among those instrumental in the exposure
of corporate scandals like Enron and Tyco,
were whistleblowers like Sherron Watkins.
Time magazines selection of three women
whistleblowers as Persons of the Year in
2002 brought into fore several lesser-
known cases of whistleblowing. While the

media made heroes of these men and
women, most of them had to pay a heavy
price for standing out of the pack. This
case focuses on the motives behind
whistleblowing and consequences faced
by whistleblowers. It illustrates three
cases of whistleblowing: Sherron Watkins
of Enron, Russel Hayes of CMC and
Barron Stone of Duke Energy Corp. It
attempts to explore the psychology of a
whistleblower and tries to analyse the
effectiveness of the provisions for
whistleblower protection as envisaged in
the Sarbanes-Oxley Act passed in 2002. It
also offers scope for discussion on
whether companies can prevent instances
of bad corporate governance by
encouraging employees to voice their
opinions.
USA; 2002
Whistleblowers
Sherron Watkins
Sarbanes-Oxley Act
Barron Stone
Russel Hayes
Jeffrey Wigand
Michael Dell
Charles Grassley
Patrick Leahy
Michael Kohn
Qui Tam
Fred Alford
10 pp
25
LIBRARY
Finance, Accounting and

Control
104-055-1
ADECCO: ACCOUNTING SCANDAL OR
A COMMUNICATION GAP?
Rajshekar, N
Gayatri, D
9-204-094
BASEL II: ASSESSING THE DEFAULT
AND LOSS CHARACTERISTICS OF
PROJECT FINANCE LOANS (B)
Esty, BC
Sesia Jr, A
Adecco, a Forbes 500 Company and a

global leader in human resource solutions,
is a merger of two of the largest personnel
services companies in Europe, Adia and
Ecco. On 12 January 2004, Adecco
announced that it would delay its results
for the year 2003 citing the reason of
material weaknesses in internal controls,
in its North American branch. The stocks
fell, followed by loss of customers and
investors confidence. While investors
filed lawsuits, investigations started. The
early investigations revealed that nothing
major had really happened that was
financially significant. But, getting back the
confidence of customers who were
switching to its competitors and investors,
was expected to become a costly affair.
The case throws light on how the
communication policy of the company
created confusion leading to a public
relations disaster. In the wake of Enron
and Parmalat debacles, the case provides
scope for discussion on how the situation
could otherwise have been handled.
Europe and USA; Staffing; 2004

Adia and Ecco
Adecco
Olsten temporary staffing firm
Adecco annual results delayed
Public relations policy
Communication policy
Adecco brands
Felix Weber
John Browmer
Jerome Callie
Ernest & Young
Anderson
Enron and Parmalat
Revenue recognition
Accounting irregularities
Biovail Corporation, a large pharmaceutical

company, recently had its stock
downgraded by a well known
pharmaceutical analyst and a number of
other analysts were also scrutinizing the
company. The outcome was not favorable,
as Biovails acquisition methods were
labeled as unethical and their accounting
practices were questioned. An investor
with the company must decide if she will
continue to invest in a company that has
been identified with low ethical standards.
The supplement Biovail Corporation (B),
product 9B04N008 discusses the
investors decision, and some information
that caused her to reconsider that
decision.
11 pp
LIBRARY
Bank loans
Banking industry
Loans
Negotiations
Project finance
Regulation
Risk assessment
Risk management
Statistical analysis
5 pp
9B04N008
BIOVAIL CORPORATION (B)
Sharp, DJ
Heisz, MA
Frisch, J
In this supplement to Biovail Corporation
(A), product 9B04N007, an investor in
Biovail made the decision to sell her stock
in the company based on published
reports from a well known pharmaceutical
analyst. She later finds out that this analyst
had an interest in Biovails competition and
wonders if she should reconsider her
decision.
Ethical issues
Investments
Patents
2 pp
SUPPLEMENT (FIELD)
8B04N07 (7pp)
9B04N007
BIOVAIL CORPORATION (A)
Sharp, DJ
Heisz, MA
Frisch, J
Ethical issues
Investments
Patents
6 pp
8B04N07 (7pp)
27
9-204-140
CAPITAL INVESTMENT ANALYSIS
Crane, DB
Teaches techniques of evaluating
investment alternatives. A rewritten
version of an earlier exercise.
Analysis
Capital investments
Financial management
Rates of return
3 pp
EXERCISE
104-063-1
CENTRALIZING SONYS TREASURY
OPERATIONS
Satish, D
Sharath, J
Sony Corporation, the worlds second
largest consumer electronics company,
was facing financial troubles due to
increased competition, interest rate
fluctuations and volatile foreign exchange
rates, in the geographical locations where
it operated. To reduce costs involved in

performing treasury operations, to take
advantage of operating in a large
geographical area and to effectively
manage the funds, and thereby costs,
Sony decided to centralise its treasury
operations in 2000. While it is too early to
judge the performance of the Sony Global
Treasury Services Plc Sonys Global
Treasury Centre, it has been observed that
Sony has improved effectiveness of its
foreign exchange and interest rate risk
management systems.
Worldwide; Electronics; Second largest
in the world; 1999-2003
Regional Treasury Centre
Global Treasury Centre
Hedging
Netting
Pooling
Concentration account
Foreign exchange risk
Interest rate risk
Cashless settlement
Global settlement platform
Counter-party risk
Interest rate swaps
Foreign currency swaps
Liquidity
Cost savings
7 pp
LIBRARY
9B04N004
CNS COMPANY
a great deal to the investors and the

market at large. While Coca-Cola makes
and sells the syrup to its partly-owned,
independent listed company Coca-Cola
Enterprises, the latter bottles and sells the
finished soft drink to the customers. Why
so? The answer lies in accounting, say the
critics. While Cokes accounting practices
are in perfect harmony with the United
States Generally Accepted Accounting
Purposes (US GAAP), questions have been
raised, time and again, about their
propriety.
USA; Beverages; Revenues $21.04
billion in 2003; 1986 to date
Coca-Cola
Coca-Cola Enterprises
Subsidiary
Footnotes
Disclosure
Capital-intensive businesses
Inter-company transactions
Accounting for investments
Equity method of accounting
Consolidation method of
accounting
Control
United States Generally Accepted
Accounting Purposes (US GAAP)
International Accounting Standards
(IAS), International Financial
Reporting Standard (IFRS)
Statement of Financial Accounting
Standard (SFAS) 94
IAS 27
E104-058-1
COMFORT INN HOTEL SANTA ANA:
COST OF CAPITAL
Spanish translation
Montiel, EL
Ayca Vargas, J
INCAE, Nicaragua
This is a Spanish translation of 104-058-1.
Explores different alternatives to estimate
the equity cost for a hotel investment in a
less developed country. Partially illustrates
the recent debate on the topic and trains
the students on information source
assessment and the use of CAPM (Capital
Asset Pricing Model) in emerging markets.
Allows discussing quantitative and
qualitative aspects of risk evaluation and
the use of different techniques. Can be
used to introduce the topic in executive
programmes or MBA courses.
Costa Rica; Tourism; Owns 10 hotels in
Central American region; 2001
Discount rate
Cost of capital
Country risk
Country beta
Risk premium
Valuation
Capital Asset Pricing Model
Investment analysis
Capital investment
12 pp
FIELD
10 pp
LIBRARY
Hatch, JE
Anderson, CK
Christensen, S
Hagelund, C
CNS is a small biotech company. The
founder of the company is deciding if its
worth applying for phase (I) approval that
will allow the company to continue its
research. He must determine the value of
the research. Using the traditional DFC
valuation method, he is not sure if this
captures all of the value of the research
and must decide if either the BlackScholes or binomial model would more
accurately determine the value.
Valuation
Real options
Data analysis
12 pp
8B04N04 (6pp)
104-062-1
COCA-COLA: QUESTIONABLE
ACCOUNTING PRACTICES
Rajeshwer, CH
Shashidhar, M
Each time we gulp a can-ful of coke, we
believe theres only one company thats
behind the product. It may come as a
surprise to many that its not true. While it
may not matter to the customer, it matters
104-058-1
COMFORT INN HOTEL SANTA ANA:
COST OF CAPITAL
Montiel, EL
Ayca Vargas, J
INCAE, Nicaragua
Explores different alternatives to estimate
the equity cost for a hotel investment in a
less developed country. Partially illustrates
the recent debate on the topic and trains
the students on information source
assessment and the use of CAPM (Capital
Asset Pricing Model) in emerging markets.
Allows discussing quantitative and
qualitative aspects of risk evaluation and
the use of different techniques. Can be
used to introduce the topic in executive
programmes or MBA courses. A Spanish
translation is available E104-058-1.
Costa Rica; Tourism; Owns 10 hotels in
Central American region; 2001
Discount rate
Cost of capital
Country risk
Country beta
Risk premium
Valuation
Capital Asset Pricing Model
Investment analysis
Capital investment
13 pp
FIELD
28
104-051-1
CREDIT SUISSES ACCOUNTING
POLICIES
Vedpuriswar, AV
Pallavi, A
Credit Suisse (CS), based in Zurich, is the
second largest bank in Switzerland after
Union Bank of Switzerland (UBS). The
group offers banking and insurance
services to individuals and corporates.
Credit Suisse Financial Services (CSFS)
provides private clients and small and
medium sized companies with private
banking and financial advisory services,
banking products and pension and
insurance solutions. Credit Suisse First
Boston (CSFB), the investment bank
serves corporate, individual and
government clients. Unlike many other
European banks, CS has attempted to
remain independent and grow organically.
CS prepares its financial statements in
accordance with the Swiss Federal
Banking Commission guidelines and Swiss
GAAP. The group consolidates the financial
statements of subsidiaries in which it
directly or indirectly holds more than 50%
of the voting rights. CS accounts for
investments (in which it holds 20-50% of
the voting rights and/or has the ability to
exercise a significant influence) using the
equity method of accounting. Investments
in which the group holds less than 20% of
the voting rights and/or does not have the
ability to exercise significant influence, are

held at cost. The case outlines CSs
accounting policies with a special focus on
foreign currency translation, loans,
investments, derivative instruments,
tangible fixed assets, intangible assets and
deferred taxation. MBA students, as part
of the financial accounting course will find
the case useful in understanding how large
global organisations formulate and
implement accounting policies.
Switzerland; Banking; 78,000 staff
worldwide; 2004
Credit Suisse
Accounting policies
CSF13
Zurich
Swiss
Accounting case study
Barclays
Foreign currency translation
CHF
Investments
Debt
Equity
Intangible assets
Derivative instruments
16 pp
Regulation
Shareholder relations
13 pp
CASE (LIBRARY)
9-204-119
CZECH MATE: CME AND VLADIMIR
ZELEZNY (B1) CME NEGOTIATES
Desai, MA
Luchs, K
Moel, A
Broadcasting industry
Eastern Europe
International finance
Joint ventures
Negotiations
Political risk
Regulation
Desai, MA
Luchs, K
Moel, A
Examines how insiders can expropriate
value from shareholders in emerging
markets when property rights are illdefined. As such, it provides a platform for
considering how institutions and legal
rules impact financing patterns and
economic outcomes. CME, controlled by
the former US Ambassador to Austria,
Ronald Lauder, and its Czech partners win
the bidding for the first private broadcast
frequency with national coverage in the
Czech Republic in 1993. After the entity
succeeds dramatically, the primary Czech
partner wants to sell his share in the
operating company. CME must decide
whether or not to buy the stake and at
what price. Subsequent cases (B1, B2, B3,
C, and D) include a negotiation between
CME and the Czech partner where it
becomes clear that the Czech partner is
able to expropriate even more value from
CME despite the fact that he no longer
owns any shares in the entity. The
teaching purpose is to allow students to
consider how insiders expropriate value
from shareholders in emerging markets
when property rights are not secure.
$170 million revenues; Event start date
1997; Event end date 1997
Eastern Europe
Joint ventures
Negotiations
Political risk
Desai, MA
Luchs, K
Moel, A
Eastern Europe
Joint ventures
Negotiations
Political risk
Regulation
6 pp
6 pp
LIBRARY
9-204-118
ZELEZNY (A)
9-204-122
ZELEZNY (C) THE STRUGGLE FOR
CONTROL
9-204-129
ZELEZNY (D) RESOLUTION
9-204-120
ZELEZNY (B2) SBS NEGOTIATES
Desai, MA
Luchs, K
Moel, A
Desai, MA
Luchs, K
Moel, A

Eastern Europe
Joint ventures
Negotiations
Political risk
Regulation
Eastern Europe
Joint ventures
Negotiations
Political risk
Regulation
4 pp
6 pp
9-204-121
ZELEZNY (B3) ZELEZNY
NEGOTIATES
Desai, MA
Luchs, K
Moel, A
Eastern Europe
Joint ventures
Negotiations
Political risk
Regulation
9B03N011
DELEX THERAPEUTICS, INC
Hatch, JE
Sindwani, S
Delex Therapeutics Inc researches and
develops drug delivery methods
specifically in pain management called
rapid onset and sustained effect delivery
system. The company is seeking funds to
support its research and development. A
partner at a venture firm that focuses on
companies in the health care and
biotechnology sectors must assess the
investment merits of Delex Therapeutics
as it embarks on phase II clinical trials.
Venture capital
Biotechnology
6 pp
20 pp
8B03N11 (9pp)
29

104-044-1
DERIVATIVES TRADING IN INDIA
Gupta, V
Gautam
The case discusses the introduction and
growth of the derivatives market in India. It
describes in detail the reasons that led to
the introduction of derivatives trading in
India and why it faced opposition by a
section of industry analysts and media.
The case then describes the issues that
still remain to be addressed by the
regulatory authorities to accelerate the
long-term growth of the derivatives
market. Finally, the case mentions a few
steps taken by the concerned authorities
in early 2004. The case is designed to help
students critically analyse the growth of
the derivatives market in India over the
years since the introduction of derivatives
in India in June 2000. After reading the
case, students should be able to:
(1) understand the main objectives and
reasons for the introduction of derivatives
trading in India; (2) analyse the factors that
can accelerate/suppress the growth of the
derivatives market in a country; (3) discuss
the drawbacks of introducing derivatives
trading in India; and (4) study the issues
that need to be addressed by the market
regulators in order to accelerate the longterm growth of the derivatives market. The
case is intended for MBA/PGDBM level
students as part of the finance curriculum.
The teaching note does not contain an
analysis of the case.
India; Financial markets; 1999-2004
Derivatives
Indian derivatives market
Securities Contract Regulation Act
Securities Law (Amendment) Bill
Securities Exchange Board of India
Regulatory framework for
derivatives in India
National Stock Exchange of India
OTC derivatives
Index futures
Index options
Global derivatives market
13 pp
LIBRARY
104-044-8 (3pp)
9B03N017
DOMINION TELECOM INC
Subramanian, R
Dominion Telecom Inc is a wireless,
Internet and broadband provider. The
director of strategic initiatives for the
company must decide between two
investment proposals; the first one would
save resources in their call centre, the
second would allow the company to use
its website as a key marketing tool in a
cost-effective manner.
Capital investment
Financial analysis
Financial strategy
5 pp
9-104-075
ENRON CORP: MAY 6, 2001 SELL
RECOMMENDATION
Hawkins, DF
Cohen, J
8B03N17 (3pp)
9B04N006
EDGESTONE CAPITAL EQUITY FUND
Hatch, JE
Tattersall, T
Two experienced venture capitalists have
decided to create a new venture capital
fund. They have requested $70 million as a
lead order from National Bank Financial Inc
and are looking to raise $110 million in
capital to form the fund. However, there
were several unresolved issues: a main
issue was the strategy for deployment of
the fund, as well as type of investment,
average size of investment, number of
concurrent investments, geographic and
industry focus, timing and fund
management issues such as staffing and
governance structure. The partners must
develop the investment strategy in order
to prepare the equity fund offer
memorandum to present to potential
investors.
Venture capital
Investments
Funds management
Private equity
16 pp
8B04N06 (14pp)
9B03B001
ENRON CORP
Lanfranconi, CP
Bong, K
In late 2001 and in 2002, investors,
securities regulators, the energy industry
and the capital markets watched as the
details of behind the collapse of Enron
Corporation unfolded. Enron was the
largest corporation to collapse in US
history, with the companys share price
losing most of its value in the 10 months
preceding its bankruptcy petition. A large
shareholder, like virtually all of Enrons
shareholders, was unhappy with his losses
and he wanted to know how, despite all
the checks and balances in the financial
reporting system, this collapse happened
suddenly and with so little warning. This
shareholder wondered whether the
system be relied upon to protect him and
what he should do in the future if he
continued to invest in capital markets.
Accountability
Accounting environment
Corporate financial reporting
22 pp
8B03B01 (13pp)
30
A consulting firm to institutional investors

recommends selling Enron Corps equity
short on 6 May 2001 while many sellside
analysts are recommending the stock as a
buy. The teaching purpose is to present
an overview of a competent financial
analysis report.
2001
Financial analysis
Financial ratios
Financial reporting
29 pp
CASE (LIBRARY)
5-104-076 (6pp)
104-050-1
EUREX CHALLENGES
Srikanth, G
Ananda Prasad, C
Since the 1990s information technology
revolution, the winds of change have been
blowing fast and furious over the
landscape of financial exchanges. Nimble
European counterparts like Eurex and
Euronext have challenged the mighty
Chicago Board of Trading (CBOT), Chicago
Mercantile Exchange (CME) and London
Stock Exchange (LSE). To a certain extent
the challengers have come out winners.
This forced the incumbents to take a hard
look at the new entrants and change their
strategies. This case is intended to serve
as a strategic management case. The case
helps to discuss the structural changes in
the financial exchanges and the response
of CBOT and CME to the challenge thrown
at them by Eurex. The case draws
attention to the Michael Porters five-factor
model of competition and the strategic
options like competition, and co-optetion,
available for the constituents of an
industry.
USA and Europe; 2004
Eurex challenges
Chicago Board of Trade (CBOT)
Chicago Mercantile Exchange (CME)
Euronext
London Stock Exchange (LSE)
Deutsche Terminborse
Werner Seifert
Rudolph Ferscha
Commodity Futures Trading
Commission (CFTC)
International Securities Exchange
London International Financial
Futures and Options
Exchange(LIFFE)
Screen based trading

Derivatives
Pit, floor trading, open outcry
Demutualisation
8 pp
LIBRARY
9B03B011
EURO TELECOM CHINA THE
PARALLEL IMPORT PROBLEM
Sharp, DJ
Chen, Y
The chief executive officer of Euro
Telecom China must decide what to do
about the unauthorized parallel imports
from Malaysia of finished Euro Telecom
Chinas mobile phones by independent
mobile phone distributors and retailers.
These imported mobile phones appeared
to have taken nearly 20 per cent of the
companys mobile phone market in China.
The case can be used to explore
quantitatively the complexities of
management control in international joint
ventures. It provides an opportunity to
calculate the relative profitability of
manufacturing in two locations and the
intra-organizational inter-divisional conflict
created.
Joint ventures
Control systems
Imports
Multinational
104-035-1
FINANCIAL RISK MANAGEMENT AT
GENERAL ELECTRIC
Vedpuriswar, AV
Arun, K
General Electric (GE) is the worlds second
most admired company. It ranks fifth in
Fortune 500 list of companies in 2002. It
operates a diverse range of businesses
covering aircraft engines, power
generation, financial services, medical
imaging, television programming and
plastics. The company faces many
financial risks. This case outlines these
risks and how GE manages them. The
case aims at making MBA students
understand how global corporations
manage financial risks.
Global; Diverse (aircraft engines,
financial services etc); $131 billion sales
in 2002; 2004
GE
General Electric
Credit risk
Financial instruments
Market risk
Jeff Immelt
SFAS
Cash flow hedges
Net investment hedges
FAS 133
Derivative instruments
Accounting and valuation
Fair value hedges
Hedging
GECs
12 pp
9 pp
LIBRARY
9-104-053
FARMINGTON INDUSTRIES, INC:
MANAGING CURRENCY EXPOSURE
RISK
Hawkins, DF
Cohen, J
The 20 December 1994 Mexican
devaluation creates US dollar losses for
unprepared US corporation with multiple
operations in Mexico. The teaching
purpose is to illustrate accounting for a
variety of foreign operations.
1994
Accounting
Currency
Devaluation
Financial reporting
Foreign exchange rates
Losses
Mexico
8 pp
CASE (LIBRARY)
5-104-054 (6pp)
104-033-1
McDONALDS
Vedpuriswar, AV
Arun, K
McDonalds is the worlds No1 fast food
company by sales. McDonalds has more
outlets than the worlds top three retailers,
Wal-Mart, Carrefour, and Royal Ahold
combined and employs more people than
each of the three top auto makers (Ford,
General Motors, and Daimler Chrysler).
McDonalds is the worlds largest holder of
commercial real estate. But even with all
its size and power, McDonalds is not
immune to risks. This case outlines the
financial risks that McDonalds faces and
how the company manages them. The
case aims at making MBA students
understand how global corporations
manage financial risks.
Global, US; Fast food; $17,140.5 million
revenues in 2003; 2004
Financial risk management
McDonalds, Cantalupo
Fast food company
Burgers
Pizzas
31
Franchisees
Cash flow hedges
Fair value hedges
Derivatives accounting US GAAP
FAS 133
Currency risk
Credit risk
Sensitivity analysis
14 pp
LIBRARY
104-034-1
NIKE
Vedpuriswar, AV
Arun, K
Nike is the worlds leading shoemaker. The
company controls over 20% of the US
athletic shoe market. The company has
offerings for a variety of sports like
baseball, golf, volleyball, and wrestling.
Nike faces various financial risks. This case
outlines these risks and how Nike
manages them. The objective of the case
is to make MBA students understand how
global corporations manage financial risks
US, global; Shoemaking; $10,697
million revenue in 2003; 2004
Nike
Shoemaker
Athletic shoe
Credit risk
Market risk
Derivative and hedging activities
Hedges
Value at risk (VaR)
Cash flow hedges
Financial Accounting Standards
Board (FASB)
Fair value hedges
FAS 133
US GAAP
FAS 115
12 pp
LIBRARY
104-056-1
FINANCING OPTIONS FOR THE SMALL
INTERNATIONAL FIRM: THE CASE OF
ELETRO MANGANESE, LTDA
Martinez, R
de la Torre, C
University of Northern Colorado
Small Mexican firms with extensive capital
needs, international subsidiaries and with
revenues of less than $25 million are often
too small to attract the attention of large
international banks and are thus at the
mercy of the oligopolistic Mexican banks
with their higher interest rates. This case
illustrates how a firm can borrow from
private American lenders at rates lower
than those charged by the large Mexican
banks. This case was sponsored by the
Indiana University CIBER Case Collection.

Mexico, Brazil; Mining; Less than $100
million; 2002
International financing
Currency risk
10 pp
FIELD
104-056-8 (2pp)
9-104-059
FORD MOTOR COMPANY: QUALITY OF
EARNINGS GROWTH ANALYSIS (A)
Hawkins, DF
Cohen, J
Ford Motor Co reports improved
profitability, but an equity analyst issues a
sell recommendation and Standard &
Poors downgrades long-term debt. The
teaching purpose is to analyze earnings
growth quality.
$150 billion revenues; Event start date
Automobiles
Bonds
Earnings
Financial reporting
25 pp
CASE (LIBRARY)
5-104-067 (14pp)
decisions. Although the overall corporate

hedging policy provides a consistent
approach to the foreign exchange risks
that General Motors must manage, there
are also situations where the company has
to consider different hedging strategies.
Describes three such situations: a large
exposure to the Canadian dollar with
adverse accounting consequence, the
companys exposure to the Argentinean
currency when devaluation is widely
anticipated, and a competitive exposure to
the Japanese yen. Additionally, forces
students to analyze the financial costs and
accounting treatment of alternative
derivative transactions for hedging
purposes. Also has students evaluate the
risks General Motors faces in each
situation and consider what hedging
strategy if any might be appropriate.
The teaching purpose is to analyze foreign
exchange hedging decisions, the
appropriate design of risk management
policies, and multinational financial
management.
The case also contains text and charts

outlining terms of key acquisitions and
company growth data. Finally, it examines
Bank of Americas current market position
in the post-McColl era. Primarily an M&A
case study, the content also covers topics
relevant to banking industry history,
leadership, organizational behavior,
negotiation, and post-merger integration.
Employees 365,000; $177.3 billion

end date 2001
Currency
Derivatives
Financial management
Foreign exchange
Hedging
Risk management
UVA-F-1398MTN (CD-ROM)
28 pp
9-104-063
FORD MOTOR COMPANY: QUALITY OF
EARNINGS GROWTH ANALYSIS (B)
CASE (FIELD)
Hawkins, DF
Cohen, J
UVA-F-1398M
HUGH McCOLL AND NATIONSBANK:
BUILDING A NATIONAL FOOTPRINT
THROUGH M&A
Multimedia case

Automobiles
Bonds
Earnings
Financial reporting
2 pp
5-104-067 (14pp)
9-204-024
FOREIGN EXCHANGE HEDGING
STRATEGIES AT GENERAL MOTORS
Desai, MA
Veblen, MF
How should a multinational firm manage
foreign exchange exposures? Examines
various types of exposures and alternative
responses to these exposures by
analyzing three specific hedging decisions
by General Motors. Describes General
Motors corporate hedging policies, their
risk management structure, and how
accounting rules impact hedging
Bruner, RF
Chan, J
Darden Business Publishing, Darden
Graduate School of Business
Administration
When Hugh McColl became CEO of North
Carolina National Bank (NCNB) in 1983, he
set out to transform an institution that
operated in just two states into the biggest
bank in the country. McColl achieved that
vision 15 years and more than 50
acquisitions later when his bank, then
called NationsBank, merged with
BankAmerica. The historic merger created
todays Bank of America the countrys
first and only coast to coast bank. McColls
aggressive M&A strategy was aided by
historic US banking deregulation decisions
and a top brass team. A dynamic leader
who took big risks, McColls leadership
and negotiation styles are legendary and
an interesting study. Through excerpts of
video interviews with McColl and three of
his key officers, along with press clippings,
this multi-media case tells the compelling
story of McColl the person and his tactics.
32
Acquisitions
Banking
Deregulation
Financial institutions
Growth strategy
Leadership
Legal issues
Managerial style
Mergers
Negotiation
Post merger integration
CD-ROM
FIELD
9B04B001
KAUPTHING BANK HF AND JP
NORDISKA AB ACQUISITION (A)
Bryant, MJ
Kaupthing Bank hf is a large financial
institution that began as an investment
bank and after five years, expanded
operations into other Nordic countries.
Kaupthing acquired JP Nordiska, a
Swedish securities trader that is four times
larger than Kaupthing Bank hf and is
currently unprofitable. The immediate
issue is to determine the processes to
return JP Nordiska AB to profitability,
however, the substantive issue concerns
the degree of decentralization and the
planning processes employed in a rapidly
growing enterprise. The supplement
Kaupthing Bank hf and JP Nordiska AB (B),
product 9B04B002 outlines what
happened.
Management control
Acquisitions
Planning
Decentralization
16 pp
9B04B002
KAUPTHING BANK HF AND JP
NORDISKA AB ACQUISITION (B)
Bryant, MJ
This supplement to Kaupthing Bank hf and
JP Nordiska AB (A), product 9B04B001

discusses the events that happened after
the acquisition of JP Nordiska AB.
Management control
Acquisitions
Planning
Decentralization
2 pp
UVA-C-2168
MARGE NORMAN AND MINISCRIBE
CORPORATION
Wicks, AC
Williams, LJ
Administration
This abstract is currently unavailable.
13 pp
104-032-1
MARKET RISK MANAGEMENT AT
AMAZON.COM
Vedpuriswar, AV
Arun, K
Amazon.com (Amazon) is the best known
Internet company. It started as a book
store and later diversified into CDs, DVDs,
videos, toys, tools, electronics, home
furnishings, apparel, health and beauty
goods, prescription drugs, clothing and
various services like film processing and
auctions. Amazon runs the Toys R Us
website and also the on-line operations of
rival bookseller, Borders. The dotcom
faces many risks on account of market
fluctuations. These include interest rate
risk, foreign exchange risk and equity price
risk. The case aims at making MBA
students understand how a dotcom
company can manage its financial risks
arising out of market fluctuations.
Global; Dotcom (IT); $3,932.9 million
Amazon.com
Market risk management
Financial risk
Interest rate risk
Foreign exchange risk
Equity price risk
Derivatives accounting
Hedging
Risk management
Financial instruments
Accounting and valuation
Payment Enhanced Capital Security
(PEACS)
Jeff Bezos
Bezos borders
Internet Corporation for Assigned
Names and Numbers (ICANN)
10 pp
LIBRARY
104-067-1
METERMATIC LIMITED: MBO OR NO
MBO?
Ward, M
Piet Malan, CEO of Metermatic, received a
phone call from the private equity
company he had approached to help him
with a potential management buyout
(MBO) of Metermatic from its parent,
SAFREN. Equis Private Investment
needed a commitment from Malan and
wanted to firm up on the deal price and its
share of the equity. Malans management
team, particularly the sales manager, were
very keen to take management control of
Metermatic, but Malan was more
cautious. He was worried about the risk of
the high levels of debt that Metermatic
would have to sustain and the fact that
Equis wanted him and the management
team to put up some of the equity. He
knew this would call for each of them to
increase the size of their mortgage bonds
and that it would put a great strain on
Metermatics cash flow over the next few
years. Yet this was a rare opportunity.
Metermatic did not fit into SAFRENs
strategic vision. At least this was the
impression that Malan and his
management team were given whenever
they met with the rest of the group. It was
too small to warrant much attention within
the SAFREN group. Malan was concerned
that Metermatic was not able to take
advantage of investment opportunities.
Capital expenditure was rarely allocated to
the division, a source of frustration to
Metermatic executives, and Malan felt
that he might be better able to retain his
senior management team if they felt they
owned a significant share of their own
company and raised additional capital for
growth. Consequently, a private equityfinanced MBO looked attractive. Of
course, he still needed to discuss the
proposal with SAFREN. He was not sure
how they would respond.
South Africa; Engineering; Medium;
2004
Finance
Management buyouts
Strategy
16 pp
FIELD
104-031-1
MICROSOFTS ACCOUNTING
POLICIES
Pallavi, A
Microsoft is the global leader in computer
software. Microsoft operates through
subsidiaries in more than 60 countries
worldwide and its products are available in
30 languages. Accounting disclosure has
become an issue of major concern for
Microsoft, in view of the recent accounting
33
scandals in the US. In 2002, the US

Securities and Exchange Commission
(SEC) stated that Microsofts accounting
practices from July 1994 through June
1998, caused its income to be
substantially mis-stated. But the SEC did
not allege fraud in the Microsoft case.
Under a settlement with the SEC,
Microsoft neither admitted to nor denied
the offence, nor it did have to pay any fine.
The case outlines Microsofts accounting
policies with a special focus on
investments, property and equipment,
employee stock plans, foreign exchange
translation and goodwill and other
intangible assets.
US, global; Computer software; $32.2
billion revenue in 2002; 2004
Microsoft
Accounting policies
Bill Gates
Computer software
PC industry
Windows XP Professional
Xbox
SFAS 148
Investments
Revenue recognition
Other comprehensive income (OCI)
Property equipment
Goodwill and other intangible
assets
Board (FASB)
Stock-based compensation
14 pp
LIBRARY
104-028-1
MNC EXPERIENCE IN INDIA:
FRANKLIN TEMPLETON
INVESTMENTS
Satish, D
Sharath, J
Franklin Templeton Investments, one of
the worlds largest financial services group
entered India in 1996 as Franklin
Templeton India. Within a short span of
time, Franklin Templeton India made it to
the top-rated mutual funds in India. The
mutual fund giant could effectively deal
with the conservative investment
psychology of the Indian investor and
tough competition from many Indian and
foreign players. The case study deals with
the psychology of the Indian investor,
Templetons investment philosophy and
the competition and its investment
strategies.
India; Mutual funds; Large; 1996-2003
Mutual funds
Financial services
Investment psychology
Investment philosophy
Investment management
Pension plans
Dalbar Service Award
Customer service
Investment advisory services

Transfer agency
Security analysis
Risk averse
Assured return schemes
Composite performance
Asset allocation
11 pp
LIBRARY
104-046-1
MRPL AND RPL: ANALYZING RISK
AND RETURNS
Gupta, V
The case examines the financial
performance of two petroleum refineries
MRPL and RPL established by the
private sector in India during the mid1990s. Though the shares of both these
refineries were oversubscribed by
investors during their public issue, the
financial performance of these companies
was very different during the period
1999-2002. The case studies the returns
provided by the shares of both these
companies and compare them with the
overall stock market returns during the
period 1996-2002. It analyses the
systematic risk (Beta) involved when
investing in the shares of these
companies. This case is designed to
enable students to: (1) analyse the
financial performance of MRPL and RPL
with a view to study the reasons behind
the contrasting financial results; (2)
determine the average returns and risk on
the shares of MRPL and RPL during the
period 1996-2002; (3) calculate the
systematic risk (Beta) of MRPL and RPL
for the period 1996-2002; and (4) calculate
the expected return and risk for a portfolio
created by investing in RPL and MRPL
shares in different proportions and
determine the minimum variance portfolio.
The case is targeted at MBA/PGDBA
finance curriculum. The teaching note
does not contain an analysis of the case.
India; Petroleum; Very large; 1993-2001
Systematic Risk
Unsystematic Risk
Beta
Covariance
CAPM Model
Co-efficient of correlation
Co-efficient of determination
Portfolio risk and return
Efficient portfolio
Required rate of return
Minimum variance portfolio
12 pp
LIBRARY
104-046-8 (3pp)
9B04N002
NOTE ON INCOME TRUSTS
country-specific regulations. The case in

point being the German Takeover Act.
Kalymon, BA
Fenwick, J
Germany; 2002-2004
Procter and Gamble (P&G)
Wella
German Takeover Act
Preference shareholders
Voting shares
Two-tiered offer
Elliott Associates
AG Lafley
Heiner Gurtler
BaFin
Domination agreement
Income Trust units are publicly traded

equities with unique financial and
structural attributes that differentiates
them from common shares. Since the mid1990s, income trusts have experienced
substantial growth in popularity among
both retail and institutional investors and
have become a significant fixture in
Canadian capital markets. They provide an
option for issuers seeking capital and
investors seeking attractive returns during
otherwise turbulent market conditions.
This note provides a description of how
income trusts are structured and priced.
Financing
Financial analysis
Securities
Stock issues
10 pp
LIBRARY
IMD-1-0197
PACIFIC ALTERNATIVE ASSET
MANAGEMENT COMPANY (PAAMCO)
Cossin, D
Francis, I
IMD, Lausanne
27 pp
9B04N005
NOTE ON VENTURE CAPITAL
Hatch, JE
Lo, J
This technical note explains the
functioning of the venture capital industry
in Canada. Venture capital, is a segment of
the invesment community called private
equity. Firms in this industry deal primarily
with debt and equity investments in
private, non-publicly listed companies. The
note defines industry terminology and
explains the investment process. Venture
Capital Private equity
27 pp
104-047-1
P&GS TAKEOVER OF WELLA: THE
STUMBLING BLOCKS
Phani Madhav, T
Shrikant, G
When Procter and Gamble (P&G) acquired
Wella, the German beauty products giant,
the synergies painted a rosy picture. But
the company is having its own share of
woes with unrelenting minority
shareholders refusing to sell the
preference shares, expressing their
dissatisfaction over P&Gs offer. They
demanded that the preference shares
should also receive the same price as that
of voting shares. Even a year after the
acquisition, the stalemate continues. The
case delves into the synergies that P&G
sought through Wellas acquisition, and
how the differential offer that the company
made is stopping it from taking full control
of Wella. The case offers scope to discuss
the cross-border takeovers in the light of
34
In a bleak period for the financial industry,

hedge funds stood out as one of the few
growth businesses. Hoping to obtain
absolute returns that are uncorrelated with
broader stock market movements, while
further diversifying their portfolios,
institutional investors embraced this
alternative asset class. However, as the
number of hedge funds has burgeoned so
did the challenge of investing in them.
Typically cautious, institutional investors
have been loath to leap into an area
outside their core competencies and
started turning to a group of intermediaries
known as fund-of-hedge-funds managers,
such as PAAMCO, that specialise in
identifying the best hedge fund managers
for their clients. The case explores the
issues faced by fund-of-hedge-funds
managers when selecting the hedge funds
to build either standardised funds or
custom portfolios for their clients. In a
broader sense the case provides for
discussions on what hedge funds are,
what investment strategies they use and
who their investors are as well as
exploring the general aspect of asset
pricing portfolio theory.
US; Finance; US$2 billion; 2000
Fund of funds
Hedge funds
Risk management
Hedging strategies
21 pp
FIELD
104-045-1
PARMALAT: THE FALL OF A DAIRY
GIANT
Dutta, S
Regani, S

The case deals with the financial scandal at
Parmalat, one of the biggest companies in
Italy. Parmalat was among the largest
food-based companies in the world, and
had a presence in a variety of product
categories. Towards the end of 2003, it
was revealed that the company had been
resorting to fraudulent accounting
practices from the late-1980s and had
been in the habit of transferring large
amounts of money from the Parmalat
group to several other overseas
subsidiaries or companies owned by the
Tanzi family. The scandal came to light only
in December 2003, when Parmalat was
not in a position to honor a bond payment
that had become due, but analysts had
been doubtful about the companys
accounting practices since 2002.
Investigations revealed that Parmalat
created assets where none existed and
transferred money to its various
subsidiaries around the world in a series of
complicated derivative transactions. In late
December 2003, Parmalat went into
controlled administration under the
supervision of turnaround expert, Enrico
Bondi, and analysts were confident that,
under Bondi, the company would manage
to turnaround. The Parmalat case was one
of the biggest scandals to hit Europe and
many analysts took to calling Parmalat
Europes Enron. The teaching objectives
of the case are: (1) to analyse the
accounting scandal at a large business
group; (2) to understand the reasons
behind the scandal and the way in which
the fraud was committed; (3) to examine
the implications of the collapse of the
company to the economy in which it
operated; (4) to study the ethical
implications of the scandal and the
companys efforts to obstruct justice; and
(5) to appreciate the role and responsibility
of auditors in preventing accounting
scandals and upholding the principles of
good corporate governance. The case is
meant for MBA/PGDBM students and is
intended to be part of the finance,
accounting and control curriculum
Italy; Dairy products; Large; 1961-2004
Parmalat Finanziaria SpA
Calisto Tanzi
Enrico Bondi
Italian dairy and food products
industry
Enron
Consob
Deloitte & Touche
Standard & Poors
Milan Stock Exchange
Bonlat
Cayman Islands
Lazard Frres & Company
Bank of America
Corporate governance in Italy
The Parmalat Group
13 pp
LIBRARY
104-045-8 (5pp)
104-048-1
PARMALATS COLLAPSE: THE BANKS
BAD DEBTS
104-029-1
PHILIPS DELISTING FROM INDIAN
BOURSES
Phani Madhav, T
Siva Rama Krishna, P
Satish, D
Sharath, J
In December 2003, the world witnessed

the swift downfall of the Italian dairy giant
Parmalat Finanziaria SpA, which for a long
time, was considered as the icon of Italys
business community. The scandal that led
to the stunning downfall of Parmalat was
called one of the largest and most brazen
corporate frauds in history by the US
market watchdog Securities and Exchange
Commission. It was believed that Parmalat
operated through a network of 200
subsidiaries, which the company used to
raise finances from the banks.
Investigations into the scandal brought
many banks into the spotlight. The case
study delves into the financial details of
Parmalat and the means through which it
raised funds from banks. Specifically, the
case deals with the special purpose
vehicles set up by Parmalat to raise money
from banks to fund its expansion.
Italy; Dairy producs; 2004
Securities and Exchange
Commission
Europes Enron
Bank of America
Citigroup
Calisto Tanzi
Bonlat
Deutsche Bank
Merrill Lynch
UBS
Parmalat expansion
Enrico Bondi
Bankruptcy
Buconero
In October 2000, Royal Philips Ltd, the

Dutch consumer electronics giant made an
open offer to buy back its stake in its
Indian arm. This was one of the first
multinational company in India that
attempted to get delisted from the Indian
bourses through this route. The company
justified its delisting by saying that it
suffered huge losses and to put the
company back on track, it was the best
option to transform the company into a
fully-owned subsidiary of the Dutch
electronics giant. On the other hand, some
investors claim that the company is
grabbing their opportunity to enjoy the
future profits of the company.
India; Consumer electronics; Large;
2000-2003
Delisting
Open offer
Buyback
Market capitalisation
Nifty
Dividend repatriation
Stock markets
Investors
Promoters
Financial performance
Capital erosion
Securities and Exchange Board of
India
Book building
Special resolution
Restructuring
6 pp
LIBRARY
9 pp
LIBRARY
9B04N003
PEARLMAN AND COMPANY
MANAGEMENT BUYOUT
Hatch, JE
Robinson, M
A merchant bank is considering the
financing of a leveraged buyout of a private
jewelry manufacturer. A representative
from the bank must determine what risks
are associated with this investment and if
the financing fits the banks investment
criteria. If he decides to invest in the
jewelry manufacturer, he would need to
structure an appropriate deal to be
competitive with other merchant banks.
Leveraged buyout
Venture capital
Strategy and resources
UVA-F-1412
PIPES: PRIVATE EQUITY
INVESTMENTS IN DISTRESSED FIRMS
Chaplinsky, S
Administration
This technical note describes the basic
features of a new type of security called
Private Investments in Public Equities
(PIPES). Increasingly public companies in
need of financing are raising capital
through private equity investors via PIPES.
Private equity
Venture capital
Capital raising
Bond valuation
8 pp
16 pp
35

104-059-1
ROADS IN SAN ISIDRO: CONCESSION
OF ROUTE 13
Jenkins Coronas, M
Martinez Olea, H
INCAE, Costa Rica
A top officer in the Inter American
Development Bank (IDB) Infrastructure
Department must evaluate a funding
application from the winning company in
an open-bid process of the San Isidro
government to build, improve, rehabilitate,
and maintain Route 13. The government
would award LCA Construcciones, SA (the
winning company) the exploitation of the
route for a maximum of 25 years. The IDB
officer must evaluate the funding proposal
made by the firm in early 2002, and weigh
the chief risks and variables bearing on the
project. Then, he must make a
recommendation to an IDB internal
committee responsible for making the final
decision on the funding. The officer must
carefully examine the proposed funding
structure, recommend changes to that
structure (if he deems them necessary)
and propose the terms to be met by the
firm in case he recommends agreeing to
the funding. A Spanish translation is
available E104-059-1.
Latin America; Transportation;
Investment of US$146.1 million; 2002
Project finance
Concession
Toll roads
Financial planning
Transportation industry
Highways
Economic development projects
Awarding of contracts
24 pp
GEN EXP
104-059-8 (6pp)
E104-059-1
ROADS IN SAN ISIDRO: CONCESSION
OF ROUTE 13
Spanish translation
Jenkins Coronas, M
Martinez Olea, H
INCAE, Costa Rica
A top officer in the Inter American
Development Bank (IDB) Infrastructure
Department must evaluate a funding
application from the winning company in
an open-bid process of the San Isidro
government to build, improve, rehabilitate,
and maintain Route 13. The government
would award LCA Construcciones, SA (the
winning company) the exploitation of the
route for a maximum of 25 years. The IDB
officer must evaluate the funding proposal
made by the firm in early 2002, and weigh
the chief risks and variables bearing on the
project. Then, he must make a
recommendation to an IDB internal
committee responsible for making the final
decision on the funding. The officer must

carefully examine the proposed funding
structure, recommend changes to that
structure (if he deems them necessary)
and propose the terms to be met by the
firm in case he recommends agreeing to
the funding. This is a Spanish translation of
104-059-1.
Latin America; Transportation;
Investment of US$146.1 million; 2002
Project finance
Concession
Toll roads
Financial planning
Highways
Economic development projects
Awarding of contracts
25 pp
GEN EXP
E104-059-8 (9pp)
the company; however when seen in the

perspective of returns expected by the
market, the picture is not bright for SEZ
this is brought out by looking at the
economic profits of SEZ. From being a
preferred stock of analysts, SEZ moved
quite quickly to large drops in market
value. The case offers students an
opportunity to undertake an analysis of
SEZs capital structure and the companys
cash flow statements in order to address
the principal decision, which has a direct
bearing on shareholder value. In addition,
views from the equity capital market also
enter the frame of understanding in the
course of discussion related to the
companys financing mix.
India; Construction materials; $80
million; 2001
Value creation
Cash flow analysis
Capital structure
Equity financing
Finance and strategy
Ceramic tile industry
26 pp
104-068-5
SALIENT FEATURES OF A
MANAGEMENT BUYOUT (MBO)
Background note
Ward, M
A management buyout (MBO) involves the
purchase of an existing business by its
senior management team. It has proved
itself to be an attractive vehicle for
management, who can accumulate wealth
in the form of an equity participation in
their company. This note looks at salient
features of MBOs, such as how they are
structured and financed, and how equity is
allocated. It also examines how to evaluate
an MBO candidate to gauge whether it has
potential for success.
LIBRARY
104-069-8 (13pp)
UVA-C-2189
SHUN ELECTRONICS COMPANY
Haskins, M
Administration
7 pp
UVA-C-2189TN (10pp)
South Africa
Management buyouts
9-204-117
SUCCESSION CAPITAL CORPORATION
4 pp
Hecht, PA
Rawji, I
GEN EXP
104-069-1
SEEZEE CERAMICS LTD
Sivaraman, V
Charulatha, J
Vishnu, P
SP Jain Institute of Management and
Research, India
The SEEZEE Ceramics Ltd (SEZ) case
provides a framework for financial analysis
and for exploring a link between economic
profits and shareholder value. The student
is required to consider a critical decision
for SEZ; the decision to invest and grow as
opposed to focusing on consolidation of
the existing business operations.
Associated with this key decision are
related issues pertaining to the financial
position of SEZ. The accounting
statements point to growing earnings for
36
In 2003, a small buyout company in

Canada was deciding which company to
purchase next. Explores the challenges
facing a young entrepreneur in the process
of selecting a new acquisition when
financial and human resources are
constrained. The teaching purpose is to
provide students with opportunities to
discuss the practical aspects of starting a
buyout company, including both the
financing and the deal selection process.
2003
Canada
Financing
Leveraged buyouts
Venture capital
19 pp
CASE (FIELD)

104-053-1
SUMITOMO CORPORATION OF
JAPAN: THE COMMODITY
DERIVATIVES FIASCO
Gupta, V
Gautam
The case discusses how Yasuo Hamanaka
(Hamanaka), the chief copper trader at
Japans Sumitomo Corporation caused
major losses to the company through his
unauthorised trading activities in the
physical and futures market in copper at
the London Metal Exchange. It traces the
complete sequence of events leading to
the revelation of the scandal. The case also
highlights the reasons for the copper
debacle, including the lack of proper
managerial supervision and operational
control systems and the misuse of
authority by Hamanaka. The case aims to
teach students how mismanagement of
trading in commodity derivatives can lead
to significant financial losses. The case is
designed to enable students to: (1) study
the events and analyse the reasons that
led to the huge losses of Sumitomo
Corporation; (2) discuss the importance of
proper supervision and control systems in
a trading firm to mitigate risks;
(3) understand how derivatives can be
utilised effectively as a risk management
tool; and (4) discuss the role of regulatory
authorities in prevention and reduction of
financial crimes. The case is targeted at
MBA/PGDBA students and is intended to
be part of the finance curriculum. The
teaching note does not contain an analysis
of the case.
Japan, London; Trading; Very large;
1993-2000
Sumitomo Corporation
Commodity derivatives
Yasuo Hamanaka
Corporate disasters
Business ethics
Management control in derivatives
Trading
Risk management
12 pp
LIBRARY
104-053-8 (3pp)
104-057-1
TAKING OVER CORPORACION BANEX
Marin, JN
Rodriguez, A
INCAE, Costa Rica
An experienced investment banker must
submit his recommendations to an
investors group of Banco Banex of Costa
Rica, regarding the desirability of selling
the company for 9.20 per share, in line
with the offer made by Banco del Istmo of
Panama, through a Public Acquisition Offer
(PAO). In addition, he must assess the way
and the conditions under which Banco del
Istmo would pay for the shares and

determine whether the acquisition makes
strategic sense to both organisations.
9-104-070
THE GREAT ATLANTIC AND PACIFIC
TEA COMPANY, INC
Costa Rica, Central America; Banking;

2,000-2,500 employees; 1999
Valuation
Synergies
Regional strategy
Tender offer
Public offering
Hawkins, DF
Cohen, J
26 pp

Bankruptcy
Debt management
Earnings
Forecasting
Stocks
FIELD
Analysts believe bankruptcy is a distinct

possibility for A&P in the future. The
company believes otherwise. The teaching
purpose is to look at bankruptcy prediction.
18 pp
CASE (LIBRARY)
5-104-072 (15pp)
104-043-1
THE FALL OF BARINGS BANK
Gupta, V
Arora, S
The case discusses how Nicholas William
Leesons (Leeson) unauthorised trading in
derivatives led to the fall of Barings Bank,
the oldest and one of the most reputed
banks in the UK. It describes the complete
sequence of events leading to the fall of
the bank. The case also highlights the
reasons for the fall, including the lack of
proper managerial supervision and
operational control systems, and the
mismanagement of the banks derivatives
operations. The case aims to teach
students how mismanagement of trading
in derivatives can lead to significant
financial losses. The case is designed to
enable students to: (1) analyse the reasons
that led to the fall of Barings Bank;
(2) discuss the importance of proper
supervision and control systems in a bank
to mitigate risks; (3) understand how
derivatives can be utilised effectively as a
risk management tool; and (4) calculate the
payoffs from a straddle strategy and
analyse when this strategy should be
used. The case is targeted at MBA/PGDBA
finance curriculum. The teaching note
does not contain an analysis of the case.
UK; Banking; Large; 1993-1996
Barings Bank
Nick Leeson
Risk management
Corporate disasters due to
derivatives
SIMEX
Unauthorised derivatives trading
Short straddle strategy
Lack of managerial control
104-052-1
THE POLARIS-ORBITECH MERGER
Gupta, V
Gautam
The case describes in detail the merger of
India-based Polaris Software Lab with the
US-based OrbiTech Solutions, owned by
the Citi Group. The case describes the
rationale for the merger on the basis of key
financial data. It also examines the reasons
for revising the swap ratio of the merger.
Finally, the case discusses the future
prospects of the merged entity. The case
aims to help students to understand and
analyse various financial aspects involved
in a merger including the calculation of the
swap ratio and determination of the value
of the merged entity as per its expected
cash flows. The case will help students to:
(1) understand the concept of the swap
ratio and study the way it is computed;
(2) understand the different problems
associated with the merger of crossborder IT software companies; and
(3) determine the valuation of a firm using
the Free cash flow to firm model. The
students as part of the finance curriculum.
India, US; Software; Large; 2000-2004
Polaris Software Labs
Orbitech Solutions
Cross-border merger
Swap ratio
Merger valuation
Valuation of a firm
Free cash flow to firm model
10 pp
12 pp
LIBRARY
LIBRARY
104-043-8 (3pp)
104-052-8 (6pp)
37

UVA-C-2183
THE SQUEAKY HORN
Haskins, M
Lilly, K
Smith, L
Administration
Avoidance of double taxation

Standard cost system
GlaxoSmithKline and Compaq
Computer Corporation
Comparable profits method
12 pp
LIBRARY
UVA-C-2183TN (15pp)
104-049-1
US JUNK BOND BUBBLE: IS HISTORY
A BETTER GUIDE FOR THE PRESENT?
104-054-1
TRANSFER PRICING
Srikanth, G
Ananda Prasad, C
4 pp
Srikanth, G
Ankeet, B
Rapid globalisation has seen increasing
levels of intra-firm trade between affiliates
situated in different countries. Companies
frequently shift profits to low tax
jurisdictions in order to maximize returns.
This is most commonly done through
transfer pricing of tangibles and
intangibles between group companies.
However, despite the tightening of
transfer pricing litigation around the world,
laws are difficult to implement because
they involve significant levels of
interpretation as to where value is actually
created. The case highlights this with the
help of three caselets: GlaxoSmithKline,
Compaq Computer Corporation and
Seagate Technology Inc. Each of these
companies faced litigations related to
transfer pricing. The case helps discuss
issues relating to tax avoidance/evasion by
shifting profits to low tax countries
through transfer pricing.
Seagate Technology Inc; Cost plus
method; Royalty payments; Tax
avoidance; Activity based costing;
Internal Revenue Service; Weighted
average sale price; Standard material;
Manufacturing cost; Profit split method;
2004
Transfer pricing and arms length
pricing
Comparable uncontrolled price
Junk bond is one of the finest innovations

in financial products that benefited both
the issuers and the investors. However, as
greed and over-exuberance get a better
hold, junk bonds do become junk. This
case traces the history of booms and busts
of junk bond markets. The relative merits
and demerits of junk bonds, traditional
portfolio theory and modern portfolio
theory could be discussed through the
case study. This case also draws ones
attention to the fact that when decisionmaking is shrouded by greed and unsound
advice from others, history could be a
better guide.
104-030-1
VALUATION OF WOCKHARDT
PHARMA LIMITED
Satish, D
Rama, KN
The case study presents an overview of
the Indian pharmaceutical industry with
specific focus on the post-2005 scenario
and makes an attempt to value Wockhardt
Pharma Limited, one of the top five
pharma companies in India. The valuation
exercise suggests that the companys
stock is all set for consolidation after
witnessing a steep rise in the last few
months.
India; Pharmaceutical; Medium; 2003
Valuation
Pharmaceuticals industry
India
Patent regime
SWOT
Acquisitions
Competition
Free cash flows to the firm
Equity
Active pharmaceutical ingredients
Bulk drugs
Formulations
12 pp
LIBRARY
USA; Financial services; 2004

Investment grade junk bonds
Alexander Hamilton
Michael Milken and Harry
Markowitz
Credit quality
Interest rate
Debt restructuring
Leveraged buyout
Great Depression
Liquid instruments
Cash flow of mutual funds
Speculative grade issuance of
bonds
Booms and busts
Greater fool theory
Risk return trade off
Long term capital management
UVA-C-2181
ZAUNER ORNAMENTS
8 pp
9 pp
LIBRARY
UVA-C-2181TN (9pp)
38
Haskins, M
Lilly, K
Smith, L
Administration
HRM/Organisational
Behaviour
404-039-1
A EUROSTAR COUPLE!!: A CASE
STUDY ON WORK LIKE BALANCE
ISSUES OF A DUAL-CAREER
EXPATRIATE COUPLE
psychological processes involved in

starting a new job and settling into it.
Patel, T
Groupe ESC Rennes, France
5 pp
This case study focuses on the issue of

work life balance in expatriate dual-career
couples. A dual-career couple is a couple
whose members both have occupational
responsibilities and career issues at stake.
The two-income family is nowadays
replacing the single income family as the
norm. When both members of a couple
have career issues at stake, personal lives
can become complicated and intertwined
with professional lives. As seen in this
case, a career opportunity for one member
that demands a geographical move can
produce a crisis for both the couple and
their companies. The following case brings
out the issues of work life balance, which
becomes all the more important in the
case of expatriates. The case study is
intended for use by academicians teaching
organisational behaviour or international
human resource management to bachelorlevel business students.
FIELD
France, England, India; Power sector;

2003-2004
Expatriates
Expatriation
Dual-career couples
Work life balance
Nigeria; Banking; Medium; 2003

Career
Values
8B04C02 (14pp)
404-036-8 (4pp)
9-404-004
AMY KELLYS JOB SEARCH
Higgins, M
Teebagy, C
Narrates the job search of former SelfAssessment and Career Development
student Amy Kelly.
2001
Careers and career planning
Employment
Interviews
Self evaluation
15 pp
FIELD
Sider, M
Epie, C
Lagos Business School, Nigeria
This case tells of a young managers career
move to another organisation, the reasons
for his decision, his first days at work and
the difficulties he encountered in an
organisational culture not in harmony with
his personal values. The objective is to
introduce participants to career
development and make them aware of the
9B04C003
AOL TIME WARNER (B)
Sider, M
As one of the terms of its merger in
Canada, a large US-based multimedia
corporation is required to support the arts
in Canada through a $221 million fund. The
first university to approach the company
receives gifts-in-kind and $15 million in
scholarship funds. The director of faculty
funding must now draft a donor
agreement letter to summarize the
companys commitment and to convey the
universitys gratitude. This is a supplement
to AOL Time Warner (A), product
9B04C002.
Funding
Non-profit organization
Communications
Proposal writing
CASE (FIELD)
6 pp
404-036-1
AKIN AKINYEMI
Funding
Communications
Proposal writing
5 pp
9B04C002
AOL TIME WARNER (A)
404-039-8 (11pp)
proposal and the follow-up work required

to secure the funding partnership.
As one of the terms of its merger in

Canada, a large US-based multimedia
corporation is required to support the arts
in Canada through a $221 million fund. The
first university to approach the company is
encouraged by its initial meetings with the
companys representatives. The director of
faculty fundraising must prepare a
proposal that conveys the universitys
understanding of the companys business
interests, recognizes the diverse needs of
the proposals audience, aligns the
companys interests with the university
needs, all in a clear, well-researched, wellwritten document. The supplement, AOL
Time Warner (B), product 9B04C003,
reports on the companys response to the
39
2 pp
8B04C03 (5pp)
9B04C005
BEING DIFFERENT: EXCHANGE
STUDENT EXPERIENCES
Wesley, DTA
Lane, HW
This case is about African-American, Latin
American and Asian undergraduate,
international business majors from a
Boston-area university who traveled to
Spain, France and Germany for a year-long
period of study and work. Presented are
their experiences being minority students
in Europe. The experiences range from
annoying stares to aggressive propositions
from men. This case can be used with the
HRM/Organisational Behaviour
note The Changing Face of Europe: A Note
on Immigrations and Societal Attitudes,
product 9B03M050 to prepare business
students for overseas study and
internships.
Discrimination
Education
Human behaviour
Intercultural relations
5 pp
8B04C05 (3pp)
404-044-1
BERTELSMANN: CORPORATE
STRUCTURES FOR VALUE CREATION
(B)
Galunic, C
Moran, S
Hermreck, I
This is the second of a two-case series
(400-019-1 and 404-044-1). Case (A)
exposes the growing pains of an older,
brick-and-mortar, company as it attempts
to join the New Economy. The focus is on
synergy; pushed by converging
technologies and managed by a young and
energetic leader, Bertelsmann attempts to
overcome a history of decentralization to
create a more integrated and Internet
savvy corporation. Case (B) picks up after
the ousting of the former CEO of
Bertelsmann, following his attempts to
push the company forward in its exposure
to the capital markets and the extent of
corporate synergies. It shows how
unforgiving the New Economy could be to
dreams of Internet driven synergies. It also
shows how business unit profitability
remains a key concern, and especially as
economic conditions change, although
ideas for greater cooperation are not lost
but re-sized.
Europe, global; Media (books,
magazines, music, Internet); 65,000
employess; 2000-2004
Corporate structure
New organisational forms
New economy
Internet
Synergy
Integration
Leadership
Change
13 pp
FIELD
9-604-018
BEVERLY STERN: RETAIL EXECUTIVE
Bowen, HK
Wagonfeld, AB
Beverly Stern has been a successful
Operating Manager in three prominent
retail chains: GAP, Pottery Barn, and
Williams-Sonoma. Sterns last job at a
startup did not meet her expectations and
she must now decide what to do next. She

has an offer to start a new retail division of
Gymboree. Allows students to understand
the career of a successful merchandising
executive and to determine key personal
characteristics and skills that support a
successful career. Contains examples of
what Stern learned as she progressed in
her career and provides insights into the
professional challenges that would be
criteria for job choice. The teaching
purpose is to discover the background,
skills, and characteristics of a successful
merchandising manager and to have
students reflect on their own interests and
capabilities as they determine whether to
become operating managers.
2003
Career advancement
Decision making
Merchandising
Operations management
Women in business
23 pp
CASE (FIELD)
404-051-1
CLUB MED CASE STUDY: THE
RECRUITMENT VILLAGE
Fabienne, A
EM Lyon, Ecole de Management,
France
Club Med, a leading company in the
tourism industry, is faced with a major
human resource management issue: its
GOs, a category of key employees, are
increasingly scarce (fewer applicants,
lower quality applicants, higher turn-over).
The case study puts the participants into
this situation and then presents how the
company actually reacted to this challenge
by setting up an innovative recruitment
process. This case allows students to:
(1) identify the stakes (opportunities /
difficulties) of mass recruitment;
(2) identify and evaluate the main
recruitment processes that are possible
(methods, techniques); and (3) position the
recruitment within the overall
development cycle of resources (attract /
loyalty / development). A video on
CD-ROM (404-051-3) is available to
accompany the case.
Europe; Tourism; 22,000 employees;
2002
Human resource management
Service industry
Recruitment
Loyalty
War of talents
20 pp
FIELD
404-051-8 (6pp)
40
404-051-3
CLUB MED CASE STUDY: THE
RECRUITMENT VILLAGE
Video on CD-ROM
Fabienne, A
EM Lyon, Ecole de Management,
France
This video is to accompany the case
404-051-1. The case abstracts is as
follows: Club Med, a leading company in
the tourism industry, is faced with a major
human resource management issue: its
GOs, a category of key employees, are
increasingly scarce (fewer applicants,
lower quality applicants, higher turn-over).
The case study puts the participants into
this situation and then presents how the
company actually reacted to this challenge
by setting up an innovative recruitment
process. This case allows students to:
(1) identify the stakes (opportunities /
difficulties) of mass recruitment; (2)
identify and evaluate the main recruitment
processes that are possible (methods,
techniques); and (3) position the
recruitment within the overall
development cycle of resources (attract /
loyalty / development).
Europe; Tourism; 22,000 employees;
2002
Service industry
Recruitment
Loyalty
War of talents
10 min
FIELD
404-051-8 (6pp)
404-021-1
COMPENSATION MANAGEMENT
Niharika, A
Aarathy, M
Sirisha, K
The compensation policy and the reward
system of an organisation are viewed by
the employees as indicators of the
managements attitude and concern for
them. Traditionally, pay scales in
companies reflected the importance of the
work and the responsibility level. Today,
organisations try more to assess the worth
of an individual in terms of his
performance and contribution to the
organisation. These caselets discuss the
importance of a compensation system that
is competitive and attractive for the
employees and at the same time,
profitable for the organisation. These
caselets are designed to enable students
to: (1) understand the role and importance
of compensation management in an
organisation; (2) understand the different
components of compensation, namely
basic salary, incentives and benefits;
(3) understand the importance of offering
an attractive and competitive
compensation to attract and retain
employees; and (4) discuss the need for a
contemporary and competency/skill-based
compensation system. The caselets are
targeted at postgraduate and
undergraduate students and are intended
to be part of the human resources
management curriculum.
Varied
Compensation
Variable compensation
Skill-based pay
ESOPs
Incentives
Benefits
Competency-based pay
Job evaluation
Job grades
9 pp
GEN EXP
404-021-8 (8pp)
9-404-125
CONFRONTING A NECESSARY EVIL:
THE FIRING OF ALEX ROBINS (A)
Margolis, JD
A manager recounts his experience firing
the person he was asked to replace and
reflects on the challenges of the
experience. The teaching purpose is to
role-play and reflect on tasks that entail
harming other people to fulfill ones
responsibility.
Ethics
Interpersonal behavior
Leadership
Organizational behavior
Professionals
2 pp
CASE (FIELD)
9-404-113
CONFRONTING A NECESSARY EVIL:
THE FIRING OF ALEX ROBINS (B)
Margolis, JD
A manager recounts his experience firing
the person he was asked to replace and
reflects on the challenges of the
experience. The teaching purpose is to
role-play and reflect on tasks that entail
harming other people to fulfill ones
responsibility.
Ethics
Leadership
Professionals
4 pp
CASE (FIELD)
404-038-1
DADDY, LETS GO BACK HOME: A
CASE STUDY ON WORK LIFE
BALANCE ISSUES OF A DUAL-CAREER
EXPATRIATE COUPLE
Patel, T
This case study focuses on the issue of
work life balance in expatriate dual-career
couples. A dual career couple is a couple
whose members both have occupational
responsibilities and career issues at stake.
The two income family is nowadays
replacing the single income family as the
norm. When both members of a couple
have career issues at stake, personal lives
can become complicated and intertwined
with professional lives. As seen in this
case, a career opportunity for one member
that demands a geographical move can
produce a crisis for both the couple and
their companies. The following case brings
out the issues of work life balance, which
becomes all the more important in the
case of expatriates. It also highlights the
issue of reverse cultural shock in the case
of immigrant expatriates. The case study is
intended for use by academicians teaching
organisational behaviour or international
human resource management to bachelorlevel business students.
France, India, USA; Power sector;
2003-2004
Expatriate
Expatriation
Dual-career couples
Work life balance
5 pp
own employees. Some within the Deloitte

organization did not understand the
amount of attention given to Andersen
employees, whom they viewed as
damaged goods. The co-chair and
integration team must determine the best
way to deal with the feedback and the
cultural differences that are surfacing.
Change management
Corporate culture
Employee attitude
14 pp
9-404-105
DEVELOPMENTAL NETWORK
QUESTIONNAIRE
Higgins, M
The Developmental Network
Questionnaire is an instrument designed
to reveal information about the sources of
developmental assistance in an individuals
career. The teaching purpose is to facilitate
a session on developmental relationships.
Includes color exhibits.
2001
Career advancement
Interpersonal relations
Mentors
Networks
Self evaluation
16 pp
FIELD
EXERCISE
404-038-8 (12pp)
9B04C004
DELOITTE & TOUCHE: INTEGRATING
ARTHUR ANDERSEN
9B03C039
ELITE INC (A)
Seijts, G
Mark, K
Frost, AC
Purdy, L
Frisch, J
In 2002, approximately 1,000 Arthur

Andersen employees joined Deloitte &
Touche, effectively creating the largest
professional services organization in
Canada. The combined entity employed
6,600 people and represented annual
billings of over $1 billion. A co-chair for the
national integration team was faced with a
huge challenge: to develop a companywide plan to create support materials to
aid the Deloitte staff in integrating the
Andersen staff in the organization. The
integration process was monitored
through a monthly survey and would be
used by the team to benchmark unit to
unit over time, and to take remedial action
at specific stages if the integration goals
were not attained. The most recent survey
indicated that Deloitte employees felt that
in the companys haste to finalize the deal
with Andersen, it was forgetting about its
41
Elite Inc is a highly successful public

relations firm. Elites chief financial officer
has been spending 18-hour days in an
effort to get his work done. The newly
appointed chief executive officer must
determine the cause of the excessive
workload and develop a strategy to deal
with the chief financial officers
performance. The supplement Elite Inc (B),
product 9B03C040 discusses the
implementation of the strategy and its
outcome.
Action planning and
implementation
Organizational behaviour
Employee relations
Management style
6 pp
8B03C39 (9pp)
9B03C040
ELITE INC (B)
Frost, AC
Purdy, L
Frisch, J
In this supplement to Elite Inc (A), product
9B03C039, the chief executive officer has
prepared and implemented a strategy to
resolve the below standard performance
of the chief financial officer. At the
companys mid-term audit meeting, the
chief financial officer had once again
performed poorly, causing embarrassment
and the humiliation for the chief executive
officer. The chief executive officer must
make a decision about the chief financial
officers future with the company.
Action planning and
implementation
Employee relations
Management style
4 pp
8B03C39 (9pp)
404-019-1
EMPLOYEE PARTICIPATION,
ORGANIZATION STRUCTURE AND
DECISION MAKING
Sridevi, C
Aarathy, M
Madhubala, B
These caselets deal with the issue of
decision making in organisations. Caselet
(1) discusses the conformity pressures of
being in a group and the impact on group
decision-making. The caselet also
discusses the characteristic phenomena
associated with group decision-making.
Caselet (2) discusses the impact of
employee behaviour on organisational
performance. It also examines the
usefulness of training programmes to
bring about an improvement in employee
behaviour. These caselets are structured
to enable students to: (1) understand the
types of decision making; (2) analyse the
advantages and disadvantages of various
types of decision making; (3) understand
the relationship between organisation
structure and decision making; and
(4) understand the impact of employee
behaviour on organisational performance.
These caselets are aimed at
undergraduate and postgraduate students,
and are intended to be part of the
organisational behaviour course.
Varied
Insurance
Joint venture
Banking operations
Employee participation
Job rotation
Customer service
5 pp
GEN EXP
404-019-8 (6pp)
404-023-1
EMPLOYEE SATISFACTION: AN
OUTCOME OF MOTIVATED
WORKFORCE
Sridevi, C
Aarathy, M
Madhubala, B
motivation. Caselet (1) discusses the
importance of employee recognition in
motivating them to deliver superior work
performance. It also examines the various
factors that act as motivators for
employees. Caselet (2) discusses the
impact of induction and socialisation
processes on employees work
performance and motivation. Caselet
(3) discusses the impact of work
environment on employee motivation and
satisfaction. It also describes how
alternative work schedules can motivate
employees and improve organisational
performance. These caselets are
structured to enable students to:
(1) understand the relationship between
individual needs and motivation;
(2) analyse the challenges faced by human
resource managers in modern day
organisations; (3) examine the various
ways to motivate and retain employees in
organisations; (4) examine the measures
that can be taken by management to
ensure a smooth induction; and
socialisation process of employees; and
(5) understand the measures that can be
taken by the management of an
organisation to motivate and improve
employee performance. These caselets
are aimed at undergraduate and
postgraduate students, and are intended
to be part of the organisational behaviour
course.
Varied
Customer surveys
Employee recognition
Customer satisfaction
Organisational culture
Employee productivity
Telecommuting
Flexitime
7 pp
GEN EXP
Another article cited the companys

remarkable ability to embrace uncertainty
in a highly dynamic competitive
environment. Chief Executive Officer
Jeffrey Skilling recognized that in order to
support the evolution from asset-heavy
energy provider to a knowledgedependent trading company, they would
have to align Enrons human resources
management policies and practices with
their strategy.
Energy
Ethical issues
Accounting principles
17 pp
8B04C01 (7pp)
9-104-062
EXECUTIVE REMUNERATION AT
RECKITT BENCKISER PLC
Lorsch, JW
Narayanan, VG
Palepu, KG
Brem, L
Robertson, AC
Examines the executive compensation
system developed by Reckitt Benckiser
plc. Outlines the structure of the system,
its emphasis on performance-based pay
and a global outlook, and explains the role
of the human resources department, the
board of directors, and company
shareholders in determining pay. Raises
questions about how to balance incentive
remuneration effectively in recruiting and
retaining top managers, while addressing
shareholder concerns about executive
compensation. The teaching purpose is to
examine the compensation system at
Reckitt Benckiser plc, how it was devised
and formulated, and what the implications
are for employees of the company.
Employees 23,000; 3,531 million British
pounds revenue; Event start date 2003;
Event end date 2003
Executive compensation
Personnel management
19 pp
404-023-8 (7pp)
CASE (FIELD)
9B04C001
ENRON WHAT WENT WRONG
Spector, B
Enron enjoyed a reputation as one of the
best managed and highest performing
companies of the new economy. In
addition to the popular press, a number of
leading academics joined in the parade of
admirers. Author Gary Hamel featured
Enron as one of the leading revolutionaries
in his popular book on radical innovation.
42
9-104-057
FINANCIAL REPORTING IN THE
CATHOLIC CHURCH
Miller, GS
Doyle, T
Uses the Catholic Church to examine the
need for and challenges in creating internal
and external transparency in an
organization. The Catholic Church is a large
and complex international organization
with several layers of management spread
over a diverse range of services and
geographical areas. Creating a coherent
and manageable communication strategy
for such an organization is a challenging
task that requires understanding the
culture within the church as well as the
stakeholders outside the church that rely
on its services. In 2003, the Catholic
Church is suffering from financial
withholding by many external
stakeholders, which might impair its ability
to continue to provide services. Uses this
setting to examine the role of
communication strategies in general. The
teaching purpose is to explore the issue of
transparency in complex organizations.
2003
Accounting
Charities
Communication strategy
Corporate culture
Disclosure
Financial reporting
Religion and business
12 pp
CASE (LIBRARY)
9-304-089
FIRE AT MANN GULCH
embraced personal empowerment. The

first part of the initiative, during which all
employees were sent on an intensive
intervention aimed at breaking down racial
barriers and generating common goals and
values, had been a resounding success.
There was greater racial harmony and a
new unity at FNB Metro, as well as a
common commitment to the companys
vision. The banks results had improved, as
had its service levels. In addition, there had
been a net increase in customer numbers
at FNB Metro, reversing the negative trend
of the previous few years. The second part
of the initiative, which was intended to
institutionalise the new culture, had met
with patchy success. It hinged on
establishing regular, values-based, nonhierarchical meetings throughout the bank.
Staff were encouraged to bring issues of
importance to the branch to these
meetings so that they could be discussed
and resolved. Peet van der Walt, the Chief
Operating Officer of FNB Metro,
wondered what could be done to embed
the new culture in the organisation. Was it
simply a matter of providing better training
to the umhlangano facilitators, or would it
require more than that?
South Africa; Banking; Large; 1999-2003
Organisational change
Diversity
Leadership
26 pp
Roberto, MA
Ferlins, EM
Describes the 1949 firefighting tragedy in
Montana that led to the deaths of 12
smoke jumpers. Explores the myriad of
poor decisions by the firefighting crew and
their foreman. The teaching purpose is to
examine decision making by teams and
leaders in high-velocity, high-risk
environments.
1949
Decision making
Group dynamics
Leadership
Management of crises
Risk management
Teams
16 pp
CASE (LIBRARY)
404-047-1
FNB METRO: WAKING UP TO CHANGE
Ortlepp, K
Gordon-Brown, C
It was June 2003 and just over a year-anda-half since First National Bank (FNB)
Metro (a division of FNB Retail) had
completed the first stage of Vuka, an
organisational transformation initiative
aimed at changing FNB Metros culture
into one based on a shared vision and
values, appreciated diversity and
FIELD
9B03C048
FROM GOOD COP TO BAD COP
Loree, D
Mark, K
A senior officer at a large police
department is preparing to address a class
of newly-graduated police officers. Over
the past five months, the nations media
has been covering almost daily stories of
alleged corruption concerning police
officers in the precinct. The coverage
intensified with the apparent suicide of
one of the police officers, an officer
previously decorated for service and
bravery. In preparing his address to the
graduates, the senior officer wondered
what had gone so terribly wrong in the
precinct and more importantly, what could
have been done to prevent it.
Human behaviour
Personal values
Corporate culture
12 pp
9-804-094
GEORGE BARKER
Davis, JA
George Barker, the 40-year-old CEO of his
familys commercial real estate design and
43
development firm, must deal with the

unsatisfactory performance of his brother
Peter, who is also in the business.
Although Peters performance is upsetting
to George, George feels that it will be
difficult to navigate the family ownership
and business factors to deal with the
problem. The teaching purpose is to
explore dealing with the unsatisfactory
performance of a relative.
Event end date 2003
Family owned businesses
Performance appraisal
Performance effectiveness
Real estate
Real estate developments
2 pp
CASE (GEN EXP)
404-016-1
GOOGLES ORGANIZATIONAL
CULTURE
Dutta, S
Subhadra, K
A companys organisational culture plays a
vital role in its success. A companys
culture helps it attract the best talent
available in the industry. The case
discusses the organisational culture at
Google Inc. Google was one of the few
companies that successfully blended
technological innovation with strong
organisational culture. The case provides
insight into the work environment, and
recruitment process at Google. The case
also provides insight into how Google
fosteres innovation among employees.
The case ends with a critique of Googles
organizational culture. The teaching
understand the role of organisational
culture in attracting the best talent in the
industry; (2) to understand the role played
by recruitment in the success of an
organisation; (3) to understand how
organisational culture can be a source of
competitive advantage; (4) to understand
how culture fosters innovation in an
organisation; and (5) to understand the
negative side of informal culture and the
importance of line of command and unity
of command for an organisation. The case
is aimed at the MBA/PGDBA students as
part of the human resource management
and organisational behaviour elective
curriculum
USA; Search engine; Large; 1998-2004
Google Inc
Google work culture
Larry Page
Sergey Brin
Googleplex
Open communication
Recruitment policy
Code Jam
Innovations at Google
Sparrow
Google labs
Dotcom boom
Silicon Valley
Informal culture
Nigeria; Software development;

Medium; 2003
Persuasion
Presentations
Communication
11 pp
3 pp
LIBRARY
FIELD
404-016-8(5pp)
404-034-8 (4pp)
404-041-1
HAWORTH ASIA PACIFIC AND CHINA:
LEADING STRATEGIC CHANGE
404-025-1
IMPROVING PERFORMANCE
THROUGH CHANGE MANAGEMENT
Mobley, WH
Fang, K
China Europe International Business
School (CEIBS)
Sridevi, C
Aarathy, M
Madhubala, B
Haworth Furniture, a privately held

company, was among the global leaders in
the office furniture business. As the Vicepresident and General Manager of
Haworth Asia Pacific, Frank Rexach was
faced with the challenge of leading
through a series of changes: moving the
Asia Pacific headquarters from Hong Kong
to Shanghai; integrating Marketing into
Operations in the plant; localising product
development and production; building a
cohesive and high-performing regional
management team. Frank was about to
formulate the short- and long-term plans
for further change and development, what
should he include in the plan? Students
may approach the case with various
strategic organisational change and
development models and/or from the
perspective of various leadership models.
Asia Pacific, China; Office furniture;
2002-2003
Leadership
Strategy
Human resources
17 pp
FIELD
404-034-1
HUMANMANAGER
Epie, C
This short case is one of a mini-series of
practical exercises in persuasive oral
presentations. A company representative
needs to convince a client that his/her
software development company is what
he needs to solve his problems. The
objective is to prepare and deliver a
persuasive presentation to an interested,
but undecided audience.

change management. Caselet (1)
discusses how the implementation of
change management in an organisation
can bring about dramatic improvement in
profits and help it become a market leader.
It also highlights the role played by
management and employees of an
organisation in implementing planned
change. Caselet (2) discusses the
importance of changing employee
behaviour and managerial practices for
change programmes to be successful in
organisations. Caselet (3) examines the
difficulties encountered by management in
merging two unequal organisations and
the steps to be taken to overcome
employee resistance to change. These
caselets are structured to enable students
to: (1) understand the significance and
advantages of implementation of change
programmes in organisations; (2) examine
the role of management and employees of
an organisation in facilitating planned
change; (3) understand how
implementation of a change programme in
an organisation can influence the
organisation culture; (4) analyse how
managerial practices and employee
behaviour can affect the organisational
performance; (5) understand the various
forces of change; and (6) examine the
steps to overcome resistance to change in
organisations. These caselets are aimed at
Bureaucratic style
Organisational practices
Decision making
Human resources in Financial
services
Benchmarking
7 pp
GEN EXP
404-025-8 (7pp)
44
404-049-1
ISMAEL CAAS, JOURNALIST (A)
lvarez de Mon, I
Larios Bruna, M
Instituto de Empresa, Madrid
This is the first of a two-case series
(404-049-1 and 404-050-1). Ismael Caas
and Tomas Marin were the only
professionals from the news room at the
newspaper La Giralda who had not yet
signed a manifesto defending readmission
of their boss, Jos Maria Atano, who had
just been dismissed. If Ismael and his
colleague were to sign the manifesto, they
would be supporting the greatest example
of what they considered a bad journalist.
Moreover, that person as boss, had made
both their lives complicated. If they did not
sign the manifesto, they would have to
suffer a considerable amount of
unpopularity among their colleagues.
Parallel to these apparent reasons for the
conflict, there are deeper, underlying, longterm, lasting ones related to faulty
management of human resources at the
company. Many of the news writers at La
Giralda felt treated badly by the
management of the newspaper. In that
sense, the Atano case is no more than a
symptom of the ill state the organisation
has been in for some time.
Spain, Seville; Journalism; Small to
medium; Over four years
Group think
Conformity
Talent management
Decision making
9 pp
FIELD
404-049-8 (9pp)
404-050-1
ISMAEL CAAS, JOURNALIST (B)
lvarez de Mon, I
Larios Bruna, M
Instituto de Empresa, Madrid
(404-049-1 and 404-050-1). Ismael Caas
and Tomas Marin were the only
professionals from the news room at the
newspaper La Giralda who had not yet
signed a manifesto defending readmission
of their boss, Jose Maria Atano, who had
just been dismissed. If Ismael and his
colleague were to sign the manifesto, they
would be supporting the greatest example
of what they considered a bad journalist.
Moreover, that person as boss, had made
both their lives complicated. If they did not
sign the manifesto, they would have to
suffer a considerable amount of
unpopularity among their colleagues.
Parallel to these apparent reasons for the
conflict, there are deeper, underlying, longterm, lasting ones related to faulty
management of human resources at the
company. Many of the news writers at La
Giralda felt treated badly by the
management of the newspaper. In that
sense, the Atano case is no more than a
symptom of the ill state the organisation
has been in for some time.
Spain, Seville; Journalism; Small to
medium; Over four years
Group think
Conformity
Talent management
Decision making
2 pp
FIELD
404-049-8 (9pp)
9B03C037
JACK HARRIS (A)
Rothstein, M
A top student in an MBA program had
been pursued by the top-tier consulting
firms that were recruiting at his school.
Impressed by the prestige of the industry,
he decided to choose a career in
management consulting. After less than a
year in the profession, the recent graduate
is disillusioned. He is offered a marketing
position that pays much less, but may be a
better fit for him in a number of ways. He
considers whether he should leave his
lucrative career, whether he should accept
the offer for the lesser paying position and
whether he could be making another faulty
career decision. In the case supplement
Jack Harris (B), product 9B03C038 the
former consultant reflects on his career
decision-making.
Career development
Career planning
10 pp
8B03C37 (5pp)
9B03C038
JACK HARRIS (B)
Rothstein, M
A top student in an MBA program had
been pursued by the top-tier consulting
firms that were recruiting at his school.
Impressed by the prestige of the industry,
he decided to choose a career in
management consulting. After less than a
year in the consulting profession, the
recent graduate accepts a marketing
position that pays much less. The former
consultant reflects on his own career
decision-making and the process of
reducing risk when making a career
choice. This case is a supplement to Jack
Harris (A), product 9B03C037, which
discusses the events that lead up to the
decision to leave the consulting
profession.
Career development
Career planning
9-604-057
JACK SMITH (A): CAREER LAUNCH AT
TOYOTA
9-604-060
JACK SMITH (C): BECOMING A
TOYOTA MANAGER (II)
Spear, S
Purrington, C
Jack Smith had a stellar career at Chrysler
managing major design teams and
manufacturing plants before deciding to
join industry leader and benchmark Toyota.
It is his first day on the job; what will his
orientation entail? Cursory walkthroughs
and introductions before assignment to a
job commensurate with his experience
and accomplishments or something else
to help him acclimate to Toyotas unique
management approach? The teaching
purpose is to think deeply about corporate
acculturation, capability development, and
the role of managers in complex
organizations where improvement and
problem solving are critical to success.
end date 2002
Career changes
Corporate culture
Future
Manufacturing
Organizational structure
Plant management
9 pp
Spear, S
CASE (FIELD)
CASE (FIELD)
5-604-087 (18pp)
5-604-087 (18pp)

to acclimate him to Toyotas unique
end date 2002
Corporate culture
Future
Manufacturing
Plant management
4 pp
9-604-059
JACK SMITH (B): BECOMING A
TOYOTA MANAGER (I)
Spear, S
to acclimate him to Toyotas unique
end date 2002
Career changes
Corporate culture
Future
Manufacturing
Plant management
3 pp
404-040-1
LANDSHIRE NATIONAL BANK: FIRED
FOR BEING PREGNANT?
Rarick, CA
Duchatelet, M
Laura Patterson, a 21 year-old recent
college graduate informs her supervisor at
Landshire National Bank that she is
pregnant. Laura, who has only been with
the bank for a few weeks, working as a
loan-processing assistant, is dismissed
shortly after announcing her pregnancy.
She files a charge of employment
discrimination with the state Equal
Employment Opportunity Commission
(EEOC) and the case raises interesting
questions concerning the legality of the
banks action.
Florida, USA; Banking; 123 employees;
2003
Employment discrimination
Pregnancy
Civil Rights Act
6 pp
3 pp
CASE (FIELD)
GEN EXP
8B03C37 (5pp)
5-604-087 (18pp)
404-040-8 (4pp)
45
9-404-056
LAURA BARR: WORK PATTERNS AT
DITTO (B)
Perlow, LA
According to her managers, Laura is an
ideal female employee. Depicts her life
and provides a log of how she spends her
time. This is a rewritten version of an
earlier case.
Employees 100,000
Career advancement
Families and family life
Product development
Software
Success
Teams
Time management
Women in business
Work hours
5 pp
CASE (COMPILATION)
5-404-059 (18pp)
9B03C032
LINCOLN DINER (A)
9B03C034
LINCOLN DINER (C)
Foley, J
Melnyk, J
Foley, J
Melnyk, J
Rachel Turner works as a cook in the

largest restaurant of the Lincoln Diner
chain. There are a variety of human
resources problems in this company and
the staff association representing the
employees is weak. In this context, Rachel
stands up for her co-workers, almost as an
unofficial steward. The situation
culminates with Rachels abrupt,
unsubstantiated suspension by her difficult
boss, leaving her wondering whether or
not she should file a grievance. Her
decision is complicated by the fact that
she is romantically involved with the
computer operations manager at Lincoln
Diner head office, who also faces a
decision as to how to react to this
development. The supplement (B), (C) and
(D) cases, product numbers 9B03C033,
9B03C034 and 9B03C035 follow the
matter through two more decision points
to its resolution.
This supplement to Lincoln Diner (A) and

(B), product number 9B03C032 and
9B03C033, covers Rachel Turners
decision to file a labor board complaint
against the employee association of which
she is a member for its failure to represent
her properly in grievances related to her
suspension and eventual dismissal by the
Lincoln Diner restaurant chain. The labour
board rules in her favor which sends her
grievances to arbitration. However, prior to
the arbitrarion hearing, the company
makes her a series of financial offers to
settle and Rachel must decide whether or
not to do so. The supplement (D) case,
product number 9B03C035, presents her
decision and rationale.
Service operations
Supervisory practice
Employee grievances
Arbitration
Labour relations
Tradeoff analysis
Uncertainty
4 pp
8B03C32 (12pp)
11 pp
404-018-1
LEADERSHIP: THE RIGHT APPROACH
8B03C32 (12pp)
9B03C035
LINCOLN DINER (D)
Sridevi, C
Aarathy, M
Madhubala, B
leadership. Caselet (1) discusses the
impact of micromanagement on employee
morale and their performance. Caselet (2)
discusses the initiatives that are taken by
organisations to develop leadership skills
among its employees. It also discusses
the need for succession planning in
organisations. These caselets are
structured to enable students to: (1)
understand the autocratic style of
leadership; (2) examine the impact of
autocratic style of leadership on
organisations; (3) understand the concept
of micromanagement; (4) examine the
impact of micromanagement on employee
behaviour; and (5) understand the skills
necessary to be an effective leader. These
caselets are aimed at undergraduate and
postgraduate students, and are intended
to be part of the organisational behaviour
course.
Varied
Micromanagement
Sales force management
Leadership qualities
Succession planning
4 pp
Foley, J
Melnyk, J
9B03C033
LINCOLN DINER (B)
Foley, J
Melnyk, J
This supplement to Lincoln Diner (A),
product 9B03C032, covers Rachel Turners
decision to grieve her suspension and
eventual dismissal by the Lincoln Diner
restaurant chain, and the complete failure
of both the company and the employees
staff association to address her formal
grievances about her treatment. As this
process is unfolding, Rachels boyfriend
continues to work as computer operations
manager in the Lincoln Diner head office,
but finds he is treated differently by his
fellow managers. The case culminates
with Rachels deliberations about whether
or not to file a complaint with the labor
board. The supplement (C) and (D) cases,
product numbers 9B03C034 and
9B03C035 follow the matter through
another decision point to its resolution.
Grievance procedure
Labour unions
Employee termination
Management behaviour
GEN EXP
10 pp
404-018-8 (5pp)
8B03C32 (12pp)
46
This supplement to Lincoln Diner (A), (B)

and (C), products 9B03C032, 9B03C033
and 9B03C034, presents Rachel Turners
rationale for settling a grievance just prior
to going to arbitration. It also provides
some insights she gained after the fact
about the incident precipitating her
suspension and eventual dismissal by the
Lincoln Diner restaurant chain, and her
reflections on how the experience
affected her.
Human behaviour
Personal development
Conflict resolution
2 pp
8B03C32 (12pp)
9B04C014
LONDON FREE PRESS
Tattersall, CA
Cavanagh, CA
A newspaper editor must decide how to
deal with negative public reaction to items
printed in the paper. He was concerned
about the hurt to those involved, and about
potential loss of readership and advertising
dollars. He wondered what could be done
to prevent future incidents.
Public relations
Management performance
Interdepartmental relations
Communications
16 pp
Durk Jager
Human resources practices
People-centric policies
Alan George Lafley
18 pp
LIBRARY
404-017-8 (4pp)
404-017-1
MANAGING CULTURAL CHANGE AT
P&G
Gupta, V
The case discusses in length about the
human resource (HR) practices and
corporate culture of the US-based Procter
& Gamble (P&G), global leader in the fast
moving consumer goods industry. The
case elaborates on the measures taken by
Durk Jager, former CEO of P&G, to bring
about a significant change in the corporate
culture of the company in order to fuel
innovation and financial growth. It
examines the reasons why Jagers
measures failed to deliver the desired
results. The case then discusses how Alan
George Lafley, the new CEO, who
followed a different approach from that of
Jager, managed to restore the cultural
equilibrium at P&G and was able to revive
the companys financial performance. This
case is structured to enable students to:
(1) gain insights about the best practices in
HR and the corporate culture of a large,
multinational company in the fast moving
comsumer goods industry; (2) understand
the problems involved in radically altering
the corporate culture of a large,
conservative, tradition-bound company;
(3) understand the importance of proper
planning and execution when
implementing a cultural change
programme; (4) examine some of the
mistakes often committed by leaders
when conceiving of and implementing
change management programmes;
(5) gauge the impact of a change
programme on employees; and (6) analyse
the approaches adopted by leaders to
manage cultural change in a company. The
case is targeted at MBA/PGDBA students
and is intended to be part of the human
resources and organisational behaviour
curriculum. The case can also be
discussed as a part of the leadership and
change management curriculum. The
of the case
US; Fast moving consumer goods; Very
large; 1998-2004
Procter & Gamble
Organisation 2005
Change management
Leadership
Human resources restructuring
9-404-057
MAX GREEN: WORK PATTERNS AT
DITTO (C)
so essential to the development of

professional proficiency. Helps develop the
capacity to manage the inevitable negative
consequences that leadership action often
entails. The teaching purpose is to guide
people to a deeper understanding of
difficult tasks and, thus, increase their
proficiency and resilience in performing
those tasks.
Ethics
Leadership
Professionals
8 pp
Perlow, LA
EXERCISE
According to his managers, Max, a

software engineer on a product
development team, is an organizational
superstar. Describes his life and provides a
log of how Max spends his time. A
rewritten version of an earlier case.
Employees 100,000
Product development
Software
Success
Teams
Time management
Work hours
404-046-1
NEDCOR TREASURIES INTEGRATION:
GOOD FORTUNE OR GOOD PROCESS?
4 pp
It was July 2003. Dr Izak Botha, head of

the merger and integration committee of
banking group, Nedcor (Nedcor M&R),
finished reading the report that the
treasury integration steering committee
had produced on the integration of the
groups treasury operations. In July the
previous year Nedcor had purchased BOE,
the sixth largest bank in South Africa, and
Nedcor had decided to use this purchase
as an opportunity, not only to integrate
BOE into Nedcor, but also two other banks
that had operated within the group,
Nedbank Investment Bank (NIB) and Cape
of Good Hope Bank (CoGH). The treasury
integration had been a very risky operation.
If it had failed, it could have brought down
the bank or had widespread ramifications
for the treasury market as a whole. The
treasury appeared to have achieved the
impossible: a complex integration in record
time, with no fall-out for the bank. At times
over the past few months, Botha and the
board of Nedcor had felt that, in typical
fashion, the treasury was trying to do its
own thing and was placing the bank at
tremendous risk as a result. Nedcor M&R
had had to restrain the treasury integration
team on a couple of occasions, but they
had done it. The treasury was the first
division in the bank to have completed its
integration save for some minor
archiving of information that was still
outstanding. The rest of the groups
integration process was still under way
and would probably only be finished at the
end of 2004. Was there anything that the
other divisions in the bank could learn from
the integration experience at the treasury?
How much of what the division had
achieved had been good judgment and
how much had simply been good luck?
CASE (COMPILATION)
5-404-059 (18pp)
9-404-027
NECESSARY EVILS: A DIAGNOSTIC
EXERCISE
Margolis, JD
Molinsky, A
Central to the work of leaders and
professionals are tasks that entail harming
one party to deliver benefits or advance
valued and worthy goals. Provides a
structured method for guiding MBA
students, managers, and other
professionals to reflect upon their
experience performing one of the most
difficult and unsettling aspects of their
work. Necessary evils refer to workrelated tasks in which a person must, as
part of his or her job, perform an act that
causes emotional, material, or physical
harm to another human being in the
service of achieving a greater good or
purpose. Examples in management
include firing people, laying people off,
delivering bad news, delivering negative
performance feedback, and, in medicine,
performing a painful procedure. Walks
people through a series of introspective
questions, punctuated by small group
discussions and concluding with a large
group discussion of insights. Leaves
students and practicing professionals
better equipped to manage the challenges
of necessary evils. Also provides students
with an experience of reflective practice,
47
Ward, M
Rijamampianina, R
Gordon-Brown, C
South Africa; Ranking; Large; 2003
Project and programme
management
Conflict
Negotiation
11 pp
GEN EXP
17 pp
FIELD
404-024-1
NEEDS DRIVE PERFORMANCE
Sridevi, C
Aarathy, M
Madhubala, B
motivation. Caselet (1) discusses the
importance of motivating, empowering
and retaining employees in organisations.
It also examines how employees needs
can be linked to work motivation. Caselet
(2) discusses the role of equity in
employee motivation. It also describes
how perceived equity or inequity affects
the work performance and satisfaction of
employees. These caselets are structured
relationship between individual needs and
motivation; (2) analyse the challenges
faced by human resource managers in
modern day organisations; (3) examine the
various ways to motivate and retain
employees in organisations; and
(4) examine the measures that can be
taken by management to cater to
employee needs. These caselets are
aimed at undergraduate and postgraduate
students, and are intended to be part of
the organisational behaviour course.
Varied
Career growth plan
Employee empowerment
Knowledge enterprises
Employee turnover
Performance appraisal
5 pp
GEN EXP
404-024-8 (5pp)
404-043-1
OH, A CAREER-MINDED WOMAN?: A
CASE STUDY ON GENDER
DISCRIMINATION
Patel, T
Harrison, P
This is the paper version of the video case
of the same title (404-043- 3). The scenes
take place in a fictitious communications
company known for this case as AB
Communications. Mr Dupont, the
Marketing Communications Director, is
looking to recruit a communications
manager. The interviews have been going
on for 2 weeks and he is hoping to find the
best candidate today. Susan OLeary has
cleared the first 2 preliminary interviews
with an external recruitment consultant
and with the human resources manager.
This scenario portrays the final stage of the
recruitment process. The video case study
is structured to: (1) examine the
challenging social and moral issues
surrounding gender discrimination, in this
particular case of women; (2) encourage
students to pinpoint both blatant and
underlying examples of discrimination; and
(3) encourage discussion about how to
deal with this type of discrimination in the
corporate environment. The case is aimed
at undergraduate business students as
part of the organisational behaviour,
human resources management and ethics
curriculum.
France; Communication sector;
Medium sized business; 2004
Gender discrimination
Diversity Management
Recruitment
Discrimination against women
Employee diversity
Equal treatment
Equal opportunity
Career development
Stereotypes
Sexual harassment
8 pp
GEN EXP
404-045-6
NEGOTIATION: A PROBLEM-SOLVING
APPROACH TO CONFLICT
Technical note
Epie, C
This technical note presents the causes
and costs of conflict and argues for
negotiation as a usually fruitful strategy for
managing conflict. After pointing out the
special difficulties of industrial conflict, the
note outlines the main processes and key
stages of conflict resolution and examines
the main elements of a strategic approach
to negotiation.
404-043-8 (4pp)
404-043-3
OH, A CAREER-MINDED WOMAN?: A
CASE STUDY ON GENDER
DISCRIMINATION
Video case
Patel, T
Harrison, P
The scenes take place in a fictitious
communications company known for this
case as AB Communications. Mr Dupont,
48
the Marketing Communications Director, is

looking to recruit a communications
manager. The interviews have been going
on for 2 weeks and he is hoping to find the
best candidate today. Susan OLeary has
cleared the first 2 preliminary interviews
with an external recruitment consultant
and with the human resources manager.
This scenario portrays the final stage of the
recruitment process. The video case study
is structured to: (1) examine the
challenging social and moral issues
surrounding gender discrimination, in this
particular case of women; (2) encourage
students to pinpoint both blatant and
underlying examples of discrimination; and
(3) encourage discussion about how to
deal with this type of discrimination in the
corporate environment. The case is aimed
at undergraduate business students as
part of the organisational behaviour,
human resources management and ethics
curriculum. This product is available on
video tape or DVD.
France; Communication sector;
Medium sized business; 2004
Gender discrimination
Diversity Management
Recruitment
Discrimination against women
Employee diversity
Equal treatment
Equal opportunity
Career development
Stereotypes
Sexual harassment
18 min
GEN EXP
404-043-8 (4pp)
404-022-1
ORGANIZATION CULTURE: THE
RECIPE FOR SUCCESS
Sridevi, C
Aarthy, M
Madhubala, B
These caselets deal with the topic of
organisational culture. Caselet (1)
discusses the importance of adapting
organisational culture to meet the
demands of the external environment. The
caselet also describes the influence of an
organisations founders on its culture.
Caselet (2) discusses how the right
organisational culture can foster creativity
and innovation in employees. Caselet (3)
discusses the importance of having the
right organisational culture to reduce
employee turnover in call centers. These
caselets are structured to enable students
to: (1) understand the need for an
organisation to adapt its culture to meet
the demands of the external environment;
(2) examine the role played by founders of
an organisation on its culture; (3)
understand the importance of innovation
and its relationship with organisational
culture; and (4) analyse the importance of
open and transparent channels of
communication in promoting employee
participation and lowering employee
turnover. These caselets are aimed at
Varied
Work culture
Innovation
Creativity
Customer expectations
Compensation
Communication
Employee turnover
7 pp
GEN EXP
404-022-8 (7pp)
404-027-1
PERFORMANCE APPRAISAL
Niharika, A
Aarathy, M
Sirisha, K
Performance appraisal has always been a
hot and challenging issue for the managers
across the world, human resource
managers as well as line managers. These
caselets discuss some of the common
issues in designing and implementing a
performance appraisal system. One of the
caselets discusses not just performance
appraisal, but the broader issue of
performance management. The method of
appraising using the balanced scorecard
approach has been discussed in the last
caselet. These caselets are designed to
enable students to: (1) understand the role
and importance of performance appraisal
in an organisation; (2) understand the
implications of implementing an
ineffective performance appraisal system;
(3) understand the importance of winning
employee support and acceptance for the
appraisal system; (4) analyse the
importance of not just designing but also
implementing an appraisal system; and (5)
discuss what constitutes a good
performance appraisal system. The
caselets are targeted at undergraduate and
postgraduate students and are intended to
be part of the human resources
Varied
Performance management
Appraisal system
Productivity
Organisational goals
Individual goals
Evaluation
Balanced scorecard
Competency gaps
Training needs
7 pp
GEN EXP
404-027-8 (7pp)
404-042-1
PHILIPS CHINA: TOWARDS ONE
PHILIPS PROGRAM
Mobley, WH
Fernandez, JA
Fang, K
School (CEIBS)
Philips global headquarters wanted
implemented from top down a Towards
One Philips programme, aimed to create
synergy and co-ordination among all
Philips units around the world. Pratt Tsu,
Vice-President Human Resource of Philips
China, was responsible for implementing
the programme in China. Pratt needed to
ensure buy-in from Philips employees of
the newly defined organisational culture,
to align different product divisions in this
matrix organisation. He was also
responsible for the redefinition of the
human resources (HR) role in Philips
China: shared service centres, business
HR and functional HR. Faced with the
challenges of talent building, employee
motivation and competition in the local
labour market, Pratt had to figure out what
kind of solutions he should put forward to
address those issues.
China; Electronics; 2003
Change management
Organisational design and structure
23 pp
FIELD
404-028-1
QUALITY OF WORK LIFE
Sridevi, C
Aarathy, M
Sirisha, K
The success of any organisation is highly
dependant on how it attracts, recruits,
motivates, and retains its workforce.
Todays organisations need to be more
flexible so that they are equipped to
develop their workforce and enjoy their
commitment. Therefore, organisations are
required to adopt a strategy to improve the
employees quality of work life (QWL) to
satisfy both the organisational objectives
and employee needs. These caselets
discuss the importance of having effective
quality of work life practices in
organisations and their impact on
employee performance and the overall
organisational performance. These
caselets are designed to enable students
to: (1) understand the role and importance
of a good quality of work life for
employees in an organisation;
(2) understand the different programmes
for improving the quality of work life in an
organisation; (3) understand the recent
trends and the various flexible work
options that are being offered to the
49
employees; and (4) discuss the various

challenges faced by organisations in the
process of improving the quality of work
life in an organisation. The caselets are
targeted at undergraduate and
Varied
Flexible work option
Flexitime
Compressed workweek
Balanced work life
Telecommuting
Productivity
Motivation
Job sharing
Flexiplace
5 pp
LIBRARY
404-028-8 (7pp)
404-029-1
RECRUITMENT AND SELECTION
Niharika, A
Aarthy, M
Sirisha, K
In todays rapidly changing business
environment, organisations have to
respond quickly to requirements for
people. Hence, it is important to have a
well-defined recruitment policy in place,
which can be executed effectively to get
the best fits for the vacant positions.
Selecting the wrong candidate or rejecting
the right candidate could turn out to be
costly mistakes for the organisation.
Selection is one area where the
interference of external factors is minimal.
Hence the human resources department
can use its discretion in framing its
selection policy and using various
selection tools for the best results. These
caselets discuss the importance of having
an effective recruitment and selection
policy. They discuss the importance of a
good selection process that starts with
gathering complete information about the
applicant from his application form and
ends with inducting the candidate into the
organisation. These caselets are designed
importance of having an effective
recruitment and selection policy in an
organisation; (2) understand the process
involved in the recruitment and selection
of the right candidates for the organisation;
(3) understand the recent trends that have
influenced the process of recruitment and
selection in an organisation; and (4)
discuss the various challenges faced by
organisations in the process of recruiting
and selecting employees. The caselets are
targeted at undergraduate and
Varied
Hiring
Manpower requirement
Recruitment sources
Employee referrals
Internal sources of recruitment
Recruiting agency
Interview
Recruitment advertisement
Competency
9 pp
GEN EXP
404-029-8 (9pp)
404-030-1
RETAINING EMPLOYEES
Niharika, A
Aarthy, M
Sirisha, K
In todays rapidly changing business
environment, it is not only important to
attract candidates, but at the same time to
retain them. When an organisation has a
high employee turnover, it is important for
the top management to immediately
understand and analyse the causes and
devise strategies to retain employees.
High employee turnover also affects the
morale of the other employees. These
caselets discuss the causes for high
employee turnover. They discuss the
importance of having a good retention
strategy and the role the management
should play in retaining the employees.
These caselets are designed to enable
students to: (1) understand the causes of
high employee turnover in organisations;
(2) understand steps management should
take to reduce employee turnover;
(3) understand the various strategies that
firms can devise to retain employees; and
(4) discuss the various challenges faced by
organisations in the process of retaining
employees. The caselets are targeted at
undergraduate and postgraduate students
and are intended to be part of the human
resources management curriculum.
Varied
Resignation
Flexible work options
Performance
Compensation
Appraisal
Productivity
Motivation
Employee suggestion
Cross-training
Employee turnover
Flexibility
7 pp
GEN EXP
404-030-8 (7pp)
9B03C046
RICHARD IVEY SCHOOL OF BUSINESS
THE LEADER PROJECT (A)
Dietz, J
Ewing, K
A student-run, not-for-profit program,
Leading Education and Development in
Emerging Regions (LEADER) sent teams
of business students to teach western
business practices in the former Soviet
Union. In preparation for the three-week
assignment at the end of the school term,
the students were expected to participate
in social events to build team spirit, as well
as practical work, such as preparing
teaching materials, making travel
arrangements and fundraising. The
programs annual budget was $110,000
and each team member was expected to
provide a minimum of $250. Despite
efforts to raise the needed funds, the
program failed to reach its goal. As a
result, team members were required to
contribute $1,800, substantially more than
originally anticipated. Some of the team
members quit, expressing their
dissatisfaction with the increased financial
obligation. Other team members are
boasting about the little time they spent
working on the project. The once
successful program is facing a dilemma.
How can it sustain enthusiasm, raise the
needed funds and recruit members who
are willing to work to ensure its success?
Supplement Richard Ivey School of
Business The LEADER Project Kiev
Site (B), product 9B03C047 explores a
personality conflict that begins when one
team begins preparation for its trip. The
problem escalates when the team is
teaching in Kiev, Ukraine. One of the team
members wonders what role she can play.
Team building
Funding
15 pp
9B03C047
RICHARD IVEY SCHOOL OF BUSINESS
THE LEADER PROJECT (B) KIEV
SITE
Dietz, J
Ewing, K
A student-run, not-for-profit program,
Leading Education and Development in
Emerging Regions (LEADER) sent teams
of business students to teach western
business practices in the former Soviet
Union. In preparation for the three-week
assignment at the end of the school term,
the students were expected to participate
in social events to build team spirit, as well
as practical work, such as preparing
teaching materials, making travel
arrangements and fundraising. Before the
trip begins, one team experiences
conflicts. A team member insists on a
different travel schedule, so that she can
50
fly with her boyfriend and the site team

leader has some issues with her attitude.
When the team arrives in Kiev, Ukraine,
the conflict escalates as the two are paired
to teach together and are not able to get
along. The team member expresses his
frustration to another team member and
asks her to act as a mediator. She realized
that the success of the teaching program
is at stake and needs to decide what
responsibility she has to resolve the
situation. This is a supplement to Richard
Ivey School of Business The LEADER
Project (A), product number 9B093C046,
which discusses the programs dilemma
about its future.
Team building
Funding
8 pp
9-404-018
SACD FINAL PAPER ASSIGNMENT
Higgins, M
Thomas, DA
Zuboff, S
The final paper assignment for the SelfAssessment and Career Development
course.
Education
Self evaluation
2 pp
EXERCISE
9B03C044
ST JOSEPHS HEALTH CARE LONDON
Puddy, P
Grasby, EMA
The director of occupational health and
safety services at St Josephs Health Care
London reviewed a report which stated
that roughly half of the staff working at the
veterans care facility at the Parkwood
Hospital were vaccinated against the
influenza virus. With the flu season quickly
approaching, the director knew that she
had to motivate a larger number of staff in
the veterans care facility (as well as other
staff at St Josephs) to be vaccinated
against the influenza virus in order to
reduce the risk of life-threatening flu
outbreaks among the patients. She
wondered what specific actions she could
take improve the vaccination rate at
Parkwood Hospital and other St Josephs
facilities.
Motivation
Leadership
Employee relations
14 pp
8B03C44 (11pp)
9B04C006
STAFFING WAL-MART STORES, INC
(A)
Konrad, A
Mark, K
Wal-Mart Stores, Inc is a large Fortune 500
retail chain. The distinction of being the
top-ranked company comes with intense
scrutiny from the public and, especially,
critics. Wal-Mart, a company lauded for its
rapid response capability and stated
commitments to gender equality is shown
to be deficient in some glaring areas the
percentage of women compared to men at
all levels of the company, and the
compensation paid to women versus men
at all levels of the company, to cite two
examples. An executive vice-president
must examine why these inequalities exist
when the company seems to be doing
everything else right. The company is the
target of several gender discrimination
lawsuits and the executive vice-president
has the opportunity to obtain information
that would be usefull in the current
situation, and must determine what
information is needed. In the supplement,
Staffing Wal-Mart Stores, Inc (B), product
9B04C007, the executive vice-president
receives information and must determine
how to address the situation.
Management decisions
Pay equity
10 pp
8B04C06 (7pp)
9B04C007
STAFFING WAL-MART STORES, INC
(B)
Konrad, A
Mark, K
In this supplement to Staffing Wal-Mart
Stores, Inc (A), product 9B04C006, the
executive vice-president receives data on
gender inequalities and must determine
how to address the situation.
Pay equity
6 pp
Farm Insurance. The case illustrates how

mid-level managers translated strategic
initiatives into actions to achieve the
change objectives. The teaching note is
also available in a paper version.
Managing change
Leadership
CD-ROM
FIELD
UVA-OB-0772MTN (CD-ROM)
404-026-1
TEAM BUILDING AT MINDTREE
CONSULTING
Phani Madhav, T
Gayatri, D
MindTree Consulting, now a big name in
the IT industry in India, was awarded the
prestigious SEI-PCMM level 5 in the year
2003. It was also among the top three best
employers list of the Hewitt study in India.
Subroto Bagchi, now the COO and
President of US operations, sowed the
seeds for the company in 1998 that was
formally launched in August 1999. The
case talks about how Bagchi and Krishna
Kumar, the founders of the company could
build the team of like-minded people to
start the next generation software service
company delivering knowledge-based
services to its customers. The case also
presents the events that consistently
added to the synergy of the team.
India; Software consulting; 2003
MindTree Consulting
Team building
Best employers in India
SEI-PCMM level 5
Subroto Bagchi
Business plan
Social responsibility
People function
MindTree houses
Most admired management team
Hewitts study
Ashok Soota
MindTrees class values
This multimedia case showcases a major

change in the Michigan region of State
22 pp
8B04C08 (9pp)
9B03C028
TEPPERMANS HOME FURNISHINGS
(A)
Frost, AC
Purdy, L
Frisch, J
The unionized warehouse employees at
Teppermans Home Furnishings, a large
furniture retailer, had been on strike for
more than three weeks. Teppermans, a
family-owned and operated business, had
a reputation for commitment to its
employees and the community. Since the
strike began, store sales were declining
and picketers were cauing difficulties for
customers and other employees.
Management needed to make some fast
strategic decisions in order to manage the
crisis situation. The supplement
Teppermans Home Furnishings (B),
product 9B03C029, looks at the situation
two months after the strike.
Labour unions
Employee relations
Crisis management
9 pp
8B03C28 (7pp)
LIBRARY
9B03C029
TEPPERMANS HOME FURNISHINGS
(B)
9B04C008
TELCOM
Isabella, LA
Forbes, T
Administration
Sexual harassment
Discrimination
Human rights
11 pp
8B04C06 (7pp)
UVA-OB-0772M
STATE FARM INSURANCE MICHIGAN
REGION
Multimedia case
Commission confirmed that no

discrimination had occurred. Just a few
months later, an employee approached her
supervisor, alleging sexual harassment by
a colleague. The companys general
manager must not only deal with the
second incident, he wonders whether he
needs to draft a human resources policy to
outline employee rights and
responsibilities under the Canadian Human
Rights Act.
Erskine, JA
Sartor, M
Frost, AC
Purdy, L
Frisch, J
In less than six months, a

telecommunications company has faced
two incidents of alleged violations of the
Canadian Human Rights Act. The general
manager spent considerable time
interviewing employees about the first
incident. He then reported his findings,
and the Canadian Human Rights
This is a supplement to Teppermans

Home Furnishings (A), product 9B03C028.
Two months after the end of a month-long
strike by the warehouse employees,
Teppermans executive board of directors
had another key decision to make: should
the company lay off 12 warehouse
employees in order to reap the benefits of
51
using a contract delivery service?
Relationships were still strained within the
company and management wondered
what they should do.
Labour unions
Employee relations
Crisis management
3 pp
Nigeria; Tobacco; Large; 2003

Persuasion
Presentations
Communication
South Africa; Banking; Medium; 2001

Performance management
3 pp
GEN EXP
GEN EXP
9-404-064
THE NEW HP: THE CLEAN ROOM AND
BEYOND
404-037-8 (4pp)
8B03C28 (7pp)
9-403-054
THE CAREER CHOICE-MAKING CASE
ASSIGNMENT
Higgins, M
Thomas, DA
Zuboff, S
Sets the stage for self-assessment as an
integral component in the process of
career development.
Self evaluation
2 pp
EXERCISE
404-035-1
THE CASE FOR DECENTRALIZATION
Epie, C
presentations. A branch manager needs to
make Head Office change their position
about hiring procedures. The objective is
to prepare and deliver a persuasive
presentation to an audience hostile to the
message.
Persuasion
Presentations
Communication
6 pp
9-403-117
THE CAT IS OUT OF THE BAG: KANA
AND THE LAYOFF GONE AWRY (A)
Perlow, LA
Ager, D
Vicki Amon-Higa, vice-president of KANA,
a publicly traded, mid-size development
company, was working with Bryan Kettle,
KANAs CFO, to plan a layoff whereby
KANA would reduce the size of its
workforce by nearly 40%. Despite the best
of intentions, news of the layoff leaked
before the planned announcement. The
situation quickly deteriorated as a series of
irate managers called Amon-Higa,
demanding to know why they werent
aware of the layoff and asking her how to
handle the situation. She must quickly
assess the situation, figure out what went
wrong, and decide how to manage each of
the companys stakeholders, including
Chuck Bay, KANAs CEO. The teaching
purpose is to examine conflict, speakingup, and crisis management.
Event end date 2001
Layoffs
Management of crises
Power and influence
Software
18 pp
CASE (FIELD)
5-404-060 (14pp)
2 pp
Kind, L
Perlow, LA
When the $19 billion merger of Silicon
Valley legend Hewlett-Packard and
Houston-based PC giant Compaq
Computer Corp legally closed on 3 May,
2002, both companies had already
devoted an immense amount of time to
preparing for the challenges that lay ahead.
Chief among these challenges was
avoiding the culture clashes that often
accompany large mergers. This issue was
particularly relevant given the very
different cultures of HP and Compaq.
Provides an inside view of the integration
planning process undertaken to create
The New HP, highlighting the work of the
integration office, known as the clean
room, and the human resources team of
HP vice-president Jackie Kane. Also
describes the dilemma facing one division
manager, Rich Marcello, who struggled
with the implications of a clean room
decision. The teaching purpose is to
explore the process of post-merger
integration; to provide insight into how
managers can create a context in which
conflicts are effectively dealt with and how
employees can recognize and deal with
their differences.
end date 2002
California Research Center
Corporate culture
Leadership
Mergers
Organizational change
Organizational problems
Power and influence
23 pp
GEN EXP
404-035-8 (4pp)
404-031-1
THE MARGINAL PERFORMER
CASE (FIELD)
404-037-1
THE CASE FOR STAFF BUSES
Sutherland, M
Gordon-Brown, C
404-033-1
THE NEW TEAM LEADER
Epie, C
presentations. A manager needs to make a
presentation to the executive committee
to obtain approval for the provision of staff
buses for company employees. The
objective is to prepare and deliver a
persuasive presentation to a mixed
audience.
It was that time of year again, performance

appraisal and salary review time. Nadia
Strom, the new branch manager at the
Pentlands branch of Barrows Bank, had
one of her most difficult appraisals coming
up the next day. The performance of
branch accountant, Michael Nyageri, was
not up to standard and was affecting the
overall performance of the branch. She
had to decide how to handle the appraisal
and how to map a way forward with him
towards improved performance.
52
Epie, C
The young and relatively inexperienced
son of a Banks executive chairman has
just been promoted to the position of
corporate finance team leader. His team
includes some people older and more
experienced than him. He wonders how
he is going to blend this disparate
collection of individuals into a team and
what he should do to get them to accept
his leadership willingly and not grudgingly.
Teamwork
Leadership
2 pp
FIELD
404-033-8 (3pp)
students, and are intended to be part of

the organisational behaviour course.
9B03C042
VIVIAN PETERS PROPOSAL
Varied
Quality control
Employee empowerment
Negotiation
Leadership styles
Work practices
Sider, M
4 pp
9-404-055
THE PEARL PROJECT: WORK
PATTERNS AT DITTO (A)
Perlow, LA
Describes life on a product development
team, the behaviors that are rewarded,
and the difficult tradeoffs members often
have to make as a result. This is a
rewritten version of an earlier case.
Employees 100,000
Career advancement
Families and family life
Product development
Software
Success
Teams
Time management
Women in business
Work hours
8 pp
CASE (COMPILATION)
5-404-059 (18pp)
GEN EXP
404-020-8 (5pp)
404-048-1
THE ROAD-BLOCK
Banerjee, S
Institute of Business Management,
VBS Purvanchal University, India
The case describes a situation which is
becoming increasingly prominent in public
administration in developing countries like
India. Whenever the local administration is
unable to deliver, people would protest by
blocking an essential service like a busy
highway or a rail-road. As these essential
services are the life-lines to the nation, the
issues for which the protests are made
immediately catch the desirable attention.
Their effectiveness in attracting the
attention of the higher authorities and
administrators has prompted people to
resort to these means even for very trivial
issues.
India; Public administration; Large; 2003
Conflict management
Negotiation
Ethics
Public relations
404-020-1
THE RIGHT WAY TO BE AN EFFECTIVE
LEADER
5 pp
Sridevi, C
Aarthy, M
Madhubala, B
404-048-8 (4pp)

leadership. Caselet (1) discusses the
impact of leadership style on employee
morale and their performance. It also
discusses the importance of employee
participation to facilitate the development
of leaders from within the organisation.
Caselet (2) describes the impact of
excessive pressure on employee
performance and the need for an effective
leadership style in order to bring out the
best in employees. These caselets are
structured to enable students to:
(1) understand the various leadership
styles; (2) examine the impact of various
leadership styles on organisations;
(3) understand the importance of
employee participation in organisations;
(4) examine the impact of stress on
employee performance; and (5)
understand the skills necessary to be an
effective leader. These caselets are aimed
at undergraduate and postgraduate
GEN EXP
9-404-058
TIME DISTRIBUTION AND
INTERACTION PATTERNS FOR PEARL
PROJECT TEAM: WORK PATTERNS AT
DITTO (D)
Perlow, LA
Provides data to enable students to
analyze how software engineers spend
their time. A rewritten version of an earlier
case.
Employees 100,000
Product development
Software
Teams
Time management
Work hours
4 pp
The coordinator of the First Nations

Services at a large university wants to find
funding for a diploma or certificate
program in Native Public Administration.
Despite what she believes to be a strong
argument of need for the program, she has
been unsuccessful in past attempts to find
money for it. Now the governments
seven-year dedicated funding period for
programs and other initiative in native
education is about to expire, and she is
eager to obtain a grant for the program
before the deadline. The entire proposal
writing process is examined.
Communications
Report writing
7 pp
8B03C42 (5pp)
404-032-1
VODACOM CUSTOMER CARE
Bendixen, M
Mitchell, C
Vodacom Customer Care provided an
extensive training programme for new call
centre employees. It had also made an
effort to ensure that the work environment
at its various call centres was pleasant
with modern amenities. The company
provided its staff with sophisticated backup systems such as an on-line knowledge
base nick-named The Chad that kept
them abreast of the many developments
relating to Vodacom products.
Performance of call centre agents was
measured against a detailed bonus
calculator system. In October 2002, the
number of calls handled by each call centre
agent was added to the list of criteria
against which performance of call centre
agents was measured. This had prompted
a change in the relative weighting of each
of the factors that contributed to the final
bonus calculation. Ibeth Toerien, Executive
Director Customer Care at Vodacom (Pty)
Ltd, and Lori Kasselman, Vodacoms
executive head: capacity building and
development, reflected on whether it had
been worthwhile adding quantity of calls
handled to the bonus calculator. They
debated whether it achieved the desired
balance between quantitative and
qualitative measures.
South Africa; Call centre; Large; 2003
Call centre industry
Recruitment and training
Vodacom (Pty) Ltd
Integrated human resource
management system with
emphasis on performance
management
CASE (COMPILATION)
22 pp
5-404-059 (18pp)
FIELD
53
Knowledge, Information
and Communication
Systems Management
904-021-1
A COMPUTER-AIDED DISASTER AT
LONDON AMBULANCE SERVICES
Whittaker, L
Egnal, D
This case looks at the well-known failure of
the computer-aided despatch system that
the London Ambulance Service
implemented in 1992. As the date for
publication of the results of the enquiry
into the incident approaches, John Wilby,
former Chief Executive of London
Ambulance Service (LAS) wonders what
went so desperately wrong at LAS. Was it
just the IT industry that generated so many
problems and cost so many millions, or
was the LAS failure the result of gross
mismanagement? Or perhaps it was both?
The furore surrounding the failure of the
Computer-Aided Despatch (CAD) system
that had been implemented at LAS the
month before seemed to indicate that
there was more to it than simply placing
the blame wherever it fell.
UK; Health service; Medium; 1992
IT systems implementation
17 pp
LIBRARY
904-017-1
ADOBE: THE WORLDS NO 1
E-DOCUMENT COMPANY
Mukund, A
Sarvani, V
The case discusses the evolution of the
US-based Adobe Systems Incorporated
(Adobe) into the worlds largest software
solutions provider for the publishing
industry. While covering the companys
history in detail, the case explains how it
revolutionised the desktop publishing
industry through its innovative offerings
[especially Adobe Acrobat and the Portable
Document File (PDF) format]. It discusses
various other products launched over the

years, that changed the dynamics of the
web publishing business. The case also
provides details about the various
business segments Adobe operated in,
and the strategies it adopted to emerge as
a leader in these segments. The case ends
with information about the companys
business growth strategies for 2004 and
beyond, and comments on its future
growth prospects. The case is designed to
help students to: (1) study the
circumstances under which Adobe was
founded, its evolution over the years and
the changes taking place in the on-line
publishing industry; (2) understand the
various strategies a company can adopt to
popularise its products/services in a way
that they become standards in their
respective industries; (3) study the
different strategies adopted by Adobe to
grow and attain leadership position in the
business segments it is operating in; and
(4) understand the importance of constant
product enhancements and new product
innovations for a software company to
meet constantly evolving customer needs.
knowledge, information and
communication systems management
curriculum.
US; Information technology; Large;
1982 to early 2004
Adobe
Desktop publishing industry
Adobe Acrobat
Acrobat Reader
Portable Document Format (PDF)
Adobe Photoshop
Adobe Illustrator
Adobe InDesign
Electronic documents
Web publishing industry
Network publishing
Cross platform products
Cross media publishing
16 pp
LIBRARY
904-017-8 (3pp)
55
9B03E018
ASSET MANAGEMENT MODULE
SELECTION
Neufeld, D
Fang, Y
A large university was adopting a new
enterprise resource planning application
suite. The purchasing director must decide
whether or not to stay with the existing
software, purchase a new system or
modify two existing modules (Accounts
Payable and Purchasing) to meet business
requirements.
Information systems
Enterprise resource planning
Cost, benefit analysis
Decision analysis
8 pp
8B03E18 (9pp)
904-015-1
BOUYGUES TELECOM: NAVIGATING
THE MOBILE DATA SPACE (A)
Dutta, S
Swamy, G
Jaspert, T
(904-015-1 and 904-016-1). The two cases
describe the challenges before Bouygues
Telecom as it ponders how to best enter
the mobile data space in France. Already
successful with 2G services for the French
mass market, the path to success in the
introduction of the next generation 3G
telecoms services is not obvious. Some
possible entry strategies and business
models have been tried in other countries
both in Europe and Asia. How can
Bouygues Telecom learn from them to
design the best approach for the French
market? The set of two cases capture the
dilemmas faced by telecoms companies
as they ponder how to best introduce 3G
services. More generally, the cases
illustrate the challenges of launching
products and services which are
fundamentally new in the marketspace
and for which no firm demand pattern
exists.

Europe (all countries); Telecom; Large;
2000-2002
Telecoms strategy in Europe
Mobile strategy
Mobile Internet
Mobile data strategy
I-mode
3-G services
WAP (Wireless application protocol)
Next generation telecom services
24 pp
FIELD
904-016-1
BOUYGUES TELECOM: NAVIGATING
THE MOBILE DATA SPACE (B)
Dutta, S
Swamy, G
Jaspert, T
(904-015-1 and 904-016-1). The two cases
describe the challenges before Bouygues
Telecom as it ponders how to best enter
the mobile data space in France. Already
successful with 2G services for the French
mass market, the path to success in the
introduction of the next generation 3G
telecoms services is not obvious. Some
possible entry strategies and business
models have been tried in other countries
both in Europe and Asia. How can
Bouygues Telecom learn from them to
design the best approach for the French
market? The set of two cases capture the
dilemmas faced by telecoms companies
as they ponder how to best introduce 3G
services. More generally, the cases
illustrate the challenges of launching
products and services which are
fundamentally new in the marketspace
and for which no firm demand pattern
exists.
Europe (all countries); Telecom; Large;
2000-2002
Telecoms strategy in Europe
Mobile strategy
Mobile Internet
Mobile data strategy
I-mode
3-G services
WAP (Wireless application protocol)
Next generation telecom services
leisure and home products; a financial

division; a petroleum division; a specialty
automotive parts division; and a retailer of
casual and work wear clothing. The
information technology group is faced with
developing an implementation plan for the
development of a business intelligence
infrastructure and business capability at
Canadian Tire Retail. Concurrent to this
initiative is the development and
implementation of an information
technology strategy for Canadian Tire
Corporation, which places a number of
programs on the priority list, with business
intelligence seen as a high priority item for
which the organization can score some
quick win business success.
Information systems
Knowledge based systems
Information system design
Business intelligence
15 pp
8B03E19 (6pp)
9B04E005
COMPUTER SCHOOLS.NET PROJECT
(A)
Computer School is a large postsecondary, career-focused education firm.

The chief executive officer of the school
has determined that the IT department is
in a state of disarray. The IT department
was not identified as part of the core
business strategy but is deemed as
fundamental to the operation of the
organization. Before proceeding with
growth strategy, the CEO knew that
gaining control of this department and
establishing procedures for managing
these resources more effectively would be
an important aspect of laying the
foundation for growth.
Information systems
Management information systems
Management of professionals
Management of technology
16 pp
FIELD
Haggerty, NRD
Meister, D
Canadian Tire Corporation consists of five
main business groups: a large retail chain
providing automotive parts, sports and
South Africa; Insurance; Large; 2000

Internet strategy
IT
Organisation design
17 pp
Haggerty, NRD
Ivers, N
16 pp
9B03E019
BUSINESS INTELLIGENCE STRATEGY
AT CANADIAN TIRE
what to do with DiscoveryWorld, the

groups e-commerce problem child. The
project had been conceived at the end of
1999, in the full flush of dotcom optimism.
It was an attempt to put into action a
grandiose plan to dazzle Discoverys
customers by creating an exciting site that
they would enjoy visiting. At the same
time, Discovery wanted the site to position
the company as more than just another
healthcare company. Now the project was
a source of ever-increasing conflict and
dissension within the group. Operating as
a separate division that reported directly to
the board, it was gobbling money and
rubbing other members of the group up
the wrong way with an arrogant and
dismissive attitude. Moreover,
DiscoveryWorld had not delivered on its
promises, although there was definite
potential in some of the functionality that it
was developing. There had been high
expectations of DiscoveryWorld when it
started out, but the devil seemed to be in
the implementation. Was the project
worth salvaging? If so, what was the best
way to do this?
904-019-1
DISCOVERYWORLD: WEB STRATEGY
REALITY CHECK
Soicher, A
Gordon-Brown, C
It was December 2000 and John
Robertson, the Chief Information Officer
(CIO) of Discovery, a healthcare finance
and life insurance company, had to decide
56
FIELD
9B03E022
EDUCATION STORE
Marcolin, BL
Thirkettle, F
Nelson, C
The Education Store reviewed and
provided sales of educational software for
children in kindergarten to grade 12. The
store took its direction from the local board
of education and functioned with the
administrative system of the school board
but operated independently and was
relatively free to make day-to-day
decisions. The manager of the Education
Store felt the existing database no longer
kept up with the stores needs. A database
designer had two weeks to analyze the
stores requirements and develop a
prototype. From the information he had,
he wondered whether this task was an
upgrade or a complete redesign. He must
also look at a number of design issues, and
who would ultimately maintain the
database.
Models
Management information systems
Information system design
System design
12 pp
8B03E22 (13pp)

904-022-1
ENABLING DIGITAL GOVERNMENT
THROUGH E-SERVICES: SECONDWAVE RE-ENGINEERING IN THE
INLAND REVENUE AUTHORITY OF
SINGAPORE
Sia, SK
Neo, BS
This case provides a comprehensive
account of how the Inland Revenue
Authority of Singapore (IRAS) successfully
managed an IT-enabled transformation to
achieve dramatic improvement in tax
collection, increased taxpayer satisfaction,
and enhanced effectiveness of taxpayer
compliance. It charts IRAS ten-year
transformational journey over two broad
phases. Phase 1 (1993-1998) sees its
embarkation on massive re-engineering
through cross tax type integration and the
implementation of a $69 million massproduction Inland Revenue Integrated
System (IRIS) under the leadership of Mr
Koh Yong Guan, the then Commissioner
during that period. With the change of
Commissioner to Mr Koh Cher Siang,
Phase 2 (1998 onwards) began with an
imperative to sustain the tremendous early
success. However, hardly two years into
stable operations, the trade-offs related to
the earlier success resurfaced. Moreover,
the meteoric rise of the Internet as a
platform for e-government services also
threw up the dilemma of yet another wave
of radical change in IRAS quest to be
among the worlds best tax administrators.
Singapore; Government, public,
non-profit sector; Large; 1993-2003
Process redesign
Systems implementation
Change management
15 pp
FIELD
904-022-8 (8pp)
9B04E001
FIDELIS BANK FINANCIAL GROUP
SELECTION OF AN E-MAIL SYSTEM
Tingling, P
Parent, M
Meister, D
Fidelis is a large Canadian bank with
several e-mail systems. The director of
E-messaging must decide if it should
standardize on one or more systems. He
must analyze the various systems with
costs for potential solutions ranging from
$18 million to $100 million, and consider
system complexity, technological nuances,
and tradeoffs with technology
standardization.
Decision analysis
Information systems
Technology
Management of technology
12 pp
8B04E01 (12pp)
9-804-103
HIGH-DEFINITION TV: THE GRAND
ALLIANCE
Eisenmann, T
Describes political and economic forces
that influenced the development of an alldigital, high-definition television (HDTV)
standard in the United States between
1986 and 1996. Outlines the stakes for
various government and industry
participants in the standard-setting
process. Contrasts the market-led
approach used in developing US HDTV
standards to the government-led
processes employed in Japan and Europe,
where billions of dollars were invested in
R&D but the resulting analog standards
were soon abandoned. Concludes with a
series of unresolved policy issues facing
US regulators in 1996, for example,
whether to intervene to resolve technical
disputes between the broadcasting and
computer industries, whether to mandate
or simply authorize use of an HDTV
standard, and whether to set specific
deadlines for broadcasters deployment of
HDTV technology. The teaching purpose is
to illustrate the trade-offs associated with
heavy versus light government
involvement in setting technical standards
in an industry with strong complementbased network effects. To demonstrate
that government is not a monolithic entity,
but rather a mosaic of executive agencies
and legislators with frequently conflicting
interests. To analyze the stakes and
strategies for industry participants in a race
to set a technical standard.
1996
Electronics
Standardization
Telecommunications
related to privacy and performance need to

be considered. The worldwide director of
knowledge management at Hill &
Knowlton needs to assess the degree to
which tagging should be enforced in a
communication services organization that
supports numerous clients around the
world.
Knowledge management
Leveraging information technology
Knowledge based systems
Communications
17 pp
904-024-1
INSPIRATION JOINS PERSPIRATION:
THOMAS EDISON AS A DYNAMO OF
APPLIED CREATIVITY
Maital, S
Tel Aviv
Based on a the biography of Edison [Neil
Baldwin. Edison: Inventing the Century.
University of Chicago Press: Chicago, Il,.
2001], this case study examines the key
success factors that enabled Thomas
Edison to (literally) electrify America.
Edisons genius, it is argued, was not
solely scientific; he built a brilliant business
model around the carbon- filament light
bulb. Edison saw from the outset that
Electricity is not power ... Electricity is a
method of transporting power. This
insight led him to construct a business
model based on wooing Wall Street
financiers, like JP Morgan, from whom he
would need significant sums of capital to
build power generating stations and
transmission lines; Morgans New York
home was among the first to get Edisons
electrifying bulbs. Edison found an optimal
blend of chaos free-wheeling thinking
about inventions and systematic
management discipline, needed to
implement those inventions. Yet Edison
himself became a victim; he was
ultimately removed from managing his
own company by the board, when his
ideas became inflexible and outmoded.
Innovation
Creativity
Research and development
12 pp
25 pp
LIBRARY
CASE (LIBRARY)
9B04E003
HILL & KNOWLTON: KNOWLEDGE
MANAGEMENT
Meister, D
Mark, K
Hill & Knowlton is a division of one of the
worlds largest communication services
group. Tagging e-mail communications to
support knowledge management
codification and connection strategies is
an important issue for managers. Issues
57
904-023-1
INTERTAINER ASIA (A):
PROGRAMMING AND DISTRIBUTING
HOLLYWOOD MOVIES ON- LINE IN
THE ASIA-PACIFIC COUNTRIES
Rieck, O
Tan, S
In late 2002, Andrew Yap, Chief Executive
Officer and Executive Vice Chairman of
Intertainer Asia pondered over the future
of his company. The idea of setting up this

new company was mooted in 1998 when
Andrew Yap and Greg Coote discussed the
business of home video distribution. The
new company licensed its basic video-ondemand (VOD) platform technology from
Intertainer, Inc, the forerunner of VOD
service based in Santa Monica, United
States, but negotiated content deals
directly with the studios. Over the next
two years, Intertainer Asia developed itself
into a leading entertainment-on-demand
company, streaming Hollywood movies
on-line to homes via a television or
personal computer in Hong Kong,
Singapore, Taiwan, and later, in China,
Australia, New Zealand and Korea. An
unexpected event, however, occurred in
October 2002. Intertainer, Inc announced
the suspension of its service in the United
States, after filing an anti-trust lawsuit
against the studios. Although the service
suspension did not affect the
management and business operations of
Intertainer Asia, it triggered some
concerns, which Andrew had to address.
This case was written to provide an
understanding of the activities and
linkages among players along the
telecommunications value chain. It
provides a rich context for students to
analyse the market forces at work in the
broadband industry. In addition, the case
traces the start-up process of Intertainer
Asia and documents how the two
entrepreneurs identify, evaluate, and
approach market opportunities, form
opportunistic relationships in gaining
access to critical resources, and bring
together those resource components
necessary to set up this business.
Singapore; Telecommunications; Small;
1998-2002
Telecommunications economics
International entrepreneurship
Telecommunications value chain
analysis
18 pp
FIELD
employee in the KM initiative. Later, it

linked performance evaluation to KM and
used a balanced scorecard to monitor the
performance of individual employees,
divisions, as well as the organisation as a
whole, in KM. All these initiatives of Tata
Steel seem to have paid off; in early 2003,
Tata Steel was recognised as one of Asias
Most Admired Knowledge Enterprises
(MAKE). It was the only steel company in
the world to have received the MAKE
award. The teaching objectives of the case
are: (1) to study how the knowledge
present within a system can be harnessed
to yield major benefits to the organisation
as well as to the people within it; (2) to
understand the importance of matching
new initiatives with the behavioural and
working motivations of people in order to
obtain better acceptance of these
initiatives and greater benefits; (3) to
analyse the role played by communities
and communication processes in an
organisation, and how the development of
social capital can help attain the larger
goals of the organisation; (4) to examine
the importance of recognition as reward
and how it can motivate people to perform
better; and (5) to understand the barriers in
the sharing of knowledge and to see how
these barriers can be overcome. The case
is meant for MBA/PGDBM students and is
intended to be part of the knowledge,
information and communication systems
India; Steel; Large; 1999-2003
Tata Steel
Knowledge management
Tacit knowledge
Explicit knowledge
Knowledge piece
KM Site
Knowledge system
Knowledge repository
Practice leader
Lead expert
KM index
Balanced scorecard
Champion
Convener
Knowledge communities
offer through its website. The case

describes in detail the e-business strategy
of Marriott that aimed at transforming it
from a property-centric to customercentric company. The benefits Marriott
derived from launching its website and
other IT initiatives are also highlighted.
This case is structured to enable students
to: (1) understand the importance of a
customer-focused e-business strategy in
the hospitality industry; (2) recognise the
role of IT in integrating different business
processes to make them more customeroriented; (3) identify the ways in which a
companys website can be effectively
used for enhancing customer satisfaction
levels, thereby leveraging the financial
performance of the company; and
(4) analyse the e-business strategy of
Marriott which was aimed at transforming
the company from a property-centric to a
customer-centric one. The case is targeted
at MBA/PGDBA students and is intended
to be part of the knowledge, information
and communications management
curriculum. It can also be discussed as part
of customer relationship management
courses. The teaching note does not
contain an analysis of the case.
US; Hospitality; Large; 1995-2004
Marriott International
E-business strategy
Customer relationship
management
eCRM
Customer focus
Implementing e-business in
hospitality industry
Personalisation
Cross-selling
Process integration
10 pp
LIBRARY
904-014-8 (4pp)
9B04E008
MODELING STOCK PRICES
12 pp
904-018-1
KNOWLEDGE MANAGEMENT AT TATA
STEEL
Dutta, S
Kumar, A
In the late 1990s, Tata Steel began to
introduce knowledge management (KM)
initiatives in the company. It started with a
small group of people from within the
organisation. The group formed a
knowledge repository, where all the
employees shared their experiences and
knowledge. One year after the knowledge
repository was formed, the company
formed knowledge communities, which
was a platform for like-minded people to
meet and share their experiences. In 2001,
Tata Steel developed a KM index to
evaluate the performance of individual
LIBRARY
904-018-8 (5pp)
904-014-1
MARRIOTTS CUSTOMER-FOCUSED EBUSINESS STRATEGY
Gupta, V
Prashanth, P
This case discusses the customer-focused
e-business strategy of Marriott
International (Marriott), a world leader in
the hospitality industry. It examines the
way in which Marriott focused on
providing better customer service by using
IT proactively and through the facilities on
58
Anderson, CK
This note provides an overview of
modeling stock prices, both empirical
and theoretical approaches are
described. The simulation of prices is
detailed using Excel as well as using
an Excel Add-In (@Risk).
Simulation
Models
20 pp
904-025-1
NANOTECHNOLOGY: NEW VISTAS
FOR US
Rajshekar, N
Gayatri, D

Nanotechnology, the science of small
things, seems to have arrived to rule the
world in a big way. It all started with
Richard Feynmans thought of writing an
encyclopaedia on a pinhead. The
researchers are now aiming for something
big: space elevators, nanorobs that could
build copies of themselves, nanobots that
could be swallowed to cure cancer and
solar cells for using inexpensive energy.
Nanoproducts, which are expected to
create a $1 trillion market by 2015, is being
hailed as the next industrial revolution. The
case deals with the importance of clusters
in research and development of new
technology and how nanohubs were
emerging in the US with federal help. It
also throws light on the importance of
venture capitalists and academia for the
successful implementation of research,
the potential benefits of which were huge
but difficult to attain. The case presents a
scope for discussion on how the success
of this technology in America can help the
countrys economy.
904-020-1
QUADREM: E-PROCUREMENT FOR
THE MINING INDUSTRY
USA; Nanotechnology; 2004

Nanotechnology applications
National Science Foundation
National nanotechnology initiative
Richard Feynman
Rice University
Zyvex
Nanohubs in US
Nanodefend and nanogreen
Venture capital
Government support
Lux Capital
NanoBusinessAlliance
Nanotechnology and governments
role
South Africa; Mining; Medium; 2003

E-commerce
E-procurement
Internet strategy
Koen, K
Townsend, S
By 2003, Quadrem, a global e-marketplace
that facilitated electronic transactions
between buyers and suppliers from the
mining, metals and minerals industry, was
in its third year of operation. While some of
the regions such as North America,
Australasia and South Africa managed to
operate profitably on a regional level,
Quadrem as a whole was not yet profitable
mainly because of its high fixed centralised
costs. The shareholders however,
expected Quadrem to break even by the
end of the second quarter in 2004. The
case study revolves around Quadrem
Africa, based in South Africa, and its
dilemma to increase its growth to help
Quadrem break even globally.
25 pp
FIELD
904-026-1
SYSTEM ACCESS PTE LTD
10 pp
Pich, M
Blackwood, G
INSEAD, Singapore
LIBRARY
This case depicts the situation of a

relatively large start-up in Singapore that
59
writes back office software for the

banking industry. They have been quite
successful in their niche, providing low
cost solutions to an international client
base. The case deals with their latest
software product (Symbols) that offers
customer relationship management tools
and capabilities to their clients. This case is
an excellent illustration of the details
behind customer relationship
management (CRM) and the tradeoffs that
must be considered in supporting and
automating any process. By examing the
data requirements of an actual CRM
implementation, the case illustrates the
processing bottlenecks that can occur in
any software-supported process. This case
can be used in three types of courses: (i)
CRM/IT; (ii) operations management; or (iii)
entrepreneurship. The teaching objectives
are to: (1) illustrate an actual CRM system
and explore the tradeoffs encountered in
designing such a system; (2) explore the
interactions between software and
hardware design in achieving real-time
response in CRM systems; and (3)
illustrate that there are still bottleneck
issues in software/hardware that must be
considered when designing systems to
support customer relationship
management.
Singapore; Software, banking; 200
Customer relationship
management
Process improvement
Bottlenecks
Banking
Entrepreneurship
14 pp
FIELD
Marketing
9B04A004
AGILENT TECHNOLOGIES
Saperstein, J
Agilent Technologies was spun-off from
Hewlett Packard in an effort to establish a
new brand in the high-tech industry. The
senior director of global brand
management was reflecting on the
companys challenges in focusing its
worldwide marketing effort in the multiple
business sectors. Agilent was intended to
establish itself as a separate company
from Hewlett Packard while still continuing
in the Hewlett Packard tradition of
excellent customer service and reliability.
Now, with smaller advertising and
marketing budgets, downsizing of the
company, fierce competitive pricing and
service, and an evolution from within
Agilent Technologies to provide more
service and knowledge through its web
site, the marketing and communications
challenges have changed since the
companys introduction.
Consumer research
Marketing management
Marketing communication
Sales management
29 pp
8B04A04 (6pp)
504-033-1
ASIA PACIFIC BREWERIES ANCHOR
BEER IN SINGAPORE (A): A
REPOSITIONING DECISION
Chung, MYC
Tan, S
(504-033-1 and 504-034-1). In August
2001, Dorit Grueber, Assistant General
Manager (Marketing) and Melvyn Ng,
Senior Brand Manager (Specialty Brands),
were discussing Anchors future and
examining the remaining three options
available to them. Asia Pacific Breweries
was the largest brewery in Singapore with
operations in several countries, including
Malaysia, Cambodia, Thailand, Vietnam,
China, and New Zealand. Anchor beer was
a mainstream value label that had been in

the market for more than 70 years. The
brand suffered ten years of continuous
decline in the 1990s and its market share
had fallen to less than 6 percent. At this
time some drastic decisions were clearly
needed to either reposition or retire the
non-performing brand. The two marketers
were charged with the responsibility to
evaluate the potential of Anchor beer and
to define a new strategic role if possible.
Melvyn Ng believed that repositioning was
the best option but must now convince Dr
Les Buckley, General Manager, who had
suspended all future expenditure on
Anchor, that repositioning would return the
sagging brand to profitability.
Singapore; Food and beverage; Large;
2002
Brand strategy
Marketing segmentation
Repositioning
Consumer behaviour
plan and execute a new campaign for

Anchor. The first phase of the campaign
lasted for three months from August to
November 2002. A key presentation was
scheduled at the closing of this phase to
evaluate the brand and sales performance.
Singapore; Food and beverage; Large;
2002
Repositioning
Branding strategy
Marketing implementation
Marketing communications
10 pp
FIELD
504-031-1
BANYAN TREE (A)
Xia, Y
Gleave, T
16 pp
FIELD
504-034-1
ASIA PACIFIC BREWERIES ANCHOR
BEER IN SINGAPORE (B): THE NEW
CHALLENGES
Chung, MYC
Tan, S
(504-033-1 and 504-034-1). It was in mid2002 when a key decision concerning
Anchors future was finally made. After
rounds and rounds of internal debates,
Dorit Grueber, Assistant General Manager
(Marketing) of Asia Pacific Breweries
Singapore, and Melvyn Ng, Senior Brand
Manager (Specialty Brands), managed to
convince Dr Les Buckley, General
Manager, that Anchor should be
repositioned to the 20-25 age segment.
This was the companys latest attempt to
salvage the heritage brand of more than
seventy years, as sales figures for the
brand had been on a downward trend for
the last twelve years. Melvyn Ng and
Samantha Chan, Brand Executive, were
both charged with the responsibility to
61

(504-031-1 and 504-032-1). Banyan Tree
Hotels and Resorts was established in
1994 by a group of Singaporean
entrepreneurs. Within a short period of
five years, Banyan Tree became a wellknown luxury chain of hotels in Asia. In
1999, encouraged by its remarkable
success, Banyan Tree began to explore the
possibilities of offering branded resort and
spa services at some resorts. While the
top management of the company was
confident about Banyan Trees skills and
resources, the decision was not at all easy
to reach because the competitive
environment in 1999 was very intensive.
Besides, to establish branded resort and
spa services, much like the companys
previous efforts at brand building, all
details would need to be carefully planned
and managed.
Asia; Hospitality and tourism; Large;
1999-2002
Expansion in Asia
Marketing
Branding
13 pp
FIELD
Marketing
504-032-1
BANYAN TREE (B)
Xia, Y
Gleave, T
(504-032-1 and 504-031-1). In this case,
the Banyan Tree Hotels and Resorts had
engaged itself in an aggressive market
expansion programme. Major activities in
the expansion programme included the
internal development of more resort and
spa locations as well as the establishment
of some tie-up agreements with selected
external parties who could facilitate rapid
and wide market penetration. Among the
immediate tasks for finalising the
expansion programme was to determine
the impact that these internal as well as
external efforts would have on the
companys future.
Asia; Hospitality and tourism; Large;
1999-2001
Company expansion
Marketing
Branding
7 pp
FIELD
504-036-1
BEMBOS BURGER GRILL
Sequeira, CG
Garca, LM
INCAE, Nicaragua
Bembos Burger Grill is a Peruvian fast food
chain specialising in the preparation and
commercialisation of hamburgers
conceived for the Peruvian palate. The
chain has 19 restaurants in Lima. The
directors of Bembos plan to enter the
Chilean market using the franchise
system. The case requires analysis,
discussion and the taking of a decision.
Information is presented on the fast food
markets of Peru, Chile and Argentina. In
Argentina benchmarking is used with a
Chilean enterprise (Lomiton) that holds
third place in sales among the fast food
chains in Argentina and is the leading chain
in its country of origin. Additionally,
information is presented for marginal
microeconomic analysis (computation of
weighted balance volume and estimation
of incremental profits) of the company
using three different methods. A Spanish
Peru; Fast food; Mid-size; 2002
Product policy
Product positioning
Competition between local and
multinational firms
Geographical expansion
Product concept
Marketing planning
Economic analysis
Benchmarking
Franchises
Fast food
30 pp
FIELD
504-036-8 (12pp)
E504-036-1
BEMBOS BURGER GRILL
Spanish translation
Sequeira, CG
Garca, LM
INCAE, Nicaragua
Bembos Burger Grill is a Peruvian fast food
chain specialising in the preparation and
commercialisation of hamburgers
conceived for the Peruvian palate. The
chain has 19 restaurants in Lima. The
directors of Bembos plan to enter the
Chilean market using the franchise
system. The case requires analysis,
discussion and the taking of a decision.
Information is presented on the fast food
markets of Peru, Chile and Argentina. In
Argentina benchmarking is used with a
Chilean enterprise (Lomiton) that holds
third place in sales among the fast food
chains in Argentina and is the leading chain
in its country of origin. Additionally,
information is presented for marginal
microeconomic analysis (computation of
weighted balance volume and estimation
of incremental profits) of the company
using three different methods.
Peru; Fast food; Mid-size; 2002
Product policy
Product positioning
Competition between local and
multinational firms
Geographical expansion
Product concept
Marketing planning
Economic analysis
Benchmarking
Franchises
Fast food
30 pp
Bumrungrad has emerged as a market

leader in the health care industry in
Southeast Asia. The case discusses how
Bumrungrad was able to overcome its
problems by promoting its health care
services globally. It covers in length the
service experience provided to
Bumrungrads customers. Finally, the case
describes the new initiatives taken by
Bumrungrad to expand its health care
services operations and the challenges
ahead of it in early 2004. The case is
structured to achieve the following
teaching objectives: (1) get insights into
the best practices in services marketing of
a leading health care company in
Southeast Asia; (2) study the distinctive
characteristics of health care services and
the services marketing mix of Bumrungrad
Hospital of Thailand; (3) study the
significance of and managerial implications
associated with customer experience
during the service encounter; (4) explore
the relationships between the services
marketing variables like customer
satisfaction, service quality and increased
productivity, and service profitability; (5)
devise a global services marketing and
expansion strategy for Bumrungrad; and
(6) analyse the trends in the medical
tourism industry and determine the
competitive positioning of Thailand in
general and Bumrungrad in particular, in
the near future. The case is intended for
graduate level students (MBA/PGDBM,
MM and Executive-MBA programmes) as
part of the marketing curriculum. It can be
discussed as a part of services marketing
and international marketing course
curriculum. The teaching note does not
Thailand; Health care; Large; 1995-2004
Bumrungrad Hospital of Thailand
Services marketing
International marketing
Service quality
Service profitability
Promoting health care services
Pricing of health care services
Best practices in services marketing
Medical tourism industry in
Thailand
Global medical tourism industry
FIELD
16 pp
E504-036-8 (12pp)
LIBRARY
504-027-8 (5pp)
504-027-1
BUMRUNGRADS GLOBAL SERVICES
MARKETING STRATEGY
Gupta, V
Prashanth, K
The case discusses the health care
services marketing strategy of Thailandbased Bumrungrad Hospital Public
Company Limited (Bumrungrad), the
largest privately managed hospital in
Southeast Asia. From a significantly
adverse financial situation in mid-1997 due
to the Southeast Asian currency crisis,
62
504-069-1
CARREFOUR IN MALAYSIAS
RETAILING INDUSTRY
Sohail, MS
King Fahd University of Petroleum and
Minerals, College of Industrial
Management, Saudi Arabia
In 1994, Carrefour commenced its
operation in Malaysia, the first in the
country. As a pioneer hypermarket, the
case deals with the challenges faced by
Carrefour in its early years of operation.
Marketing
The case provides an overview of the
retailing industry in Malaysia, highlighting
the structural changes since the 1990s.
The case describes how Carrefour
emerged successful by adopting
strategies relating to product, price
promotion and distribution. The case is
designed to enable students to examine:
(1) the marketing mix strategies of a
company in the retailing industry; (2) the
challenges a pioneer faces in new
markets; and (3) how a company can
emerge successful in the face of
numerous competition and adverse
environmental conditions. The case is
aimed at undergraduate or graduate
students.
Malaysia; Retail; 1994-2003
Carrefour Malaysia
Hypermarket
Retailing
Marketing mix strategy
Environmental challenges
Foreign hypermarkets
Competitive challenges
Strategy selection
11 pp
LIBRARY
504-069-8 (4pp)
504-028-1
CELEBRITY ENDORSEMENT:
THROUGH THE AGES
Phani Madhav, T
Kalyani, V
Celebrity endorsement of products has a
long history. It dates back to the 1760s
when pioneers like Josiah Wedgwood
started using royal endorsements as a
brand-building tool. Athletes and
celebrities from the entertainment industry
have dominated endorsements in the US.
Celebrity endorsements have increased
tremendously in terms of both number and
value. Likewise, the risks for the brand
have become higher. This case traces the
evolution of celebrity endorsement and
explains the trends at various points of
time. It also details the Familiarity,
Relevance, Esteem and Differentiation
(FRED) principle in evaluating the
feasibility of endorsing a celebrity. Findings
from latest research on the attitude of
consumers to celebrity endorsements are
presented. The case offers scope for
discussion on the benefits and risks
involved for companies in signing up the
celebrities. It also provides a base for
discussing the validity and relevance of
traditional assumptions involved in using
celebrities to endorse brands in todays
market place.
USA; 2003
Celebrity endorsements
Michael Jordon
Nike
Josiah Wedgwood
Familiarity, Relevance, Esteem and

Differentiation (FRED)
Wheaties
Trade cards
Tiger Woods
LeBron James
Robert Clark
Ignatius Hortsmann
The Integer Group
Meg Kinney
8 pp
LIBRARY
504-068-1
CERVESUR
Expra, J
Sanz, L
INCAE, Nicaragua
The case covers aspects of the marketing
strategy implemented by the firm
between 1991 and 1997. It also focuses
on the entry strategy of the brand name
from Cuzco to Lima, Perus capital city
(CERVESUR is located in southern Peru) as
well as on aspects such as brand-name
development, pricing policy, and product
promotion and distribution. A Spanish
Lima, Peru; Beer; Large; 1998
New markets
Successful market strategies
New products
Brands
Distribution channels
Sales promotion
504-043-1
COSMETIC SURGERY IN CHINA: THE
MARKET FOR LASER RESURFACING
Burgers, WP
Chen, J
School (CEIBS)
The case is about a Korean businessman
who conducts market research in
Shanghai before he builds a cosmetic
surgery clinic there. However, the case is
not designed to direct students to
understand Chinas cosmetic surgery
market, but to learn how to analyse the
data collected in a market survey.
Therefore, this case is suitable for a
marketing research course, or for a general
marketing course. This case is deliberately
kept sufficiently simple to direct students
attention to the use of research findings,
not to the intricacies of research design
and execution. The case is well suited for a
homework assignment.
China; Cosmetic surgery; Medium; 2004
Marketing
Marketing research
China
Consumer study
7 pp
LIBRARY
504-043-8 (6pp)
34 pp
FIELD
9B04A005
CYANIDE DESTRUCT SYSTEMS INC
E504-068-1
CERVESUR
Spanish translation
Expra, J
Sanz, L
INCAE, Nicaragua
The case covers aspects of the marketing
strategy implemented by the firm
between 1991 and 1997. It also focuses
on the entry strategy of the brand name
from Cuzco to Lima, Perus capital city
(CERVESUR is located in southern Peru) as
well as on aspects such as brand-name
development, pricing policy, and product
promotion and distribution.
Lima, Peru; Beer; Large; 1998
New markets
Successful market strategies
New products
Brands
Distribution channels
Sales promotion
36 pp
Hardy, KG
Marley, S
For 17 years an entrepreneur has been
running a niche business of designing and
manufacturing a chemical processing
system to dispose of deadly cyanide
wastes. His system is expensive
compared to the main competitive
disposal systems of giant leeching ponds
and deep well disposal. Thus his main
successes have come with the
electroplating industry which is not
growing. His hopes to get outside this
industry are dashed when the promised
new materials disposal regulations in the
United States are abandoned by the Bush
government. His sales had dropped to
almost zero while cyanide users watched
the development of these regulations.
Now he must kick start his sales again but how?
Market segmentation
Sales strategy
Government regulation
Market strategy
17 pp
FIELD
63
Marketing
9B03A032
FAIRMONT CHATEAU LAKE LOUISE
504-046-1
JAMES BOND: A META BRAND?
IMD-5-0627
KIRIN BREWERY CO, LTD (B)
Ritchie, R
Artiuch, P
Phani Madhav, T
Kalyani, V
James Bond or Agent 007, the fictitious
British spy created by Ian Fleming is one of
the worlds most recognised and loved
characters. The total revenue of all the
twenty Bond films is over $3.3 billion,
making the Bond franchise the most
profitable movie franchise ever. Product
placement and brand partnerships in Bond
movies have risen exponentially. For Die
Another Day, the 20th Bond film starring
Pierce Brosnan and Halle Berry, the
producers reportedly signed deals with 20
marketing partners who put in $120 million
towards advertising and promoting the
film worldwide. The partners included
Ford, Omega, Revlon, Finlandia, Kodak,
British Airways and Samsonite. This case
traces the evolution of the Bond from a
literary character to a brand in its own
right. It describes the evolutionary nature
of partnership deals the Bond movies have
with consumer brands. The case offers
scope for discussion on the relevance of
such mega-budget deals for both the
producers of the movie and the brands
that associate themselves with the
movies.
USA; 2003
James Bond
Ian Fleming
Ford
Die Another Day
Brand partnerships
Product placement in movies
Omega
BMW
Revlon
MGM
EON Productions
British Airways
7 pp
Turpin, D
Miller, J
IMD, Lausanne
An historic hotel faces the twin challenges

of seasonal demand and a decline in its
most important market. The hotels
general manager is considering several
expansion/renovation proposals to address
these problems, each of which implies a
different strategic focus. The decision is
complicated by the fact that the hotel is
located in world-renowned Banff National
Park, an environmentally sensitive area
administered by the Canadian
government. Growing public concern over
development in national parks implies that
an overly ambitious expansion plan is likely
to be rejected, yet this may be the hotels
last chance to add significant capacity for
the long-term. The case demonstrates the
role of social and political forces in
business decisions, while underscoring
the interdependency of target market,
positioning and marketing mix decisions.
Tourism
Market analysis
24 pp
8B03A32 (14pp)
504-037-1
GRUPO GIGANTE, SA DE CV: THE
LITTLE GIANT TAKES BIG STEPS INTO
THE US MARKET
Rarick, CA
Luna Saeb, LM
ITESM, Mexico
Grupo Gigante, Mexicos third largest
retailer has begun an aggressive entry into
the retail grocery market of the United
States. Capitalising on the increasing
number of immigrants from Mexico and
rising immigrant incomes, Gigante has
opened a number of stores in Southern
California and plans to open many more in
the United States. The firm faces strong
competition from more established
retailers as it tries to carve out its ethnic
niche in the United States.
LIBRARY
IMD-5-0626
KIRIN BREWERY CO, LTD (A)
4 pp
Turpin, D
Miller, J
IMD, Lausanne
This is the first of a four-case series
(IMD-5-0626 to IMD-5-0629). Kirin
Brewery with more than 60% of the beer
market in Japan has recently been
challenged by the number 3 player, Asahi
Brewery, with a new beer Super Dry. The
management has reviewed the situation of
the beer market in 1987 and must decide
what actions to take if any. A video
IMD-5-0394- V is available to accompany
the case series.
Japan; Beer; 31 billion yen; 1978-1989
Marketing
Industry analysis
25 pp
LIBRARY
FIELD
504-037-8 (4pp)
IMD-5-0366-T (13pp)
Southern California, Mexico; Food

retailing; 35,000 employees; 2002-2003
Supermarkets
Mexico
Latino
Hispanic marketing
64
This is the second of a four-case series

(IMD-5-0626 to IMD-5-0629). Sales of
Asahis Super Dry are booming. Kirin
Brewerys share of the market is declining
rapidly. Mr Tani has been recently
appointed as new General Manager of
Kirins Beer Division with the mission to
respond to Asahis challenge. Other
competitors have now joined the beer
war between Kirin and Asahi. Kirin must
now fight on several fronts. Mr Tani has to
decide on an appropriate strategy for Kirin
Brewery. A video IMD- 5-0394-V is
available to accompany the case series.
Beer
Japan
Marketing
Industry analysis
12 pp
FIELD
IMD-5-0366-T (13pp)
IMD-5-0628
KIRIN BREWERY CO, LTD (C)
Turpin, D
Chung, R
IMD, Lausanne
This is the third of a four-case series
(IMD-5-0626 to IMD-5-0629). This case
describes what happened in the alcoholic
beverages market in Japan between 1987
and 1997. It raises the question of what
Kirin should do in response to the moves
of its competitors. A video IMD-5-0394-V
is available to accompany the case series.
Marketing
Emergence of new market segment
2 pp
LIBRARY
IMD-5-0366-T (13pp)
IMD-5-0629
KIRIN BREWERY CO, LTD (D)
Turpin, D
Chung, R
IMD, Lausanne
This is the fourth of a four-case series
(IMD-5-0626 to IMD-5-0629). This case
describes what happened in the alcoholic
beverages market in Japan between 1998
and 2003. This case raises the question of
what lessons Kirin could draw from the
past to improve its performance in the
near future. A video IMD-5-0394-V is
Marketing
Japan; Alcoholic beverages; 31 billion
yen; 1998-2003
Marketing
Emergence of new market segment
Maturing of new market segments
Threat of regulatory change
2 pp
LIBRARY
IMD-5-0366-T (13pp)
504-070-1
KTM SPORTMOTORCYCLES: EVENT
PLANNING
Daly, P
EDHEC Business School, France
KTM Sportmotorcycles (KTM) launched
their new product, 950 Adventure S, a
sports motorcycle in March 2003. One
year later, they have asked the event
committee in their marketing department
to come up with an innovative and creative
event to give impetus to sales on the
French market. The event must consider
the company profile and values and portray
the correct corporate image. The student
can either focus on one event or several
minor actions/events. KTM is looking for a
fresh marketing approach and is therefore
willing to invest 30,000 euros in the
project. It will take place between April and
September and should provide the most
cost-effective opportunity to meet a large
number of prospects. The event must be
in line with the following objectives:
(1) create the demand for the sales target
for 2004 (300 motorcycles); (2) create
visibility of the product in the minds of the
consumers; and (3) convince the
consumer and the public that KTM is not
just an off-road motorbike manufacturer
but can hold its own on the on-road market
segment.
Lyons, France; Motorcycle; 1,395
employees; 2004
Event planning
Motorcycle industry
Event costing
Off- and on-road segments
15 pp
FIELD
504-070-8 (6pp)
504-070-9 (CD-ROM)
504-044-1
LG: RURAL MARKETING IN INDIA
Phani Madhav, T
Dakshi, M
LG Electronics India Private Limited (LG)
forayed into the Indian market in 1993.
After two failed joint ventures and the
subsequent de-licensing of the consumer
electronics industry, LG Electronics India
Private Ltd was formed in 1997, at a time
when the market was brimming with

intense competition and new product
activity. The company surprised the Indian
companies by becoming the market leader
in washing machines, air conditioners and
microwave ovens. Though LG was leading
in these markets, growth rates were not
encouraging. With a go-for-it instinct, it
flexed its muscles to capture the rural
market potential. The case details the
marketing efforts the company was taking
to penetrate into the rural market.
India; Consumer product
manufacturers; 2004
LG Electronics India Private Limited
(LG)
Rural marketing
LG in India
Central area offices
Sampoorna
CinePlus
Remote area offices
Roadshows
Rural areas
Semi-urban areas
Supply chain efficiencies
Product customisation
7 pp
LIBRARY
IMD-5-0622-V
LOGITECH: GETTING THE IO (TM)
DIGITAL PEN TO MARKET VIDEO
Deschamps, J-P
Pahwa, A
IMD, Lausanne
UVA-M-0680
MANAGING THE COPY-TESTING
PROCESS
Farris, PW
Shames, E
Administration
The notes describes various
methodologies and philosophies of
advertising copy test. Additional material
this might be used with: Managing
spending balance in advertising
campaigns: The Grodd model revisited.
Advertising
12 pp
UVA-M-0665
METHODS FOR PRODUCING
PERCEPTUAL MAPS FROM DATA
Wilcox, RT
Administration
This note is designed for use in an MBAlevel marketing research course. The note
provides students with an overview of
how to construct perceptual maps from
data. It concentrates on the attribute-rating
method and overall-similarity method for
constructing these maps. As part of this
discussion, this note describes preference
regressions and basic multidimensional
scaling procedures. It includes examples
from the automotive and movie industries.
Marketing Research
Marketing
12 pp

IMD-5-0622. It introduces two key
players within the Logitech organisation
who discuss the rationale behind key
decisions made during the product launch
process. These individuals address the
reasoning behind these decisions
pertaining to the selective launch strategy,
segmenting choices, pricing and
advertising. Beyond this, they address
several of the questions raised in the case
related to vertical market opportunities,
targeting professional segments, the focus
on enterprise applications, and the
commitment of the senior management
on this new product platform.
Worldwide; Computer hardware,
peripherals; $1 billion; 2002-2003
Computer
Product launch
Product introduction
Disruptive technology
9B03A023
MICROSOFT CANADA: MARKETING
XBOX
Pearce, MR
Mark, T
The group product manager for Xbox
Canada was working on his marketing plan
for the products second year in the
Canadian market. Xbox is a video game
console and trailed Sonys PlayStation 2 in
the marketplace. The group product
manager must present his plan at the
Microsoft Global Briefing. He knew the
gaming market was turbulent and fickle
and he wondered what he might do as an
encore to the Xbox launch program.
Marketing planning
Consumer analysis
Competitor analysis
Consumer marketing
40 min
FIELD
IMD-5-0622-T (14pp)
65
31 pp
Marketing
504-056-1
NHS DIRECT: CUSTOMER FOCUS IN
PUBLIC SECTOR
Vandermerwe, S
Taishoff, M
Imperial College London, Tanaka
Business School
The relevance of implementing customer
focus in the public sector is a new and very
topical issue of relevance to business
practitioners as well as government
officials. This case examines one attempt
the UKs National Health Service to
make a public sector authority more
customer focused. It highlights the need
and what it takes to accomplish this, and
the costs and especially benefits of
achieving it. Could a public sector service,
whose customers were traditionally
captive, truly become customer focused?
Did it have to? Can principles used in the
private sector be transferred and what are
the criteria to be used to measure success
in achieving customer orientation in the
public sector, ensuring that all
stakeholders benefit in the process? The
case also examines the impact of evolving
communication and information
technologies in the delivery of customer
satisfaction, in the provision of public
sector services generally, and of health
care services in particular.
UK; Health care; Current
Public sector
Customer focus
Customer satisfaction
Health care management
Marketing in health care
E-technology in health care
E-technology in public sector
Market orientation and public
sector
Users and public sector
Users and health care
Competition and health care
Competition and public sector
most successful marketing stories in the

world of business. The company was
especially known for its well recognised
swoosh logo and strong punch lines. The
case also discusses the criticisms leveled
at Nike on account of its marketing
strategies. The teaching objectives of the
case are: (1) to examine the early
marketing efforts of a highly successful
sports- goods company; (2) to understand
the reasons behind the success of one of
the most popular brands in the world; (3) to
study the elements that contributed to the
success of the brand; (4) to examine the
phenomenon of celebrity endorsements
and how they helped strengthen a sportsrelated brand; (5) to analyse the
psychological implications behind the use
of punch lines and how they influence the
target market; and (6) to study the
negative aspects in the marketing strategy
of a company and how they may be
overcome. The case is meant for
be part of the marketing curriculum
USA; Sports Goods; Large; 1980-2004
Nike Inc
Phil Knight
Reebok
Nikes marketing strategy
Michael Jordan
Personal marketing
EKINs
Marketing pyramid
Pyramid and reference group
strategies
Celebrity endorsements
Tiger Woods
Andre Agassi
Advertisement strategy
Customisation
NIKEiD
13 pp
LIBRARY
504-023-8 (5pp)
19 pp
LIBRARY
504-056-8 (9pp)
504-023-1
NIKE: THE GODDESS OF MARKETING
Dutta, S
Regani, S
The case discusses the elements of Nikes
marketing strategy. The roots of Nike, one
of the most popular brands in the world,
can be traced back to the 1960s, when Phil
Knight and Bill Bowerman collaborated to
provide American runners with better
quality running shoes. With insufficient
money to indulge in formal advertising, the
partners resorted to selling shoes at local
track meets from the backs of trucks.
Growing from such humble beginnings,
Nikes marketing strategy became one of
9B03A029
ONTARIO NEEDLESTICK PREVENTION
INITIATIVE
Rynard, W
Grasby, EMA
The vice-president of research at the
workplace safety and insurance board of
Ontario (WSIB) considers a variety of
strategies to roll out the Ontario
Needlestick Prevention Initiative. WSIB
was a corporate sponsor of the initiative
and had been successful in aligning with a
number of strategic partners. All parties
agree that the ultimate goals were to
increase awareness among health-care
professionals and to improve overall
health-care worker safety. The
comprehensive marketing strategy
needed to address the stakeholder
targets, the marketing messages,
promotional activities and product rollout
alternatives.
66
Health administration
Marketing planning
Stakeholder analysis
Advertising strategy
16 pp
8B03A29 (8pp)
504-045-1
P&G IN US TOOTHPASTE MARKET: A
FORMIDABLE COMEBACK
Phani Madhav, T
Umashanker, S
Among Americas most well-known
brands, Crest toothpaste has etched a
special place in the mind of the American
consumers. Procter & Gamble (P&G) first
introduced Crest in 1956 and has
maintained a progressive leadership in the
toothpaste category ever since.
Competing for the same place was
Colgate, another toothpaste that had more
than a 100-year history. Eventually in 1998,
Colgates Total toothpaste succeeded in
surpassing Crest to become the new
market leader. To put a break on Colgates
rising market share, Crest retorted with a
series of brand launches, eventually
creating a new category of toothpastes.
This case study details P&Gs efforts to
regain market leadership after the success
of Colgate Total. The case also outlines the
circumstances that led to the creation of a
new category of toothpastes.
USA; Toothpaste industry; 1997-2004
Crest toothpaste
Procter & Gamble
Colgate Total
Crest whitestrips
Tooth whiteners
Marketing and advertising
campaigns
Cosmetic-style toothpaste
Market shares
Toothpaste flavours
Category filler
8 pp
LIBRARY
9B03A024
PIZZA PUBLIC COMPANY LIMITED,
THAILAND (A)
Pearce, MR
Slaughter, KE
ONeil, E
The Pizza Public Company Limited is a
division of the Minor Group of Companies
and focuses on the management and
operation of food-service outlets. This
case series takes place between
November 1999 and February 2000 and
covers the negotiation process between
Pizza Public Company Limited and Tricon
Restaurants USA regarding the renewal of
the companys franchise agreement for
Marketing
Pizza Hut in Thailand. After 20 years of
managing the brand, an agreement cannot
be reached and Pizza Public Company
Limited must plan for the development of
a new pizza brand. In the (A) case, the
chief operating officer of Pizza Public
Company recognizes that the negotiations
are breaking down and faces the challenge
of how to engage the team and develop a
contingency plan should the company lose
the Pizza Hut brand. Supplement cases (B)
through (E), products, 9B03A025,
9B03A026, 9B03A027 and 9B03A028
follows the negotiation process.
Marketing Pplanning
Negotiation
Management communication
Retailing
21 pp
9B03A025
THAILAND (B)
Pearce, MR
Slaughter, KE
ONeil, E
In this supplement to Pizza Public
Company Limited, Thailand (A), product
9B03A024, Tricon further damages
relations by publicly exposing the
negotiation challenges and threatening to
assume responsibility for
building/managing the Pizza Hut brand in
Thailand should an agreement not be
reached. The resulting employee and
stakeholder panic leaves Pizza Public
Company Limited in a crisis
communication situation and increased
urgency to resolve negotiations. The case
series continues with Pizza Public
Company Limited, Thailand (C ), (D) and
(E), products 9B03A026, 9B03A027 and
9B03A028.
Marketing planning
Negotiation
Retailing
2 pp
Retailing
5 pp
9B03A027
THAILAND (D)
Pearce, MR
Slaughter, KE
ONeil, E
In this supplement to Pizza Public
9B03A024, the chief operating officer and
his team are planning for a new pizza brand
when plans are stopped by a court
summons from Tricon USA accusing the
company of too closely following the Pizza
Hut brand. Pizza Public Company is
required to continue operating Pizza Hut
until the matter is settled in court; lawyers
predict this could take six months. New
brand planning comes to a halt and the
companys marketing manager resigns.
Marketing planning
Negotiation
Retailing
3 pp
9B03A028
THAILAND (E)
Pearce, MR
Slaughter, KE
ONeil, E
This supplement to Pizza Public Company
Limited, Thailand (A), product 9B03A024,
follows the breakdown of the negotiation
process between Pizza Public Company
and Tricon USA. Negotiations reach a
standstill and the chief operating officer
must find a way to have a new pizza brand
up and running in six weeks when the
existing contract expires.
Marketing planning
Negotiation
India; Consumer durables; Large;

1995-2003
Samsung India Electronics Ltd
Team Samsung India First
Campaign
Colour television industry in India
Consumer durables industry in India
Product innovation at Samsung
Bio ceramic-coated picture tube
Pricing strategy of Samsung
Samsungs distribution strategy
Regional Dispatch Centers (RDCs)
Global Logistics Network Systems
(GLONETS)
Samsung DigitAllhome
Advertising and sales promotion
strategy
Celebrity endorsement
LG Electronics
Sony India
Pearce, MR
Slaughter, KE
ONeil, E
10 pp
This is a supplement to Pizza Public

9B03A024. Highlighted is the return of the
marketing manager after resigning from
the company, and research being
undertaken for building the new brand.
504-024-8 (3pp)
Marketing planning
Negotiation
Retailing
3 pp
9B03A026
THAILAND (C)
market. The teaching objectives of the

case are: (1) to study the marketing
strategies adopted by Samsung to gain
market share in the highly competitive
Indian consumer electronics market; (2) to
analyse the role of the four Ps in
Samsungs marketing mix; (3) to explore
the strategies adopted by a foreign
company to gain foothold in the consumer
durables market in India; and (4) to
examine Samsungs highly successful
promotional campaigns to gain market
share in Indian consumer durables market.
marketing management curriculum. The
of the case
504-024-1
SAMSUNGS MARKETING STRATEGY
IN INDIA
Dutta, S
Aparna, Y
The case examines the marketing strategy
of Samsung in India. It provides a detailed
account of Samsungs marketing
strategies to garner more market share.
The case examines Samsungs approach
to product, pricing, distribution and
promotion. The case also provides insights
into the future prospects of the company
in light of the increasing competition and
the slowdown in the consumer electronics
67
LIBRARY
504-047-1
SCHICK: A STRONG NO 2?
Phani Madhav, T
Rangarajan, S
For a long time Gillette dominated the
worlds shaving razor market. But the
introduction of Quattro, the first four-blade
razor by Schick (of Energizer Holdings) is
threatening to end Gillettes dominance in
the premium end of the market. Quattro
started to eat into the market of Gillettes
top selling product and major revenue
generator, the Mach3. Schick is also giving
a tough time to Gillette in relation to the
womens razor market where its Intuition
is competing for the market with Gillettes
Venus. The case offers scope for
discussing whether Schick will be able to
sustain the momentum in the long-term
and emerge as the number one player in
the premium end of the razor market.
USA; Fast moving consumer goods
(FMCG) (skincare); 2004
Razor war in the US
Schick vs Gillette
Marketing
Quattro vs Mach3
US shaving razor market
Intuition vs Venus
Wet shaving systems
Energizer Holdings
7 pp
LIBRARY
9B03A031
SHANGHAI COS SOFTWARE LTD
Hardy, KG
Zhang, B
Zhu, P
Shanghai COS Software Ltd designs and
develops smart card operating systems.
The companys marketing manager must
decide the best basis for segmenting the
burgeoning market for smart cards for
wireless devices in China. She has
excellent data on this duopoly market, the
segments and their buying criteria. In fact,
she already has received significant orders
for low-end cards from each of the two
large customers. However, she and the
senior management team must decide on
a market positioning for this young hightech start up. She must select one of the
two major customers whose size,
structure and procedures are quite
different. She must also decide whether
the company should market low
margin/high volume or high margin/low
volume products. Both products seem to
have a very short life expectancy in the
face of rapidly changing customer
expectations. The investors in the
company want it to achieve profitability
fairly quickly and still adopt sustainable
positioning in the marketplace.
Market segmentation
Segmentation
Positioning
Product life cycle
21 pp
8B03A31 (12pp)
Splenda that was released in 2000, began

to eat Sweet n Low and Equals lunch.
The case delves into how Splenda, backed
by the marketing from its parent company
Johnson & Johnson, became the number
one brand in the tabletop sweetener
market within three years of its launch.
The case also offers insights into the
competition in the tabletop sweetener
market.
USA; Artificial sweeteners; 2000-2004
Saccharin
Aspartame
Sucralose
Splenda
Sweet n Low
Equal
Nutrasweet
Viral marketing
Artificial sweeteners
Tabletop sweetener market
8 pp
India; Watch; 2003

Marketing mix
Indian watch industry
Organised retailing in India
Titan advertising; Product and
pricing
Distribution
Product line
Sub brands
Market segmentation
TATA Group
Hindustan Machine Tools (HMT)
Time Zone
World of Titan
Titan into retailing
10 pp
LIBRARY
LIBRARY
UVA-M-0357M
STAINMASTER
Multimedia case
Farris, PW
Administration
Stainmaster is the certification given by
DuPont to carpets made with the
companys own premium nylon and
treated with chemicals to repel liquid
stains and dry soil. Heavy advertising and
trade promotion accompanied the
introduction of Stainmaster in the 1980s to
establish the brand among consumers and
retailers. Soon after the introduction,
DuPont filled its nylon fiber capacity and
increased profits significantly. However,
competitors quickly introduced their own
stain-resistant products, so DuPont must
decide what actions to take to keep its
hard-won leadership of the carpet fiber
industry. The teaching note is also
available in a paper version.
Marketing
504-050-1
SPLENDA: LEADING THE TABLETOP
SWEETENER MARKET
CD-ROM
Phani Madhav, T
UVA-M-0357MTN (CD-ROM)
With people looking for ways to decrease

caloric intake and with an increase in the
number of diabetics, low-calorie
sweeteners began to appear on restaurant
tables to sweeten hot and cold beverages
and were also used in processed
beverages and packaged foods. Until
2000, the tabletop sweetener market saw
a fierce battle between two American
brands - Sweet n Low and Equal.
Though Sweet n Low was the oldest
tabletop sweetener, Equal emerged as the
winner. However, a new sweetener called
for its undisputed leadership is manifested

in its market share, brand awareness, and
more importantly its success abroad. The
case deals with how Titan managed its
marketing mix elements to attain the
leadership position in the Indian watch
industry.
FIELD
504-049-1
TITAN INDUSTRIES: GETTING THE
MARKETING MIX RIGHT
Phani Madhav, T
Gayatri, D
Titan Industries Ltd, TATA Groups watch
making division brought about a revolution
in the Indian watch industry. Its
sophisticated technology, high quality
products and innovative marketing made it
a market leader. The market endorsement
68
504-048-1
TIVO: PIONEERING THE INTERACTIVE
TELEVISION
Phani Madhav, T
Umashanker, S
Digital video recording, a relatively new
concept, was pioneered by TiVo Inc. The
concept of digital video recording
eventually resulted in the emergence of
the interactive television industry. But
many media and broadcasting companies
opposed the practices followed by TiVo,
whose service allowed a television viewer
not only to pause, rewind and record
television shows according to the
preferred schedule but also to skip
commercials. Realising the potential, cashrich companies like Microsoft and America
Online (AOL) also made their foray with
extended services. TiVos future appeared
to be in trouble. But TiVo survived by way
of tie-ups, multiple revenues and
technology licensing. The case study
details how a venture capital funded firm
like TiVo, turned an idea into a new
industry. The case also focuses on the
growing competition in the interactive
television industry.
USA; Consumer electronics; 1997-2003
Interactive television industry
Personal television industry
Digital video recorder
Sources of revenues
TiVos manufacturing and service
partners
ReplayTV
Microsofts ultimate TV
Word-of-mouth endorsement
Marketing budget
Subscriber base
8 pp
LIBRARY
Marketing
504-026-1
TOMMY HILFIGER: THE STRUGGLES
OF AN AMERICAN FASHION ICON
Mukund, A
The case discusses the growth and
decline of one of the leading global fashion
labels, Tommy Hilfiger, from a strategic
perspective. It provides information about
the initial days of the man behind the
business fashion designer Tommy
Hilfiger. Thereafter, the case gives a
detailed account of the reasons behind the
phenomenal success of the brand during
the 1990s. It focuses on the following
issues: licensing, association with music
celebrities (especially with hip-hop/rap
artists), designing and promotion. Next, it
talks about the reasons that led to the
brands downturn in the early years of the
21st century and the corrective measures
undertaken. Finally, it discusses the moves
being made at the company in early-2004
and comments on its future prospects.
The case is structured to enable students
to: (1) understand the evolution of a
fashion label from being a single product
business to one encompassing a wide
variety of products and offerings; (2)
analyse the importance of keeping the
designs up-to-date and in sync with rapidly
changing customer tastes in the
apparel/fashion business; (3) examine the
role played by well crafted, well executed
licensing and celebrity endorsement deals
in the success (and failure) of a lifestyle
brand; (4) understand the strategic and
operational lapses that led a highly
successful business like Tommy Hilfiger
towards failure; and (5) analyse how
demand saturation in the domestic market
can be offset by globalisation as part of a
corporate strategic overhaul programme.
marketing curriculum.
US; Fashion industry; Large; 1990s to
early 2004
Tommy Hilfiger
Fashion industry
Fashion designing
Fashion labels
Licensing
Ralph Lauren
Calvin Klein
Hip-Hop
Rap music
Restructuring
Globalisation
15 pp
LIBRARY
504-026-8 (3pp)
9B04A003
TOYOTA: DRIVING THE MAINSTREAM
MARKET TO PURCHASE HYBRID
ELECTRIC VEHICLES
Saperstein, J
Nelson, J
Toyota is a large, international automobile
manufacturer, with plans to become the
largest worldwide automaker, striving for
15 per cent of global sales. Toyota is
committing itself to be the leader of the
hybrid- electric automotive industry, and is
relying on changes in the industry and
customer perceptions to bring its plan to
fruition. Toyotas challenge is to develop
consumer attitude and purchase intent,
from an early adopter, niche market model
into universal mainstream acceptance
Consumer behaviour
Product design, development
Multinational
27 pp
8B04A03 (9pp)
504-035-1
TROUBLED TIMES AT DIAGEO
Sumit, KC
Sanjana, G
Diageo was formed in December 1997
through the merger of Guinness and Grand
Metropolitan, the then leaders in the global
liquor business. By 2003, Diageo had
become the worlds largest scotch whisky
manufacturer with its world famous
brands like Smirnoff, Johnie Walker,
Guinness and Baileys. It had operations in
180 countries with a global workforce of 6
2,000 employees. However by late 2003, it
was alleged that Diageo was misleading
consumers by marketing vatted malt
under the Cardhu label, which was
supposed to be a single malt whisky. The
case enables readers to understand the
intricacies of the scotch whisky industry.
UK; Distillers; 2003
Diageo
Cardhu
Scotch whisky
Speyside distillery
Malt whisky
Single malt whisky
Pure malt whisky
Guinness
Vatted malt whisky
Scotch whisky association
William Grant and Sons
Smirnoff
Distilleries in Scotland
Aeneas Coffey
Seagram
504-025-1
TUPPERWARE IN INDIA
Dutta, S
Kingi, S
The case focuses on the growth of the
direct selling company, Tupperware, in the
Indian market. It gives a background of
Tupperware, its products and its unique
selling method, the Party Plan. The case
explains Tupperwares growth over the
years to become one of the leading
companies in the direct selling market. It
then discusses Tupperwares entry into
the Indian market in 1996 and the various
strategies adopted by it to establish itself
in the country. The case stresses on how
the company changed its marketing
methods to suit the needs of Indian
consumers. It also highlights how India
became the fastest growing market for the
Tupperware company and how the
company developed to become one of the
leading direct selling companies of India.
The case also gives a note on the network
marketing industry in India and compares
the strategies of different direct selling
companies in the country. The teaching
understand the structure and nature of
competition in the Indian direct selling
market and its influence on the entry of
new players; (2) to understand the
challenges faced by a direct selling
multinational corporation in the unique
market of a large developing country; (3) to
highlight the importance of adapting the 3
Ps to a large developing country in order to
penetrate and achieve profitability; (4) to
examine the importance of customisation
of products by a foreign direct selling
company for success; and (5) to study the
importance of an innovative marketing
strategy for success in the direct selling
industry. The case is intended for
marketing management curriculum.
India; Network marketing; Large;
1996-2003
Tupperware company
KSA Technopak
Tupperware in India
Tupperwares product range
The Tupperware Model
Network structure
Distribution system
Marketing strategy
Customising products to Indian
needs
Advertising and promotion strategy
Direct selling
Amway
Network marketing industry in
India
Multi-level marketing
Modicare
16 pp
LIBRARY
7 pp
504-025-8 (5pp)
LIBRARY
69
Marketing
504-029-3
WESTEL (A) & (B): LEADERSHIP IN
MOBILE COMMUNICATION
Video
Bauer, A
Budapest School of Management,
Budapest University of Economic
Sciences and Public Administration
This video is to accompany the case series
504-029-1 and 504-030-1. After the case
discussion, the instructor can show the
video, in which WESTELs CEO explains
market development and the change in
positioning. The video opens up other
issues, providing more input to how
complex strategy is. These relate to the
role of information technology and suggest
that knowledge of customers provide a
future competitive advantage. The video
also includes three commercials.
Hungary; Telecommunication; 1 billion
euros; 1990-2000
Marketing strategy
Competition
Market entry
Telecommunication industry
Growth strategy
Competence
Fast growing market
19 min
FIELD
504-029-8 (10pp)
504-029-1
WESTEL (A): LEADERSHIP IN MOBILE
COMMUNICATION
Bauer, A
(504-029-1 and 504-030-1). WESTEL, the
market leading company in the fast
growing, oligopolistic mobile telephone
market in Hungary, has to craft defence to
maintain its position when Vodafone
threatens with a yet unknown entry
strategy, price competition or image-based
differentiation may be expected from the
new entrant. Management has to decide
on pre-emptive moves, as well as intensity
and timing of defence. The case
demonstrates the nature of innovative
growth strategies in a fast growing hightech market, and provides insights into
market evolution and the balancing
between profitability and growth. The case

is supported with extensive market and
financial data. In the accompanying video
(504-029-3), market dynamics and actual
competitive actions are explained with the
CEO of WESTEL. The case can be used in
courses on marketing, international
marketing and competitive strategy. Part
(B) provides information about strategic
actions and market developments up to
the end of 2001.
actions and market developments up to

the end of 2001.

euros; 1990-2000
Marketing strategy
Competition
Market entry
Growth strategy
Competence
Fast growing market
4 pp
31 pp
9-504-065
XM SATELLITE RADIO (B)
FIELD

euros; 1990-2000
Marketing strategy
Competition
Market entry
Growth strategy
Competence
Fast growing market
FIELD
504-029-8 (10pp)
Godes, DB
Ofek, E
504-029-8 (10pp)
504-030-1
WESTEL (B): LEADERSHIP IN MOBILE
COMMUNICATION
Bauer, A
(504-029-1 and 504-030-1). WESTEL, the
market leading company in the fast
growing, oligopolistic mobile telephone
market in Hungary, has to craft defence to
maintain its position when Vodafone
threatens with a yet unknown entry
strategy, price competition or image-based
differentiation may be expected from the
new entrant. Management has to decide
on pre-emptive moves, as well as intensity
and timing of defence. The case
demonstrates the nature of innovative
growth strategies in a fast growing hightech market, and provides insights into
market evolution and the balancing
between profitability and growth. The case
is supported with extensive market and
financial data. In the accompanying video
(504-029-3), market dynamics and actual
competitive actions are explained with the
CEO of WESTEL. The case can be used in
courses on marketing, international
marketing and competitive strategy. Part
(B) provides information about strategic
70
XM Radio has beaten its rival, Sirius, to

market and has become the first source
for satellite radio. Documents major
aspects of XM Radios launch strategy,
including the ads it used. Early reports
from partners and consumers are very
positive. If nothing else, XM Radio has
proven that people will pay for radio.
Nonetheless, its performance has revealed
that the market for this product is not
exactly what the company might have
thought. Provides data that allow students
to rethink the initial strategy in light of this
fact. Allows the class now to view the
problem from the perspective of the
industry leader. The teaching purpose is to
examine business model selection, new
product launch strategy, pricing, and
marketing strategy. Includes color exhibits.
2002
Business models
Competition
Decision making
Marketing strategy
Pricing
Product introduction
Services
Technology
8 pp
CASE (FIELD)
5-504-082 (21pp)
Production and Operations

Management
9B04D002
ACCURIDE CANADA INCORPORATED
House, D
Grasby, EMA
Accuride Canada Inc is a large
manufacturer of truck rims. A senior
manager considers a proposal to begin
installing valve stems on wheels produced
at the plant. In addition to the proposals
financial viability, there are several
qualitative issues to consider carefully
before making a decision. He must
present his recommendations to the other
members of the senior management team
within a few hours.
Contribution analysis
Net present value method
Operations analysis
8 pp
8B04D02 (6pp)
604-033-1
AND PIGLET, TOO...: A CASE OF
UNINTENDED CONSEQUENCES IN
AGRICULTURAL POLICY
Suder, G
CERAM, European School of
Business, Sophia-Antipolis
Pork nutrition and medication abuses are
found in the German agricultural sector,
veterinarians incarcerated, the Bavarian
heath minister resigning - Is this only the
top of the iceberg of yet another food
scandal that the European Union (EU)
struggles to control? How efficient are the
reactions of the regulatory framework in
this matter? Has the EU health and animal
welfare policy evolved since BSE, dioxin
and other cases in food (un-)safety? In
2001, Germany does not fulfil essential
requirements of EU directives and legal
provisions in feedingstuff, which is mainly
due to serious omissions in legislation and
procedures at federal level and major
implementation deficiencies at Lander
(individual state) level. In this case study, a
consultant to the European Commissions
Directorate General Agriculture is placed
into a context that sheds light on
organisational behaviour in a situation of
ambiguity in agriculture. It illuminates the

structural underpinning of an inherent
tendency of governmental regulation to
deviancies in organisational behaviour of
corporations which influence and minimise
effective control, ie unintended
consequences and ambiguity. Rules,
procedures and planning achieve
efficiency through adaptability to external
market forces. The vulnerability of farming
controls is compared to the continuous
flows or large batch or mass production.
Adaptability is built in to agricultural
organisations to produce more flexibility
than in factories. Given this, in the
intrusion of inspectors and the external
application of rules to farming, farmers can
more readily offer a variety of possible
valid explanations for variations in
production, and exploit opportunity
structures mingling the legal and the illegal
in the organisation. An important part of
the case study examines the evolution of
control and product tracing since the main
European food scandals of that time.
Germany, Austria, Switzerland;
Agriculture
Agriculture
Europe
Food scandals
Integration
Public policy
Control
Organisational behaviour
Cost of production
Ambiguity
Product tracing
Distribution
Food policy
Regulations
Illegal
14 pp
LIBRARY
604-033-8 (6pp)
9B04D009
ASIMCO INTERNATIONAL CASTING
COMPANY (A)
Klassen, R
Liu, S
71
ASIMCO International Casting Company, a

joint venture between ASIMCO and
Caterpillar, had recently finished several
major projects designed to upgrade the
manufacturing capabilities in its foundry.
The plant was now under significant
pressure to increase revenue, and had
received an invitation to bid on a new
customer order. While this order might
provide the ideal opportunity to further
upgrade its process technology and
capabilities, significant challenges were
presented by several critical product
characteristics. Alternatively, the plants
limited resources could focus on meeting
the internal needs of one of its partners.
Caterpillar was expected to authorize test
runs of two new products soon; however,
the annual production volumes were very
uncertain.
Process design, change
Technology
18 pp
9B03D010
ATLANTA SYMPHONY ORCHESTRA
Menor, L
Colazo, J
The Atlanta Symphony Orchestra,
conducted by its newly appointed music
director, performed a rarely heard
composition. The musical performance
was, by all accounts, superb. While most
in the audience cheered the performance,
a few of the audience members stormed
out of the concert hall. These audience
members were largely reacting to the
high-tech mixed media show designed by
a well-known artist that accompanied the
performance. This performance was one
of the Atlanta Symphony Orchestras
recent occasional and innovative breaks
from concert tradition. The vice-president
and general manager of the Atlanta
Symphony Orchestra recognized that
opportunities existed onstage and offstage
for broadening and enriching the
orchestras services and the concert
experiences of its audience, in order to
facilitate growth.

Services
Service operations
Arts administration
22 pp
604-022-1
CARREFOUR: MANAGING THE
GLOBAL SUPPLY CHAIN
Gupta, V
Prashanth, K
France based Carrefour (the second
largest retailer in the world) is believed to
be the most global retailer with its
operations spread out all over the world.
Managing a global supply chain is a very
difficult and complex task. The case
examines the supply chain management
practices of Carrefour and describes how it
managed its supply chain including
procurement, logistics and warehouse
management, globally. It explains how the
company customised its supply chain
operations according to the countries in
which it operated. The case also discusses
the use of information technology by
Carrefour to enhance its supply chain
efficiency. This case is structured to
enable students to: (1) understand the
global supply chain management practices
of a leading retail company; (2) recognise
the need for customising a companys
supply chain operations according to the
various countries in which it operates;
(3) study the importance of an efficient
procurement, logistics and warehouse
management system in maximising reach,
cost and waste reduction and value
creation for a company and it supply chain
partners; (4) realise the importance of
information technology tools in leveraging
supply chain efficiency of a retailer; and (5)
appreciate the benefits that accrue to a
retailing company due to the use of an
efficient global supply chain management
system. The case is targeted at
MBA/PGDBA students and is to be
included as part of the production and
operations management curriculum. The
of the case.
France; Retailing; Large; 1991-2004
Carrefour
Global supply chain
Procurement
Logistics management
Warehouse management
Evaluation of global suppliers
Cross docking
Information technology in supply
chain management
Customising the supply chain
Global sourcing
11 pp
LIBRARY
604-022-8 (4pp)
9B04D003
COLT COMPANIES
Haywood-Farmer, JS
Benke, N
Colt Companies provides engineering
design, procurement and construction
services to the oil and gas industry. The
company president knew that to continue
to grow, the company needed to expand
its service offerings or its geographic base.
He was considering expansion into the
United States, which had a lot of
prospective benefits, but also some
drawbacks; among others, the company
perceived the engineering contractor
market was mature and highly
competitive. The company had several
expansion options: build its business
slowly on its own; tender an initial public
offering and provide existing partners with
shares in the new public company, and use
the cash to acquire other firms; go forward
with an acquisition based on debt rather
than equity; or merge with a private
competitor. The president was expected to
choose a strategy and champion his case
to the board of directors.
Consulting
Management of professionals
Growth strategy
Professional firms
16 pp
604-049-1
COMPAA CERVECERA DE
NICARAGUA SA (A)
Ziga Sena, R
Ayca Vargas, J
INCAE, Nicaragua
(604-049-1 and 604-050-1). Compaa
Cervecera de Nicaragua faces competition
as transnational companies enter the
Central American region. The new
competitors have entered the market by
means of strategic fusions, acquisitions
and alliances. In spite of new investments
not yet having come to Nicaragua, the
management of the brewery wishes to be
prepared for the new rules of the game.
The brewery tries to improve the
distribution channels, to make them more
efficient, less expensive and more
competitive. The brewery faces the
challenge of analysing the number and
location of agencies in the country, in order
to evaluate modifications, which can
include the selection of appropriate
locations for the agencies, the closing or
opening of agencies and the allocation of
points of sale. The case is designed to use
the method of gravity, for which auxiliary
calculations are included as part of the
teaching note supplement (604-049-9). A
Spanish translation is available
E604-049-1.
72
Nicaragua; Brewing industry; Income

$60 million per year; 2003
Production
Facilities location
Brewing industry analysis
Logistics
Distribution
Final product transportation
29 pp
FIELD
604-049-8 (7pp)
604-049-9 (s/w)
E604-049-1
COMPAA CERVECERA DE
NICARAGUA SA (A)
Spanish translation
Ziga Sena, R
Ayca Vargas, J
INCAE, Nicaragua
(E604-049-1 and E604-050-1 and is in
Spanish). Compaa Cervecera de
Nicaragua faces competition as
transnational companies enter the Central
American region. The new competitors
have entered the market by means of
strategic fusions, acquisitions and
alliances. In spite of new investments not
yet having come to Nicaragua, the
management of the brewery wishes to be
prepared for the new rules of the game.
The brewery tries to improve the
distribution channels, to make them more
efficient, less expensive and more
competitive. The brewery faces the
challenge of analysing the number and
location of agencies in the country, in order
to evaluate modifications, which can
include the selection of appropriate
locations for the agencies, the closing or
opening of agencies and the allocation of
points of sale. The case is designed to use
the method of gravity, for which auxiliary
calculations are included as part of the
teaching note supplement (E604-049-9).
Production
Facilities location
Brewing industry analysis
Logistics
Distribution
Final product transportation
30 pp
FIELD
E604-049-8 (7pp)
E604-049-9 (s/w)

604-050-1
COMPAA CERVECERA DE
NICARAGUA SA (B)
Zuniga Saena, R
Ayca Vargas, J
INCAE, Nicaragua
(604-049-1 and 604-050-1). Case (A)
presented the Compaa Cervecera de
Nicaraguas necessity to improve its
channels of distribution before the
entrance of competition. The management
needed to take investment decisions on
the definitive location of its centers of
distribution. Case (B) deepens the
analysis. Elements are introduced, such as
costs of transport between each pair of
points of demand that the brewery covers,
and distances that separate those points.
These elements will allow students to
make use of linear programming as a tool
in the decision-making. In addition, the
case presents qualitative elements that
have to be included in the decision about
where the agencies will be located and the
demand points that each one of these will
take care of. Some of these elements are:
characteristics of the territory, state of the
road network, characteristics of the
agencies before the decision and presence
in the most important markets. A Spanish
Facilities location
Distribution
Linear programming models
Transportation
Minimization of costs
14 pp
FIELD
604-050-8 (25pp)
604-050-9 (s/w)
E604-050-1
COMPAA CERVECERA DE
NICARAGUA SA (B)
Spanish translation
Zuniga Saena, R
Ayca Vargas, J
INCAE, Nicaragua
(E604-049-1 and E604-050-1 and is in
Spanish). Case (A) presented the
Compaa Cervecera de Nicaraguas
necessity to improve its channels of
distribution before the entrance of
competition. The management needed to
take investment decisions on the definitive
location of its centers of distribution. Case
(B) deepens the analysis. Elements are
introduced, such as costs of transport
between each pair of points of demand
that the brewery covers, and distances
that separate those points. These
elements will allow students to make use
of linear programming as a tool in the
decision-making. In addition, the case

presents qualitative elements that have to
be included in the decision about where
the agencies will be located and the
demand points that each one of these will
take care of. Some of these elements are:
characteristics of the territory, state of the
road network, characteristics of the
agencies before the decision and presence
in the most important markets.
Facilities location
Distribution
Linear programming models
Transportation
Minimization of costs
16 pp
FIELD
E604-050-8 (25pp)
E604-050-9 (s/w)
604-031-1
COMPETITIVE ADVANTAGES OF
JAPANESE AUTOMOBILE
MANUFACTURERS
Sumit, KC
Hansa, I
Despite a late entry in the global
automobile industry and the devastation
caused by the two World Wars, Japans
automobile industry witnessed a rapid
growth that transformed the country into
the worlds leading automobile
manufacturer by the turn of the 21st
century. One of the major reasons behind
this success had been the radical
Japanese production system, devised by
Taiichi Ohno of the Toyota Motor
Company. The Toyota production system
or the lean production system, as it was
called, focused on the elimination of waste
at every step of the manufacturing
process, empowered employees to take
decisions for solving problems and helped
to build conducive relations between the
manufacturers and their suppliers. This
resulted in a slew of high quality, low cost
cars from Japan that put enormous
competitive pressures on carmakers from
other nations, especially the big three
(General Motors, Ford and Chrysler) of the
US. The case helps in understanding the
factors that have made the Japanese
production system a benchmark for the
global automobile manufacturing business.
Japan; Auto manufacturing; 2004
Toyota production system
Lean production
Toyota
Honda
Nissan
Japanese automobile industry
Kanban
Big three
Mass production
73
Lean supply chain

Benefits of lean production
Philosophy behind Toyota
production system (TPS)
Lean design and development
Kaizen
Just-in-time
10 pp
LIBRARY
604-035-1
CONEXIONES DE CALIDAD, SA
Sprague, LG
School (CEIBS)
Conexiones de Calidad (ConCal)
specialises in the manufacture of electrical
and electronic components and
connectors in 8 locations in Europe. This
case is set in one of their Spanish
operations,with the focus on job
scheduling in assembly operations. Line
supervisors develop detailed weekly work
schedules, including the design of manual
assembly lines, trading workers among
the six Assembly Groups as needed. The
line supervisors also set up the lines and
manage them throughout the week.
Management is about to invest in an ERP
(enterprise resource planning) system.
Two of the candidate vendors propose to
automate the line supervisors tasks as
part of the implementation. Students can
develop detailed work plans for the week,
including the design of five manual lines.
From this exercise, the implications of
automating the task within an ERP/APS
(advanced production systems)
implementation can be evaluated.
Spain; Electronic components; 150
employees at this site; 2000
Assembly operations
Production Scheduling
Manufacturing management
Workforce assignment and
management
ERP (enterprise resource planning)
and APS (advanced production
systems)
Job scheduling
15 pp
GEN EXP
9B04D005
DR MICHAEL TRAVERS, DDS
Haywood-Farmer, JS
Andreou, S
The sole practitioner of a small dental
office must decide whether to purchase
equipment that would allow his practice to
make its own dental crowns or continue
with sending this process out to a dental
laboratory. Adopting the necessary
equipment to make the crowns would
require a large capital investment and
change the process for fitting a patient. He

must evaluate the purchase and determine
the effects on product and service quality.
Make or buy decision
Process analysis
Services
Technological change
19 pp
9B04D007
FAMILY PIZZA NIGHT AT THE BALA
BAY INN
Haywood-Farmer, JS
Balodia, A
McCormick, S
During the summer, a popular hotel and
restaurant must turn away customers
whenever it offers its once a week family
pizza buffet. With summer season fast
approaching, the managers and owners of
Bala Bay Inn must evaluate the process
and capacity of the restaurant and identify
bottlenecks in the process to determine
what can be done to accommodate the
demand.
Capacity analysis
Process analysis
Bottlenecks
Process design, change
10 pp
8B04D07 (7pp)
604-030-1
FINDING FREE LUNCHES: NEW WAYS
TO MEASURE AND MANAGE
PRODUCTIVITY
Maital, S
Tel Aviv
There are no free lunches, Nobel
Laureate Milton Friedman once said. He
meant that every time we consume real
resources, there is an economic cost;
someone always provides and pays for the
corned beef on rye, hold the mustard. But
growing numbers of companies are using
an economic concept known as total factor
productivity (TFP), or multi-factor
productivity, to identify and capture
enormous free lunches. They do this by
squeezing more production and sales out
of existing resources. The beauty is, when
they succeed the results go directly to the
bottom line. In times of global deflation,
when falling prices put severe pressure on
profits and profit margins, TFP free-lunch
gains are positively life saving. This case
study discusses measuring productivity in
order to maximise outputs.
Productivity
Total factor productivity (TFP)
Multi-factor productivity
6 pp
GEN EXP
604-024-1
GENETICALLY MODIFIED FOOD
DONATIONS AND THE COST OF
NEUTRALITY: LOGISTICS RESPONSE
TO THE 2002 FOOD CRISIS IN
SOUTHERN AFRICA
Van Wassenhove, LN
Tomasini, RM
Set during the 2002 Southern Africa food
crisis the case describes the design and
implementation of a humanitarian logistics
operation for the distribution of food
donations in the Southern Africa
Development Community (SADC). This
complex operation affected by severe
drougths, economic downturn, poor
access to recipients and the HIV
pandemic, takes an unexpected turn when
Zambia rejects the donations upon finding
traces of genetically modified organisms
(GMO). This forces agencies to redesign
their assistance strategy and challenges
the ongoing plans with new bottlenecks,
costs, and delays. In the end the
operations suceeds in light of the
co-ordination support provided by the
implementing agency, World Food
Programme (WFP). The case aims to:
(1) discuss the differences between
supply chain management in for-profit and
humanitarian organisations, and more
specifically, the need for agility in supply
chain management; (2) analyse the
concept of humanitarian space and
principles, ie the difficult balancing acts to
accomplish a mission while constantly
interacting with governments and private
sectors; and (3) unravel the ethical issues
involved in distributing or offering
genetically modified food.
Zambia, Lesotho, Mozambique,
Malawi, South Africa, Zimbabwe,
Swaziland; 2001
Humanitarian operations
Genetically modified organisms
(GMO)
World Food Programme (WFP)
Supply chain logistics
Ethical donations
Food aid rejection
SUMA
Food distribution
that this area has been experiencing

problems, however, he is not sure he has
enough information to make the decision
and instructs the manager of the
department to provide a cost-benefit
analysis and alternatives.
Decision analysis
Capital investment
Equipment investment
Management training
7 pp
604-036-1
HEWLETT-PACKARD: PERFORMANCE
MEASUREMENT IN THE SUPPLY
CHAIN
Slagmulder, R
Van Wassenhove, LN
Grottoli, D
In a maturing market, HPs attention
moved from Return on Sales to Return on
Net Assets. Mismatches between
demand and supply, aggrevated by a long
supply chain, were a burden on profit. HP
realised that conventional logistics costs
(warehousing, inventories, transport) were
only the tip of the iceberg. Hidden
underneath were large costs due to price
protection, material devaluation, returns
and obsoletes (Inventory Driven Costs).
Uncovering all true demand/supply
mismatch costs allowed HP to redress the
situation and restore competitiveness. The
case aims to illustrate the strategic impact
of supply chain management and the
increasing cost of supply/demand
mismatches. To enable sound decision
making (eg in prioritising supply chain
improvement projects), a clear link needs
to be established between supply chain
performance indicators and bottom-line
impact.
France and US; ITC; Revenue US$56.6
billion; 1998-2003
Performance measurement
Inventory-driven costs
Financial performance
15 pp
FIELD
20 pp
LIBRARY
604-024-8 (16pp)
604-026-1
MANUFACTURING STRATEGY AT
SICO
9B03D006
GREENLANDS GENERAL HOSPITAL
PORTERING
Gosselin, Y
Sico Inc
Tchokogu, A
Duguay, CR
HEC, Montreal
Haywood-Farmer, JS
Shepherd, L
The vice-president of rehabilitation and
support at a hospital must decide if the
request from a department to automate
and track the dispatch of porters within the
hospital is the best solution. He is aware
74
With sales of roughly $220 million CAN in

1993, sico had become a leader in
architectural painting in eastern Canada on
the strength of its sales force and wise
acquisitions. Mr Lortie, the company
owner, wanted to extend Sicos markets in
northeastern North America. He was
convinced that Sico could become a world-

class producer. Yves Gosselin, the
operations vice-president was newly
appointed for this objective. During his
review of Sicos competitive situation to
establish his diagnosis, he received a large
number of suggestions from his
associates regarding both structures and
infrastructures of Sicos manufacturing
system. He is assessing how to prioritise
the various actions identified: reducing the
number of plants, standardising paint
formulas, streamlining the product line and
suppliers, integrated production planning,
process improvement. This case was
sponsored by the Indiana University CIBER
Case Collection.
Northeastern America; House paint; 960
employees; 1994
Operations strategy
Change management
Production planning
World class manufacturing
15 pp
FIELD
604-026-8 (9pp)
advantages of the same; (4) to discuss the

relative merits and demerits of the push
and pull manufacturing systems; and (5) to
analyse the benefits of including
e-commerce initiatives in the companys
operations. The case is aimed at
MBA/PGDBA students and is meant to be
part of the production and operations
USA; Consumer appliances; Large;
1992-2003
Whirlpool Corporation
Electronic data interchange (EDI
Global procurement
Push and pull manufacturing
E-initiatives
Inventory management
On-line shopping
Demand management
Outsourcing
Appliance industry in the US
Maytag
Electrolux
Globalisation of key functions
NV Philips
604-029-1
QUALITY MANAGEMENT AT THE
NATIONAL ARCHIVES OF SINGAPORE
Quazi, HA
ONeil, E
In late 2000, Mr Pitt Kuan Wah, Director of
the National Archives of Singapore (NAS),
was in the position to implement an
organisation-wide quality assurance
system. His task was to assess and
compare the following options: Singapore
Quality Award for Business Excellence
(SQA), ISO 9000, Six Sigma, to create
in-house guidelines, and to select the most
appropriate system to implement within
the NAS.
Singapore; Government; public;
Non-profit sector; Small; 2000
ISO 9000 international standards
Quality assurance systems
Government bodies
Singapore Quality Award
15 pp
14 pp
FIELD
LIBRARY
604-029-8 (7pp)
604-023-1
OPERATIONS AT WHIRLPOOL
Dutta, S
Regani, S
Pillai, P
This case discusses the operations
management processes adopted by
Whirlpool. The case begins with a detailed
description of the history of Whirlpool. It
describes how Whirlpool grew from being
a small firm manufacturing wringer
washers in 1911, to becoming one of the
most wellestablished brands in the world
appliance market by the early 2000s. The
case explains the various initiatives on
operations management taken up by
Whirlpool. It also explains the reasons
behind the company changing its
manufacturing strategy from a push
system to a pull system and further to a
hybrid push/pull system. The case then
gives a detailed description of the
e-inititiatives taken up by Whirlpool. By
1999, Whirlpool started using electronic
data interchange (EDI) as a part of its
supply chain inititiative, in order to cut
down on expenses. In September 2002, it
decided to leverage on the e-commerce
boom and launched an on-line sales
programme calle e-Partner. Whirlpool also
decided to outsource some of its logistics
activities to third parties so that it could
concentrate on its key processes. The
understand the evolution of a major
appliance manufacturer in the world; (2) to
critically analyse the operations of an
appliance manufacturing company and the
reasons for their initiation; (3) to
understand the rationale behind the
globalisation of key functions and the
604-023-8 (4pp)
604-034-1
ROCHE DIAGNOSTIC SYSTEMS (A)
UVA-OM-1018M
OUR DAILY BREAD CO
Multimedia case
Kamalini, R
Administration
Our Daily Bread is a small boutique bakery,
producing a variety of daily and specialty
breads. At the time the case was written,
they had excess capacity, and were
considering several options to increase
revenues by entering the wholesale bread
production business. The case allows
students to perform process analysis in a
multi-product setting with seasonal
demand and to evaluate the impact on
capacity, as well as the profitability, of
potential wholesale orders. The case also
enables analysis of the option to purchase
new equipment. This is a multimedia
supplement that highlights the stages in
bread making, and provides a birds eye
view of the entire operation. This
supplement can be provided to students in
advance of class, or shown in class. The
version.
Capacity analysis
Cost analysis
CD-ROM
FIELD
UVA-OM-1018MTN (CD-ROM)
75
Teboul, J
Chick, S
(604-034-1 and 697-040-1). Roche
Diagnostics Division designs,
manufactures and markets a range of in
vitro diagnostic systems that consist of
electronic instrumentation and chemical
reagents. Case (A) sets the scene in 1991.
It describes the launch of a service quality
process to improve service from
headquarters to subsidiary companies and
eventually from subsidiaries to end
customer. The actions taken included a
launch event and the publication of
service standards in a booklet for all headoffice staff which expressed what the
subsidiary expected in terms of service.
Error chasing groups were formed but did
not produce actionable results. But this
change process generated few concrete
results. Case (B) shows how the entire
approach needed to be re-evaluated by
introducing and publicising key
measurements and by integrating the new
practices into the normal operations, and
how the company managed to achieve
impressive results in climate change,
alignment of headquarters to subsidiaries,
and final customer delight and loyalty.
Objectives - Quality and service
continuous improvement process. How to
put into place internal and external
measurements. Role of line management
in assuring action in service quality.
Getting buy-in and internal marketing.
Tying actions to reward and appraisal

systems. Benchmarking. The leaking
bucket model (keeping customers loyal
and/or getting new customers in). Key
success factors in a major change of
orientation. This case contains colour
exhibits. This case was previously
numbered 697-039-1.
Switzerland; Medical diagnostic
systems; 55,000 employees; 1990-1995
Roche Diagnostic System
Change management
Customer delight
In vitro diagnostic systems
Customer loyalty
Electronic instrumentation
Leaking bucket model
Quality of service
14 pp
FIELD
697-039-8 (19pp)
604-028-1
SEATEK SYSTEMS PTE LTD
Tang, HK
When the phone rang, Mr YK Lang,
General Manager of Seatek Systems in
Singapore, was considering his
alternatives after a sobering meeting with
the two PERT Associates consultants,
who demonstrated why the M2K data
logger would fail in the field. Mr Lang,
said the contract manager of InduCorp
icily, if you cant offer a satisfactory
solution to the field problems by
1 September 2001, consider the contract
for the supply and installation of 500 M2K
terminated... Oh, we also reserve the right
to pursue compensation. Mr Lang looked
at the calendar and murmured to himself,
six weeks left!
Singapore; Industrial products, tools
and machinery; Large; 2001
9 pp
FIELD
604-028-8 (3pp)
604-027-1
ST MICROELECTRONICS:
PARTNERING FOR PROFIT
Tang, HK
Gleave, T
It is December 2000 and Jerome Roux is
preparing for a meeting with Mr Liu Jin,
President of China-based Suanpan
Company Limited (Suanpan). As the
person responsible for marketing ST
Microelectronics (STs) Discrete and
Standard Products Group (DSG) in Asia,
Rouxs objective for the meeting is to
establish mutually agreed upon sales and
market share goals for the coming year.
The meeting is important to Roux because

Suanpan is one of STs largest distributors
in Asia. At the same time, the
semiconductor industry is experiencing
intense competition which has led to
sustained downward pressure on prices
and profit margins across many product
categories, including those in the DSG
family. These pressures have led ST to
shift its product mix towards higher valueadded items which, in turn, is impacting
the companys relationship with its
distributors. To facilitate the shift in
product focus, Roux and his team have
developed a so-called Roadmap business
planning tool. Given that the Roadmap is
still in its infancy and that STs expected
sales targets are admittedly aggressive,
Roux knows that he will have difficulty
trying to convince the likes of Mr Liu to
adopt the new planning tool. In addition,
he recognises that certain cultural
differences could also potentially impede
its acceptance. Therefore, in preparation
for the meeting with Liu, Roux must
review the merits and drawbacks of the
Roadmap in order to be able to counter any
possible resistance, as well as
substantiate the sales and marketing share
goals that he is proposing.
Singapore; Electrical equipment; Large;
2000
Business planning
Total quality management
techniques
Distributor relationships
14 pp
FIELD
604-027-8 (9pp)
604-032-1
THE EVOLUTION OF THE TOYOTA
PRODUCTION SYSTEM
Sumit, KC
Hansa, I
After World War II, engineers and
managers from the Toyota Motor
Company undertook a pilgrimage to the
US and visited the plants of auto giants like
General Motors and Ford to study the
production system of the US carmakers.
During this trip, Toyotas people noticed
many inherent flaws in the mass
production system of the US carmakers
that generated a lot of waste at every step
of the production process. The mass
production system was also found out to
be unsuited for the then small and
fragmented Japanese automobile market.
Taiichi Ohno, then a Plant Manager at
Toyota (who later became the Executive
Vice President), was given a mission to
develop a manufacturing system that used
the assembly line, but was still flexible
enough to enable low production volumes.
The result was the Toyota production
system (TPS). Popularly known as the
76
Toyota way, this system was the driving

force behind Toyotas phenomenal
success, with the company becoming the
worlds second largest automaker with a
11% market share at the end of 2003. This
case helps in understanding the evolution
of the Toyota production system and
establishes it as distinct from other
manufacturing systems and the backbone
behind Toyotas phenomenal success.
Toyota
Toyota production system (TPS)
Taiichi Ohno
The Toyota way
Principles of the Toyota way
Lean production
Just-in-time (JIT)
Kanban
Kaizen
Poke yoke
Heijunka
Mass production
US big three
Genchi genbutsu
11 pp
LIBRARY
9-604-092
THE SALT LAKE ORGANIZING
COMMITTEE: 2002 OLYMPICS
Bowen, HK
Purrington, C
LaPierre, BC
After 2-1/2 years of effort, Fraser Bullock,
COO of the 2002 Winter Olympics, faced
projected deficits and post-9/11 security
requirements only five months before the
opening ceremony. Summarizes the
organizational structure and processes put
in place by Bullock and CEO Mitt Romney,
as well as how they created systems and
culture to endow effective working
knowledge to the 90% of their staff who
started working two weeks before the
games began. The teaching purpose is to
focus on the role of the operating manager
in designing the organization and systems
for successful execution of the 2002
Winter Olympics. To learn the practices
and framework for planning, organizing,
and co-ordinating a massive project and
discover how testing and validation reduce
risk and uncertainty when planning a onetime event such as the Olympics.
Employees 50,000; Event start date
Management controls
Planning
Risk management
Sports
Uncertainty
Volunteers
21 pp
CASE (FIELD)

604-025-1
TOYOTA PRODUCTION SYSTEM
Muthu, K
Toyota Motor Corporation (Toyota) is
Japans largest and the worlds fourthlargest automobile manufacturer. This
case discusses the building blocks of the
Toyota Production System, (TPS). TPS
main objectives are to eliminate waste,
reduce costs and respond quickly to the
changing customer needs. TPS
concentrates on continuous flow of
products in factories in order to match
demand and supply. An important feature
of TPS is reduced set up time. This
enables even small batches of cars to be
produced efficiently. Kaizen (continuous
improvement) introduced in 1960,
emphasises that a day should not pass
without some kind of improvement in the
organisation. Jidoka (Automation)
emphasises the addition of an element of
human judgement to automated
equipment. In addition to various
improvements in the manufacturing
process, Toyota has also re-engineered its
relationships with vendors. Various
elements have combined to form Toyotas
world-class production system. That is
why competitors find it difficult to
replicate.
Japan; Automobile; Worlds fourth
largest; 2004
Toyota production system
Jidoka
Operations cars study
Kaizen
Kanban
Plastics
Welding
Assembly
Organised kaizen
Pokayoke
Automation
Camry
Corolla
23 pp
LIBRARY
9B04D004
WHEELS GROUP: EVOLUTION OF A
THIRD-PARTY LOGISTICS SERVICE
PROVIDER
Johnson, PF
Sartor, M
The president of Wheels Group and the
founder and major shareholder of the
company, are evaluating alternatives with
respect to pursuing the goal of doubling
the companys revenues over the next five
years. However, the alternatives
presented to them reveal a tension
between two competing growth
strategies: (1) an asset based growth
strategy; and (2) a non-asset based growth
strategy. A decision is required with
respect to which opportunity to pursue,
recognizing that both strategies cannot be
pursued simultaneously. Complicating the
decision is the fact that approximately 75
per cent of the companys revenues are
currently derived from non-asset-based
activity. The opportunity is provided to
explore issues associated with developing,
evaluating and implementing business
strategy within the third-party logistics
industry.
Logistics
Transportation
Strategic planning
17 pp
8B04D04 (18pp)
77
Strategy and General

Management
IMD-3-0906-S
4M TECHNOLOGIES: FUNDING THE
OPTICAL DISC REVOLUTIONS
Presentation file
Leleux, B
Schupbach, M
IMD, Lausanne
This is a Powerpoint presentation file that
outlines the major issues of the case
IMD-3-0906. The case abstract is as
follows: This is a corporate
entrepreneurship and technology
management case investigating the
financial and strategic dilemmas facing an
extremely fast growing company striving
to become the leading producer of optical
disc integrated manufacturing systems in
the world. Built from the ground up in the
90s in Switzerland, the company was still
smaller than some of its key global
competitors and heavily burdened by the
debt it had taken on to establish its
position in this high-technology market. To
finance such an aggressive growth, the
company relied mostly on bank financing
and an equally aggressive use of supplier
credit and customer prepayments,
permitted only by the quality of its
business relationships with those parties.
But these arrangements had run their
course and it was time for the company in
the fall of 1999 to put its house in order
financially to tackle the operational
challenges ahead. The company is thus
contemplating an IPO but a number of
questions remain unsolved, such as where
to list or even whether to list at all. The
case is intended for undergraduate,
graduate and executive education
students to confront the realities of a
wildly successful company facing an even
more tempting and threatening future
growth period. It is a great reminder of the
challenges of growth in technologyintensive industries. It is also a great
introduction to the new growth-equity
markets in Europe, such as Neuer Markt,
Easdaq, the Nouveau Marche, NMAX and
others, which appeared in the later part of
the 90s, offering new channels for the
funding of technology companies. The
case is accompanied by a CD-ROM
(IMD-3-0906-V) video of 9 minutes
illustrating the activities of 4M
Technologies and presenting some of the
major actors, such as Adel Michael, the
companys founder, CEO and Chairman of
the Board. Finally, the case makes
reference to the URLs of major players in
the industry. So that an updated industry

analysis can be requested from
participants as preparation before the
classroom discussion or during the class
period.
Switzerland; Optical disk integrated
manufacturing systems; US$140 million
expected turnover in 1999; 1999
Guerilla financing
Growth management in technology
Initial public offerings (IPO)
New equity markets for growth
Finance and strategy interaction
s/w
FIELD
IMD-3-0906-T (15pp)
IMD-3-0906-V
4M TECHNOLOGIES: FUNDING THE
OPTICAL DISC REVOLUTIONS
Video on CD-ROM
Leleux, B
Schupbach, M
IMD, Lausanne
This CD-ROM based video accompanies
the case 4M Technologies: Funding the
Optical Disc Revolutions (IMD-3-0906).
The video illustrates the activities of 4M
Technologies and presents some of the
major actors, such as Adel Michael, the
companys founder, CEO and Chairman of
the Board. There ia also a Powerpoint
presentation file outlining the major issues
of the case (IMD-3-0906-S).
Switzerland; Optical disk integrated
manufacturing systems; US$140 million
expected turnover in 1999; 1999
Guerilla financing
Growth management in technology
Initial public offerings (IPO)
New equity markets for growth
Finance and strategy interaction
9 min
304-181-1
AAJ TAK NEWS CHANNELS
SUCCESS STORY
Dutta, S
Jampani, S
Aaj Tak, a 24 hours Hindi news channel in
India, was launched in December 2000.
Since then, the channel has maintained its
lead in viewership in the news segment.
The case explores the reasons for the
success of Aaj Tak. It examines the
background of the channel and the
circumstances that led to its launch. The
case also draws a comparison between
Aaj Tak and its competitors such as Zee
News, Sahara Samay National, NDTV India
(Hindi), Star News, and DD News. It also
takes a look at the news channels market
in India and at the future outlook of Aaj Tak.
The teaching objectives of the case are:
(1) to understand the strategies adopted
by a news channel to differentiate itself in
a cluttered market; (2) to understand the
role of programming for success in a
crowded market; (3) to understand the role
of branding for success in a cluttered news
channel market; (4) to understand how a
new entrant can differentiate itself from
existing players; and (5) to understand the
impact of change in government
regulations on the future of cable and
satellite channels.The case is intended for
MBA/PGDBM level students for the
strategy and general management
curriculum
India; Infotainment; Large; 2000-2004
Aaj Tak
India Today Group
NDTV
Sahara Samay
DD News
Headlines Today
Conditional access system
TVTN
Mobile uplinking
Hindi news channels
Differentiation strategy
Programming strategy
TAM ratings
Indian Telly Awards
Cable and satellite channels market
13 pp
LIBRARY
FIELD
IMD-3-0906-T (15pp)
79
304-181-8 (5pp)

304-234-1
ABRAKE: SURVIVING THE
FRANCHISEE REVOLT
Beere, R
Mc Namara, P
University College Dublin Business
Schools
During the height of the Irish Celtic tiger
Abrakebabra, the countrys largest fast
food franchiser, faced a serious revolt by
its franchisees. Abrakebabra had lost its
focus. At a time when 80% of group sales
came from independent franchisees,
management at Abrakebabra spent 80%
of their time focused on the small number
of restaurants that Abrakebabra owned.
Unhappy with the value provided by
Abrakebabra management, franchisees
sought to renegotiate the 7% in levies on
gross sales paid to Abrakebabra. In
response to the revolt Abrakebabra
franchised out its remaining restaurants
and became a 100% franchise operation
with new, franchisee focused, control
systems. The case explores how
Abrakebabra created and captured value
through a series of control systems that
recognise goal conflict between the
franchiser and franchisees. These include
new franchisee selection systems,
detailed control systems that ensure
conformity of customer service across all
franchisee restaurants, and simple
mechanisms to minimise cheating by
franchisees on the reporting of their sales.
The teaching note analyses the case from
an agency theory and control systems
perspective.
Ireland; Fast food; Small to medium
sized enterprise; 1997-2003
Control systems
Strategy
Agency theory
Principal
Agent
Goal conflict
Adverse selection
Restaurant
Entrepreneurship
Executive interviews
European
Franchising
Renewal
Turnaround
Organisation development
13 pp
FIELD
304-234-8 (12pp)
304-141-1
ADIDAS-SALOMON: INCORPORATING
RISK INTO CORPORATE STRATEGY
Vedpuriswar, AV
Arun, K
Adidas-Salomon (adidas) is famous for its
sports shoes. The company also offers
apparel and other accessories. Adidas has
sponsorship deals with popular US football

and basketball stars, as well as the New
York Yankees. The company faces many
risks-marketing risks, operations risks,
social and environmental risks, legal risks,
information technology risks and financial
risks. The case outlines these risks and the
mechanisms adidas employs to deal with
them. MBA students, as part of the
business strategy course, will find the
case useful in understanding good risk
management practices.
Global; Sporting goods; $68,372 million
Adidas-Salomon
Corporate strategy
Risk
Athletic shoes
Adi and Rudi Dassler
Risk management
Marketing risks
Operation risks
Social and environmental risks
Legal risks
Information technology risks
Financial risks
Currency risks
Interest rate risk
Credit risk
9 pp
LIBRARY
304-140-1
AGILENT TECHNOLOGIES:
INCORPORATING RISK INTO
CORPORATE STRATEGY
Ravi, M
Agilent Technologies (Agilent) is a leading
supplier of electronic test and
measurement products, including data
generators, multi-meters, and
oscilloscopes. It was formed in 1999 with
the spin-off from Hewlett-Packards
measurement business. Agilent faces
many risks. Recovery in the telecom
markets is not expected for some time.
Agilent has also seen a drop in the
recovery of the semiconductor and
associated semiconductor capital
equipment markets. Agilents future
depends significantly on the pace of
recovery in these markets. Agilent has
frozen hiring and reduced all discretionary
spending. The company has also initiated
short-term closures of plants to reduce
production levels. Agilent believes that it
has the cost structure as well as innovative
products to compete effectively. As
competition increases, it remains to be
seen how Agilent will cope with
uncertainty in the years to come. The case
helps MBA students understand how a
company can integrate risk management
in strategic planning.
Global; Test and measurement
instruments; $6 billion sales in 2003;
1940-2003
Agilent technologies
Hewlett-Packard (HP)
80
Computer peripherals
Test and measurement products
Life sciences
Chemical analysis
External defibrillations
Signal processing tools
General purpose test equipment
Circuit testing
DNA analysis
Heartstream
12 pp
LIBRARY
304-250-1
AMERICA ONLINE: TIME WARNER
MERGER: WHY IT FAILED
Srikanth, G
Deepak, V
America Online (AOL) and Time Warner
announced their merger on 10 January
2000 to create the worlds first fully
integrated media and communications
company with a market capitalisation of
$350 billion. While AOL would have
access to the high-speed broadband cable
network of Time Warner, Time Warner
expected itself to be catapulted into the
Internet big league by virtue of the
merger. The merger faced stiff resistance,
largely from the consumer groups and its
competitors, who wanted the combined
firm to open up its cable networks and
allow rival entertainment companies to
stand on an equal footing. Even as the
merger was finally allowed to proceed by
the Federal Trade Commission on
11 January 2001, the market capitalisation
was already sliding downwards with falling
share prices due to investor confusion
over the fate of the merger and the
Internet bubble burst that saw Internet
stocks plummeting. The case helps
stimulate a discussion on the reasons and
events that led to the failure of the merger
and alternate strategies that could be
adopted.
India; Media and entertainment
industry; 2004
America Online (AOL) Time
Warner
Internet service provider
Federal Communication
Commission
Clicks and mortar company
Traditional media business
Software industry
Federal Trade Commission
Proprietary networks
Common carriers
Integrated consumer space
Entertainment industry
Pathfinder network
e-commerce
Information technology
10 pp
LIBRARY

304-218-1
ANGLOGOLD VS NEWMONT: THE
BIDDING WAR FOR NORMANDY
Durand, F
Mitchell, C
Bobby Godsell, Chief Executive Officer of
AngloGold, South Africas largest gold
producer, had to decide whether to
increase the companys bid for the control
of Normandy, Australias largest gold
producer. AngloGold had made an offer for
Normandy in early September 2001, and
about two months later American mining
giant, Newmont, had put in a competing
bid for the Australian company. The case
presents the choices facing AngloGold in
its strategy to acquire Normandy and ward
off the Newmont bid. It deals with the
issues of national perceptions and
loyalties, exchange rates, media and
investor relations, and introduces the key
role of arbitrageurs and hedge funds.
International; Gold mining; Approx
50,000 employees; 2001
Bidding strategy
Hedge funds
Arbitrage
Gold
Premiums; Options
Corporate finance
Investments
Gold mining industry
33 pp
FIELD
304-218-8 (8pp)
304-214-1
APPLE COMPUTER IN 2004: GEARING
UP FOR ONLINE MUSIC
Vedpuriswar, AV
From being one of the top PC
manufacturers during the 1980s, Apple
Computer (Apple) has been reduced to a
niche player. In recent times, Apple has
attempted to reposition itself as a provider
of an integrating platform for a range of
household digital devices like cameras,
video recorders, music players, etc. With
the emergence of the Internet in general
and on-line music in particular, Apple
seems to have got the big break. The
company looks well placed to leverage its
strengths to emerge as the market leader.
Meanwhile, sensing that Apple is moving
ahead, arch-rival Microsoft is also
increasing its commitment to on-line
music. In the 1980s, Microsofts Windows
beat Apples Macintosh convincingly in the
battle of operating systems. Now, it
remains to be seen who will emerge
winner in the battle of digital music
formats. This case helps MBA students
understand the challenges involved in
competing in a newly emerging industry.
Global; Hardware; music; $65 million

net income in 2002; 2004
Apple computer
On-line music
Steve Jobs
Strategy case study
Digital lifestyle
PDA
Apple product line
iPod
G4 cube
Power Mac G4
iMac
CD
iTunes
Roger Ames
KaZaA group
15 pp
LIBRARY
9B04M025
AUDIBLE.COM
Zietsma, C
Mark, K
Mitchell, J
Audible Inc is one of the largest providers
of audio content, such as books,
magazines and newspapers. The company
has a large library of hours of content,
strong alliances with partners including
Microsoft, Amazon and Random House,
and a growing customer base, but the
company has lost money since it began.
The chief executive officer and chief
financial officer must decide how to raise
funds to keep the company going, while
maintaining its partner and customer
relationships.
E-business
Strategic planning
High technology products
New economy
24 pp
304-246-1
ASIAN PAINTS (INDIA) LTD: GOING
GLOBAL
IMD-3-0899
AUTOMATIX INC: MODULAR DESIGN
AND SUPPLY CHAIN STRATEGY
Prasuna, DG
Shishir, K
Sanchez, R
IMD, Lausanne
Indian companies are going global in an

effort to enter new markets, build brand,
as well as diversify their risks. Asian
Paints, which is Indias largest paint
company and the tenth largest paint
company in the world, has also opted to go
the global route. And now, it has set its
eyes on becoming one of the top five
decorative paint companies in the world by
2007. However, there are some tough
challenges for the companys global
ambition. Some of the international
operations in Sri Lanka, Bangladesh,
Mauritius, Oman and Australia are at a
loss. Even though its international
business has a broad canvas in terms of
geographical spread, the domestic palette
accounted for nearly 90 per cent of the
turnover, until 2003.
Worldwide; Paint; Large; 1999-2004
Asian Paints
Ashwin Dani
Asian Paints (India) Private Limited
(APIL)
SCIB Chemical SAE
Berger International
ICI Limited
Paint industry
Goodlass Nerolac
PPG Industries
Decoratives
Coat
EAI
CEMEX
Restructure
Industrial paint; Kansai paint
15 pp
LIBRARY
81
In the early 1990s Automatix Inc,

reinvented its product creation process in
a way that radically increased the
companys speed in bringing new products
to market. Adopting a modular approach to
creating its product and process
architectures, Automatix was able to cut
development time in half and to use its
new fast cycle development capability to
drive new product strategies and achieve
market leadership. The case addresses the
interactions of technical, marketing, and
operations staff in defining the companys
new modular way of working.
US, global; Industrial automation
systems; US$1-2 billion; Early 1990s
Product development
Product strategy
Modularity
Product architecture
Process architecture
17 pp
FIELD
304-228-1
BANK OF AMERICA: FLEETBOSTON
MERGER
Phani Madhav, T
Ganguly, K
When Bank of America bought
FleetBoston in a $47 billion deal, in
November 2003, it expanded its presence
to the markets in northeastern America
where it had lacked presence. Bank of
America felt that the deal provided it an

opportunity to emerge stronger. Analysts
however, felt that benefits the bank would
derive would not justify the 42% premium
Bank of America paid to FleetBoston
shareholders. The case offers a scope for
discussion on whether Bank of America
would realise the synergies of the merger.
Details of how Bank of America and
FleetBoston have grown over the years
are given in the case. The case also delves
into how mergers and acquisitions are
changing the face of the US banking
industry.
Bank of America
FleetBoston
Merger
Synergies
Impact on industry
Geographical reach
Consolidation
9 pp
LIBRARY
304-209-1
BANK OF SCOTIA: INTEGRATING RISK
INTO CORPORATE STRATEGY
Vedpuriswar, AV
Bank of Scotia (Scotia) is Canadas secondlargest bank, behind Royal Bank of
Canada. The bank provides retail,
corporate, and investment banking
services through more than 1,800 offices
worldwide. Scotias services include
personal savings, checking accounts,
lending, brokerage, and trust services. The
company also offers asset management
and investment banking services. Scotia
has a presence in 50 nations overall and is
further expanding its global presence. The
bank faces many risks: credit, interest rate,
foreign currency, equity, liquidity and
operational. The case outlines these risks
and the mechanisms Scotia employs to
deal with them. MBA students, as part of
the business strategy course, will find the
case useful in understanding the various
strategic approaches to risk management.
Canada; Banking; 1,800 offices
worldwide; 2004
Bank of Scotia
Risk
Strategy
MBA case study
Business school case study
Case analysis
Corporate strategy
Canadas second largest bank
Risk management
Board of directors
Credit risk
Diversification
Market risk
14 pp
LIBRARY
304-199-1
BANK ONE AND JP MORGAN
MERGER: BUILDING AN EMPIRE OR
ADDING VALUE?
Srikanth, G
Gayathri Devi, V
Deregulation of the banking industry in the
US brought in a wave of consolidations,
creating some of the largest banks in the
world. On 14 January 2004, JP Morgan
Chase announced its merger with Bank
One, a deal, which was valued at $58
billion. The merger created the second
largest bank in the US with assets worth
$1.1 trillion. The combined company, JP
Morgan Chase and Co, had a balanced mix
of consumer and wholesale business,
synergies in retail banking as well as
investment banking, consistency in
earnings and increased customer base.
The success of the merger depended on
the ability of the companies to blend their
cultures, achieve cost cuts and attain
growth in revenues. The case helps to
discuss the consolidations in the banking
industry due to deregulation, and the pros
and cons of mergers in the industry.
USA; Banking industry; 2004
Bank One and JP Morgan merger
Growth strategies
American banking industry
Commercial and investment
banking
William B Harrison
Private equity and banking
Glass-Steagall Act 1933
Gramm-Leach-Bliley (GLB) Act
Critical mass
Value creation
Credit card business
JP Morgan Chase and Co
Consolidation of technology
platforms
Alliances and joint ventures
10 pp
LIBRARY
304-251-1
BHARAT FORGE: MNC IN THE MAKING
Srikanth, G
Deepak, V
Bharat Forge is a leading Indian forgings
manufacturer that supplies axles, forgings,
and other auto components to global
original equipment manufacturers . It
started in 1961 and became the second
largest forgings manufacturer in the world
by 2003 with the acquisition of Carl Dan
Peddinghaus, a German forging major. In
2003, the company was chosen by Ford
Motor Company and General Motors to
supply components for their global
passenger car programme. Having
undergone comprehensive financial
82
restructuring over a five-year period, 1998

to 2002, the company has been steadily
expanding its business interests in Europe,
North America, and China. The case
outlines Bharat Forges operations and the
efforts the company has been putting in,
to emerge as a cost-effective, globally
competitive player with an established
quality process.
India; Automobile industry; 2004
Indian automotive industry
Cost competitive
Bharat Forge Limited
Auto component industry
Debt restructuring exercise
Passenger car market
Steel forgings
Business strategy
Diversification
Kalyani Utilities Private Limited
Crankshafts
Auto ancillaries
Outsourcing hub
13 pp
LIBRARY
IMD-3-1370
BLUEPRINT FOR A LIPTON YELLOW
WORLD (A)
Malnight, TW
Ohlsson, AV
IMD, Lausanne
(IMD-3-1370 and IMD-3-1371). The case
focuses on the turnaround of the Lipton
tea brand. Historically, it was seen as a
dusty, grocery brand. But through a clear,
focused strategy called paint the world
yellow, Lipton was turned into something
fun and trendy. As such, the case runs like
a journey. But success breeds other
problems how far can a brand stretch?
How viable is the current business model?
The case looks at the beverages and soft
drinks industry. Consumers, customers
and competitors are portrayed. The case
ends with Liptons strategic options for the
future.
World; Consumer goods, beverages;
Large; 1999-2004
Tea
Brands
Marketing
Strategy
Beverages
Soft drinks
Health
Wellness
29 pp
FIELD

9-304-083
BOB HOLGROM AND THE BUYOUT OF
THE CARLSON DIVISION
Piper, TR
The head of the Carlson Division stands to
benefit substantially in financial terms if a
private equity firm wins the bid for the
division. The division is in the early stages
of a performance turnaround, with only
three quarters of profit improvement and
no audited figures. The division head has a
well-developed plan to improve
performance and is confident that
operating profits will double within five
years. If this occurs and if the private
equity firm is successful in buying the
division at its target price, the division
heads equity interest may be worth $60
million in five years. How much should he
disclose to strategic buyers and to the
parent company in terms of the turnaround
plans and prospects? What are the legal
and ethical requirements?
$500 million revenues; Event start date
Bids
Communication
Disclosure
Ethics
Legal aspects of business
Leveraged buyouts
3 pp
CASE (GEN EXP)
304-183-1
BOEING UNDER PHIL CONDIT
Dutta, S
Regani, S
The case discusses the events that
occurred in Boeing, one of the largest
aerospace companies in the world, under
the leadership of Phil Condit. Condit
became the CEO of Boeing in 1996. In the
very first year, the company found itself
with a serious manufacturing breakdown,
which led to huge losses. Condit was also
responsible for shifting Boeings focus
from commercial aircraft to defense
contracts, which possibly led to the
emergence of ethical problems in the
company. In addition to this, under Condit,
Boeing was overtaken by rival Airbus
Industrie in aircraft deliveries for the first
time in 2003. Condits diversification
strategy was also not entirely successful
and Boeing had to write off huge amounts
in the late-1990s and early-2000s, due to
failed acquisitions. Condit resigned from
Boeing in December 2003, and soon after
his resignation, Boeing restructured its
management structure. It also committed
itself to the development of a new aircraft
for the first time in 10 years. What
remained to be seen was whether Boeing
would recover from the damage it suffered

under Condit and re-establish itself as the
leader in the aerospace industry. The
analyse the leadership style of a brilliant
engineer who went on to become the CEO
of one of the largest aerospace companies
in the world; (2) to understand the
importance of a CEOs leadership style in
relation to the environment in which a
company operated; (3) to examine the
reasons that led to the decline of one of
the most successful aerospace companies
in the world; (4) to study the competitive
position between two rivals in the volatile
market for commercial aviation; (5) to
analyse the importance for a suitable
acquisition and diversification strategy and
implications of a flawed strategy to the
company; and (6) to appreciate the
importance of ethical behaviour and the
possible negative consequences of ethical
lapses. The case is meant for
be part of the strategy and general
USA; Aerospace; Large; 1996-2003
Boeing
Lockheed Martin Co
Tanker lease deal controversy
Airbus Industrie
Acquisition strategy
McDonnell Douglas-Boeing merger
Supersonic Transport (SST) project
Diversification strategy
Delta IV
Jumbo 747X
Sonic Cruiser
Philip Condit
McDonnell Douglas
Aerospace industry
US Congress
12 pp
LIBRARY
304-183-8 (5pp)
304-210-1
BUSINESS MODEL INNOVATION AT
DELL
Vedpuriswar, AV
Dell (formerly Dell Computer) has
emerged as one of the leading players in
the PC industry through its direct selling
model. Dells build-to-order format has got
a big boost with the arrival of the Internet.
The company has maintained momentum
in a rapidly commoditising industry, where
most other players are still struggling. As a
cost leader, Dell has concentrated on
activities where it can add most value and
on market segments where profits are
highest. Dell has ensured that customer
service is not diluted in the process of
cutting costs. Many players in the PC
industry have attempted to replicate Dells
business model but failed. It is Dells
83
disciplined execution that has driven Dells

success. Dell has also demonstrated that it
is not R&D spending alone which
determines a companys success. This
case can be used to understand how an
innovative business model evolves.
Global; Computer; $1.8 billion profits in
2001; 2004
Dell
Dell computers
Strategy
PCs
Michael Dell
Direct from Dell
Business model innovation
Compaq
IBM
Commoditising industry
Fortune 1000 companies
Customer relations
Cost leader
Build-to-order
Direct selling
16 pp
LIBRARY
9B04M013
CAMBRIDGE LABORATORIES:
PROTEOMICS
Lane, HW
Shaughnessy, D
Wesley, D
Cambridge Laboratories is essentially a
fee-for-service provider of laboratory tests.
It spends less than 0.5 per cent of
revenues on research and development
and holds relatively few patents for a
biotech company. It now has an
opportunity to invest $5 million to establish
a joint venture with an Australian
proteomics company that operates on a
drug discovery (royalty) model. The
founder of this company believed that his
technology could eventually result in the
discovery of new drugs that would
generate significant royalties. While the
proteomics firm has superb technology,
some of the intellectual leaders in the field
on its staff, and partnerships with some
impressive companies, its technology is
yet unproven. Cambridge Labs is also
concerned that its existing relationships
with big pharmaceutical companies could
be jeopardized if it begins to take an
intellectual property position in
proteomics. In addition, the Australian
company consists primarily of PhDs in
molecular biology, while Cambridge Labs
is dominated by business executives
whose primary focus is generating strong
financial returns for shareholders. The
cultural differences between an Australian
science-oriented laboratory and a publicly
traded American outsourcing company
become apparent during the negotiation
phase of the joint venture proposal.
Students are asked to evaluate the joint

venture and consider whether the cultural
and strategic differences can be
reconciled.
Joint ventures
Biotechnology management
Cross Cultural management
Patents
24 pp
8B04M13 (11pp)
9B03M063
CAMECO IN KYRGYZSTAN:
CORPORATE SOCIAL RESPONSIBILITY
ABROAD
Bansal, P
Scarfe, J
Johnston, R
Based in Saskatoon, Canada, Cameco was
the worlds largest uranium mining
company. It had developed its policy for
corporate social responsibility in northern
Saskatchewan where it had its major
mining operations and where there were a
large indigenous population of Cree and
Dene Indians. The issue centres on
whether the same corporate social
responsibility policy can be applied to the
companys joint venture with the
Kyrgyzstan government to operate a gold
mine in eastern Kyrgyzstan. Complicating
the decision was a chemical spill that had
occurred several months before, and
relations with citizens in nearby
communities were at an all-time low. The
joint ventures vice-president of human
resources and corporate relations must
decide which of the programs might be
successfully implemented in Kyrgyzstan,
what new programs might need to be
developed, and how best to communicate
company policy to the local community.
Corporate responsibility
Communications
General management
21 pp
8B03M63 (7pp)
IMD-3-1431
CANON EUROPE (A) (ABRIDGED)
Pucik, V
Govinder, N
IMD, Lausanne
This is the first of a two-part abridged case
series (IMD-3-1431 and IMD-3-1432). The
series describes Canons pan-European
restructuring. The (A) case explores
Canons situation in the late 1990s. The
newly appointed CEO was considering
how Canon Europe should respond to
changes in the competitive environment.
Any attempts to harness European-wide
synergies would challenge the semiindependent National Sales Organisations,
the foundations of Canons past
successes. What should be the best way
forward? If change is necessary, what is

the best way to manage the change
process, for example, how to balance the
challenge of urgency versus organisational
buy-in? A handout IMD-3-1431- H is
Europe; Business machines; US$20
billion; 1999-2001
Pan-European restructuring
Organisational transformation
Regional integration
Local responsiveness
7 pp
FIELD
IMD-3-1431-H
CANON EUROPE (A) AND (B)
(ABRIDGED) HANDOUT
Pucik, V
Govinder, N
IMD, Lausanne
This is the second of a two-part abridged

case series (IMD-3-1431 and IMD-3-1432).
The (B) case looks at the mandate given to
four task forces to come up with a panEuropean solution. Based on their
recommendations, the CEO designed a
pan-European organisational blueprint for
Canon Europe. The case looks at the preimplementation activities of the
organisation as it prepared for change.
Was the design for a pan-European
organisation, the correct one? What would
be the best approach to implement
change, incrementally or big bang? Was
the organisation ready to rapidly
implement the plan? A handout
IMD-3-1431-H is available to accompany
the case series.
Europe; Business machines; US$20
billion; 1999-2001
5 pp
This handout is to accompany the two-part

abridged case series (IMD-3- 1431 and
IMD-3-1432). The case abstracts are as
follows: The (A) case explores Canons
situation in the late 1990s. The newly
appointed CEO was considering how
Canon Europe should respond to changes
in the competitive environment. Any
attempts to harness European-wide
synergies would challenge the semiindependent National Sales Organisations,
the foundations of Canons past
successes. What should be the best way
forward? If change is necessary, what is
the best way to manage the change
process, for example, how to balance the
challenge of urgency versus organisational
buy-in? The (B) case looks at the mandate
given to four task forces to come up with a
pan-European solution. Based on their
recommendations, the CEO designed a
pan-European organisational blueprint for
Canon Europe. The case looks at the preimplementation activities of the
organisation as it prepared for change.
Was the design for a pan-European
organisation, the correct one? What would
be the best approach to implement
change, incrementally or big bang? Was
the organisation ready to rapidly
implement the plan?
Europe; Business machines; US $20
billion; 1999-2001
3 pp
FIELD
IMD-3-1432
CANON EUROPE (B) (ABRIDGED)
Pucik, V
Govinder, N
IMD, Lausanne
84
FIELD
304-275-1
CARREFOUR CHEVERE!
Som, A
Torres, I
ESSEC Business School, France
Carrefour, since its merger with Promodes
in 1999, is ranked as the French world
challenger and the European leader in the
retail industry. Carrefour followed an
aggressive growth strategy and started
becoming global from the early 1970s. Its
first mover advantage in the international
retail sector market and reaching a
leadership position either by acquiring local
actors or by adapting itself to local cultures
and consumer habits has made it the
second largest retail company worldwide.
Carrefour did witness much success in
penetrating the developed markets of the
United States and the UK but Carrefour
has successfully implemented its multiformat strategy in Europe, Asia and Latin
America. The Latin American market has
been an area presenting the highest
growth rate for Carrefour specially in
countries like Colombia where the growth
rate at comparable exchange rates has
been over 30% in year 2003. The case
discusses and highlights: (1) the entry
strategy of Carrefour and the Latin market;
(2) its growth strategy by acquisitions;
(3) the linkage of its strategic intent of
profitability, core competence,
organisational capability and it business
strategy; (4) marketing, pricing, branding,
use of private label strategy; and (5) its
overall strategy of conquering markets by
fast local adaptation to individual markets
and its responsiveness to local businesses
focussing on Latin America and the
Colombian market.

Latin America, Colombia; Retail and
mass consumption; Sales 78.9 billion
euros, 396,662 employees, 10,378
stores in 30 countries; 2004
Managing global corporations
Transnational strategy
International marketing
Cultural influence
Mass consumption
Private labels
Growth and adaptation
Promotional campaigns
Retail industry
Food
France
Latin America
Colombia
24 pp
LIBRARY
9-804-175
CASE VIGNETTE: THE SALESMAN
SAGA
Hardymon, GF
Lerner, J
Leamon, A
A venture capitalist faces a situation in
which a struggling portfolio company has
found a promising vice-president of sales
through a recruitment agency. The
candidate would be an excellent fit for
another one of the investors companies
one that is doing much better. Yet, that
firm has not embarked on a formal search.
The vignette presents the conflicting
loyalties facing the venture capitalist to
his limited partners, to his firm, and to
each of the companies on whose boards
he sits and their other investors. The
teaching purpose is to explore the varied
and sometimes conflicting responsibilities
of a venture capitalist.
2004
Board of directors
Ethics
Loyalty
Recruitment
Venture capital
1 pp
CASE (GEN EXP)
9B04M014
CHAINMAIL CASTING SERVICES, INC
(A)
Erskine, JA
Merovitz, L
The co-owner of a video production studio
must decide what to do about the
partnership of the business. He has not
heard from his partner in several days,
there have been phone calls from a
lawyers office looking for his partner and
issues keep occurring relating to the

absence of his partner. The supplement
Chainmail Casting Services Inc (B), product
9B04M015, looks at the co-owners
attempts to discuss his concerns with his
partner and his decision whether or not to
buy out his partners share of the
company.
Partnership
Negotiation
Valuation
9 pp
8B04M14 (4pp)
9B04M015
CHAINMAIL CASTING SERVICES, INC
(B)
Erskine, JA
Merovitz, L
In this supplement to Chainmail Casting
Services Inc (A), product 9B04M014, the
co-owner of a studio has a number of
concerns regarding the participation and
work habits of his partner. He has
attempted to talk about these concerns
but his partner avoids the issues. The
co-owner must decide what his options
are if the business is to continue.
Partnership
Negotiation
Valuation
5 pp
8B04M14 (4pp)
304-221-1
CHALLENGING TIMES OF JAPAN
TOBACCO
Sumit, KC
Shalini
By 2003, Japan Tobacco (JT), the largest
tobacco company in Japan and the worlds
third largest, had been facing challenging
times. Since the late 1990s, due to a
decrease in the number of smokers in
Japan over rising health concerns,
toughened tobacco regulations and
economic recession in Japan, the
company saw a dip in its domestic sales
revenue. Its domestic market share also
declined from 77.1% in 1998 to 72.7% in
2003. Another major concern for the
company was the forthcoming expiry of its
license agreement with Philip Morris in
2005. As the agreement had allowed JT to
manufacture and market Marlboro, one
of the most famous brands of Phillip
Morris in Japan, the expiry of the
agreement was believed to adversely
affect JTs domestic sales and revenue. To
sustain its market share and fend off
foreign competitors in its domestic
market, JT went ahead to launch many
85
new cigarette brands in Japan in 2003 and

early 2004. The case study offers the
scope to discuss whether the steps taken
by JT would keep it ahead of competition
or not.
Japan; Cigarettes and tobacco
products; 2004
Japan Tobacco Inc
Japan Tobacco and Salt Public
Corporation
Japan Tobacco International
Marlboro
Tobacco business law
Japan tobacco law
Global flagship brand
Japan tobaccos domestic business
Phillip Morris
RJR Nabisco
Mild Seven
Lucia
Katshunhiko Honda
Japan tobaccos challenges
Japan tobaccos brands
11 pp
LIBRARY
9B03M050
CHANGING FACE OF EUROPE: A NOTE
ON IMMIGRATION AND SOCIETAL
ATTITUDES
Lane, HW
Wesley, DTA
This note discusses the impact of
immigration on attitudes and government
policy in Western Europes three largest
countries, Spain, France and Germany. It
also examines how the histories and
political structures of these countries have
influenced immigration policy and the
integration of immigrant populations.
Finally, it predicts the impact that
immigration policy will have on
employment and productivity in what
some observers have dubbed Fortress
Europe.
Intercultural relations
Unemployment
Globalization
International law
19 pp
304-215-1
CHAROEN POKPHAND GROUP:
THAILANDS LARGEST
AGRIBUSINESS CONGLOMERATE
Mukund, A
Neela Radhika, A
The case examines the various challenges
that the Charoen Pokphand Group (CP),
Thailands leading agribusiness
conglomerate, had to face during the
period 1997-2004. It details the growth of
CP from a small seed shop in 1929 into
one of the largest companies in Thailand
by the turn of the 20th century. The case

discusses the problems CP faced due to
the 1997 Asian financial crisis and growing
competition to its businesses in the
domestic and international markets.
Thereafter, it examines the restructuring
efforts of the group - in terms of asset
sales, focus on core businesses (food and
agribusiness, telecommunications and
retailing), debt management reforms,
focus on corporate transparency and cost
reduction - to tide over the crisis. It then
details CPs globalisation efforts, with
special reference to China, and also
examines the role of Dhanin
Chearavanont, the Chairman and CEO of
CP in steering the company out of the
Asian financial crisis. Finally, it examines
the future prospects of CP in the light of
the bird flu epidemic of 2003, and various
other problems on the operational and
strategic fronts. The case is constructed to
enable students to: (1) gain insight into
how a diversified family-owned business
in Asia manages its vast portfolio of
businesses; (2) understand the concept
and benefits of vertical integration and
explore the rationale for diversification of
businesses; (3) understand the role of
events in the external environment (such
as the bird flu epidemic, the Asian financial
crisis and changing government
regulations) in a companys success or
failure; (4) examine the need for corporate
restructuring and business expansion; (5)
study the growth and globalisation
strategies adopted by a strong regional
player at the global level; (7) examine the
role of an efficient leader in the success
and growth of a company; and (8)
understand the various problems
associated with family-owned businesses
in Asia. The case is aimed at MBA/PGDBA
curriculum.
Thailand; Diversified; Large; Late 1990s
to 2004
Charoen Pokphand
Dhanin Chearavanont
Chearavanont family
Family-owned business
Charoen Pokphand Foods
Agribusiness
TelecomAsia
Lotus Supercenters
Vertical integration
Leadership
Retailing
17 pp
LIBRARY
304-215-8 (4pp)
Chinadotcom was a Chinese / Pan Asian

Internet company. After the dotcom bust
in 2000, it made progress in its strategic
re-positioning and continued to push its
evolution towards a broader base of higher
margin products and services.
Chinadotcom viewed China as a promising
base for lower-cost development of
software products for distribution,
implementation and integration by its own
operations across its markets
internationally. The case elicits a
discussion on the survival strategy of
Chinadotcom during the dotcom crash and
the repositioning strategies that they
adopted following the crash.
China; Internet; 2004
Chinadotcom
Restructuring strategy
Dotcom bust
America On-line (AOL)
Chinadotcom Corporation
Xinhua News Agency
Asia Internet industry
Internet service provider
Software development
Praxa Limited
Three-dimensional business model
Business outsoucing
E-business strategies and solutions
Taiwan, China and Hong Kong
13 pp
LIBRARY
9B04M010
CIGARETTE WARS (A)
Crossan, MM
Mark, K
Canadas tobacco manufacturers all faced
similar marketing challenges: a decrease in
the proportion of population who smoke, a
growing list of government restrictions on
promotional opportunities and increases in
taxation on tobacco products. Despite the
variety of packaging formats, the 10 most
popular brands, produced by the three
leading manufacturers, had been priced
identically. When the number two
manufacturer re-introduced one of its
products as a discounted brand, the
marketing executives at the rival
companies needed to decide on their
response. The supplement to this case,
Cigarette Wars (B), product 9B04M010
discusses the response of the other two
leading tobacco manufacturers.
New products
Competition
General management
16 pp
304-128-1
CHINADOTCOM AFTER THE DOTCOM
BUST
Rajshekar, N
Neeraj Kumar, S
9B04M011
CIGARETTE WARS (B)
Crossan, MM
Mark, K
86
This supplement to Cigarette Wars (A),

product 9B04M010, discusses the
responses of two leading tobacco
manufacturers when a rival company reintroduces on of its products as a
discounted brand.
New products
Competition
General management
3 pp
UVA-BP-0467
CISCO: EARLY IF NOT ELEGANT (B):
EPILOGUE
Bourgeois, III, LJ
Yemen, G
Darden Business Publishing, Darden
Graduate School of Business
Administration
Cisco Systems relentless pace of
acquisitions between 1993 and 2000
ground to a halt in 2001: Cisco bought only
two businesses that year. By September
of 2002 they had acquired Hammerhead
Networks and Navarro Networks for $2.5
billion. Market conditions may have shed
light on cracks in their acquisition
methodology but the most profound
change, according to CEO John
Chambers, was the decision to acquire
companies at a later stage of product
development than previously. Now a
target had to have a proven product,
customers, and management team before
any transaction was considered. The (B)
case includes a brief update on the
company and financials up to July 2002.
Planning
Post merger integration
3 pp
GEN EXP
304-132-1
CISCOS TURNAROUND
Vedpuriswar, AV
In recent times, Cisco has shown a
tremendous improvement in sales growth
and profitability. Ciscos balance sheet is
currently among the strongest in the tech
industry. After being somewhat late in
recognising the worst tech downturn in
history, CEO John Chambers has seized
the initiative, and drastically restructured
the company. Ciscos comeback looks
remarkable for a company which had been
written-off in the first few months of 2001.
Chambers seems to have demonstrated
that his hard earned reputation as a
successful CEO is very much intact. The
case can be used to understand how a firm
in disarray can use a slump to streamline
operations and build a better future.

Global; Hardware, computers; $5.1
billion sales in 2003; 2004
Cisco
Turnaround
John Chambers
Operations
Strategy
Nortel Networks
Lucent Technologies
Inventory write down
Sales growth
Crisis
Wallstreets earnings expectation
Ciscos Internet operating system
Routers
Juniper
10 pp
LIBRARY
304-200-1
CLINICAL TRIALS: OUTSOURCING TO
INDIA
Srikanth, G
Renuka Prasad, BN
With escalating operational costs, patent
expiries and high research and
development (R&D) expenditure, global
pharmaceutical companies have been
looking to outsource their manufacturing
and R&D development to low cost
countries such as India and China. The
Tufts Center for Drug Development
established that the cost of bringing a new
drug into the market was between $802
and $880 million and took about 15 to 17
years. Clinical trials (CTs) are a major part
of these costs. Many global companies
outsource this job to Contract Research
Organisations (CROs). Analysts estimated
that the CRO market would be worth $20
billion by 2010. India, with its nimble
chemistry skills, vast population, ethnic
diversity, uninformed patients, ease of
patient registration and low cost
advantages both in research and
manufacturing, caught the attention of
global companies to conduct CTs. The
case offers rich insights into the booming
CTs market in India and the numerous
opportunities available to the global
companies to outsource and conduct CTs.
India; Pharmaceutical industry; 2004
Clinical trials (CTs) outsourcing
Indian pharmaceutical industry
Contract Research Organisation
(CRO) market
Good clinical practices
Contract manufacturing
Quintiles Transnational
Ethics committee
Independent Institutional Review
Boards
Phase I, Phase II, Phase III trials
Drug Controller General of India
Indian Clinical Research
Laboratories
Post 2005 product patent regime
United States Food and Drug

Administration
Clinigene Clinpharm Siro Lotus
Labs
Business policy
Finance
24 pp
8B03M38 (11pp)
9 pp
LIBRARY
304-230-1
COMCAST IN 2004: THE DISNEY BID
(PART A)
Ravi, M
Comcast is the leading cable operator in
the US. The merger with AT&T Broadband
a few years back has given Comcast the
distribution reach it lacks. Facing heat from
News Corp, which has top-notch content,
delivered via satellite around the globe,
Comcast also feels the need for more
programming muscle. The company has
launched a $54 billion hostile bid to acquire
Walt Disney. With its movie studio, the
ABC network, ESPN, the Disney Channel
and theme parks, Disney has some of the
best content available in the world. Will
Comcast be able to finalise the deal and
more importantly make a success of it?
The case can be used in a business
strategy course for MBA students.
US; Communications; $18 billion sales
in 2003; 1963-2004
Comcast
Walt Disney
Disney
Cable
Satellite
News Corp
Murdoch
Brian Roberts
AT&T
Direct TV
QVC
Michael Eisner
Content
Distribution
Entertainment
304-262-1
CORPORATE GOVERNANCE IN INDIA
Srikanth, G
Tafzeel, U-MN
The concept of corporate governance (CG)
took off very late in India compared to the
developed nations. The case deals with
the evolution of the concept in India and
the factors that triggered it. The case also
throws light on how the framing up of
mandatory CG laws by the Indian
regulatory authorities influenced the
companies in the country. The case would
provide an insight into the CG practices
being followed in India and would also help
compare and contrast different
international codes on the concept.
India; 2004
Corporate governance in India
Liberalisation
India (SEBI)
Kumar Mangalam Birla Committee
Malegam Committee
Narayana Murthy Committee
Naresh Chandra Committee
Confederation of Indian Industry
(CII) code
Tata Group of companies
Tata Sons Limited
Infosys Technologies Limited
Birla Corporation
Organisation for Economic
Co-operation and Development
(OECD) principles
Cadbury Committee
King Committee
12 pp
LIBRARY
16 pp
LIBRARY
9B03M064
COUNCIL OF FOREST INDUSTRIES
9B03M038
CONOCOS PURCHASE OF GULF
CANADA RESOURCES: REAPING
SYNERGIES FROM INTEGRATION
Conklin, DW
Mark, K
Jones, D
Firms in the oil and gas industry were
shifting towards a model of vertical
integration, innovative technologies and
international diversification. Canadian firms
like Gulf were not able to achieve this new
success paradigm on their own and so
they were natural takeover targets for
large multinationals like Conoco.
General management
87
Beamish, PW
Tang, J
The council of forest industries of British
Columbia has launched a market
development program to create new
opportunities for Canadian wood products
in China. Several of the members of this
organization must decide on whether to
participate in this program or pursue this
market on their own.
Market entry
Government and business
Stakeholder analysis
12 pp
8B03M64 (8pp)

304-232-1
CREYFS (SOLVUS RESOURCE
GROUP): DAVID AGAINST GOLIATH IN
THE EUROPEAN TEMPING INDUSTRY
Verdin, P
Van Poeck, E
The case describes the successful growth
and internationalisation strategy of Belgian
Creyfs interim business (temporary labour
services) after initial internationalisation
debacles, which nearly bankrupted the
original family company. It describes the
not me too strategy of this player in an
industry increasingly dominated by a few
large European and even world players. It
subsequently raises the strategic and
organisational issues the group is facing in
dealing with this increasingly large and
international portfolio of businesses in a
market that is showing signs of the worst
economic downturns in many years. The
case opens opportunities for discussion
on: (1) the drivers for internationalisation
and a move back towards local business;
(2) entry modes in foreign markets; (3)
organisational structures and blueprints;
and (4) managing the implementation
process. **EFMD Case of the Year Award
Category Winner 2003**.
Europe, Belgium; Temping industry;
Turnover 1 billion euros; 2001
Temping industry
IT consulting
Pan-European business
Entry modes in foreign markets
Human resources services
Temporary labour services
Strategic acquisition
Managing internationalisation
24 pp
FIELD
304-232-8 (24pp)
304-252-1
CURRENCY RISK MANAGEMENT:
AUTOMOBILE INDUSTRY
Srikanth, G
Ananda Prasad, C
Volkswagen (VW) is a frontrunner in
managing currency risk, as its risk
management activities date back to the
1950s. But since 2002, VW had neglected
currency risk hedging and as a result its
share prices began to fall. Chrysler and
BMW, are also known for currency risk
management. However, these companies
follow different strategies in managing
their currency risk. The strategy choices
depend on many factors. This case
enables discussion on the evolution and
the importance of currency risk
management within the automobile
industry.
Automobile industry; 2004

Currency risk management
Automobile industry
Exchange rate
Foreign exchange
Futures contract
Dollar, euro, yen
Operational hedging
Financial on-off balance hedging
Bretton Woods system
Plaza agreements, Louvre Accord
International money market
Hedging strategies
Board
Derivatives
Smithsonian
8 pp
LIBRARY
304-185-1
DANGDANG.COM: THE AMAZON
DOTCOM OF CHINA
Dutta, D
Kamble, V
The case discusses the reasons behind
the success of Chinas on-line bookstore
dangdang.com. The business model of
dangdang.com and the strategies adopted
by dangdang are discussed in detail. The
case also explains the problems in
e-commerce unique to the developing
countries. The teaching objectives of the
case are: (1) to study business models
used in the Internet economy; (2) to study
the unique problems faced by on-line
companies in the developing countries like
China; (3) to highlight the importance of
sound back-end infrastructure (logistics
operations supply chain) for the success
of on-line stores; (4) to understand the
differences between the US on-line
customers and the Chinese on-line
customers; and (5) to study the
opportunities available in the developing
markets for on-line companies. The case is
intended for MBA/PGDBM level students
for the strategy and general management
China; On-line Bookstores; Large;
1999-2003
DangDang.com
On-line book stores in China
On-line shopping
Amazon.com
Peggy Yu
Li Guoqing
Softbank China venture capital
The Dangdang Model
Wireless access protocol (WAP)
portal
Promotions
International data group
Joyo.com
Bol.com
88
Store.sohu.com
Offline book stores in China
7 pp
LIBRARY
304-185-8 (2pp)
304-253-1
DR REDDYS TUSSLES WITH PFIZER
Srikanth, G
Renuka Prasad, BN
Dr Reddys Laboratories are a leading
Indian pharmaceutical company and a wellestablished player in the global generics
and bulk drug manufacturing business. It
was the first Indian pharmaceutical
company that received approval from the
US Food and Drug Administration (FDA) to
market a generic version of Eli Lillys drug,
Prozac, under a 180-day marketing
exclusivity. However, in 2002, Pfizer
challenged Dr Reddys intentions to
market its yet-to-launch branded generic
version of Norvasc (for example AmVaz of
Dr Reddys) in US courts. The case offers
rich insights into Dr Reddys defence
against Pfizers challenges.
Dr Reddys Laboratories Limited
Pfizer Inc
US Food and Drug Administration
(FDA)
Branded generics
Abbreviated new drug application
(ANDA)
Patent challenges
United States Court of Appeals for
the Federal Circuit
505 (b) (2) application process,
paragraph IV filing
American pharmaceutical industry
Exclusive marketing rights
Generic drug manufacturers
Business strategy
Norvasc, Amlodipine Besylate,
Amlodipine Maleate
Off-patent drugs
15 pp
LIBRARY
304-184-1
DR V OF ARAVIND EYE HOSPITAL: A
LEVEL 5 LEADER
Dutta, S
Kumar Kartham, A
The case aims at uncovering the
leadership dimension that underlies the
success of Aravind Eye Hospital. The case
focuses on the leadership style of Dr
Govindappa Venkataswamy (Dr V), the
founder of Aravind Eye Hospitals. Detailed
information is provided on the

circumstances in which he grew up, and
the factors that moulded his personality.
Dr V, with his qualities such as humility,
and professional will has been portrayed
as a Jim Collins level 5 leader. The case
also talks about how Dr V realised his
vision by inspiring like-minded people.
There is also a mention of how he defined
Aravind Hospitals scope of operations,
and leveraged advances in information
technology. The case also discusses
Aravinds innovative business model
pioneered by Dr V. The teaching objectives
of the case are: (1) to understand how an
individual flowers into a level 5 leader and
operates with a sense of mission; (2) to
comprehend how some leaders like Dr V
could foresee todays market demands;
(3) to have a glimpse of how a leader can
motivate his people by engaging them in a
task that offers more of psychological
rewards than material ones; (4) to
recognise that the assembly line process
is not passe, but one that can be applied to
improve many activities in life beyond
manufacturing cars; and (5) to learn that
successful organisations are not always
driven by maximization of shareholder
wealth, but sometimes by genuine
concern for their customers. The case is
aimed at MBA/PGDBA students, and is
intended to be part of the strategy and
general management curriculum. The
of the case.
India; Eye care; Large; 1978-2003
Dr Govindappa Venkataswamy
Aravind Eye Hospital
Health care industry
Customer experience
Leadership
Low-cost eye care
Compelling humility
Hedgehog concept
Jim Collins
Technology accelerators
n-logue
Internet kiosks
Level 5 Leader
Intraocular lenses
Crucibles of leadership
15 pp
LIBRARY
304-184-8 (3pp)
304-133-1
DRESDNER BANK: INTEGRATING RISK
INTO CORPORATE STRATEGY
Vedpuriswar, AV
Dresdner Bank (Dresdner) is Germanys
third-largest bank. It has about 1,100
branches in more than 60 countries. In
addition to its core retail lending and
deposit activities, the bank also offers
corporate finance and investment banking
services. The banks asset management
operations have been combined with
those of insurance giant Allianz to form
Allianz Dresdner Asset Management

(ADAM). The bank faces many risks:
marketing, operations, social,
environmental, legal, information
technology and financial. The case outlines
these risks and the mechanisms Dresdner
employs to deal with them. MBA
students, as part of the business strategy
course, will find the case useful in
understanding the various approaches to
risk management.
Germany; Banking; 1,100 branches in 60
countries, Germanys third largest
bank; 2004
Dresdner Bank
Risk
Allianz Dresdner Asset
Management (ADAM)
Germanys third largest bank
Allianz
Basel II
Basel capital accord
Credit risk
Country risk
Market risk
Back testing
Trading book
Banking book
Liquidity risks
Risk capital
15 pp
LIBRARY
304-139-1
EBAY IN 2003
Vedpuriswar, AV
eBay is widely considered to be one of the
most successful business models in the
Internet world. eBay is one of the few
profitable dotcoms around. With a
presence in 27 international markets and
325 million page views each day, eBay
seems to be well ahead of its competitors.
eBays transparency, strong financial
performance and a large on-line
community have made it one of the most
popular dotcom stocks. Like most other
dotcom companies, eBay has a
freewheeling, informal culture. But its
disciplined approach to managing business
is a rare commodity in the on- line world.
eBay executives manage eBay more like a
brand, than like a piece of software. eBay
has also built up a well-knit, vibrant on-line
community. eBay operates very much like
a newspaper classified section. It
facilitates person-to-person transactions
but does not take possession of the items
being sold. But eBay exercises control
over buying and selling and restricts the
items which can be listed on its site. This
case can be used to study how a
successful on-line business is managed. It
also demonstrates the importance of
identifying the correct spot on the value
chain. The case is aimed at MBA/PGDBA
students as part of the business strategy
curriculum.
89
Global; Dotcom, Internet; $1,214.1

million revenues 2002; 2004
eBay
Internet company
Dotcom
Transparency
Strong financial performance
On-line community
Classified
Pez dispenses
325 million page views per day
Traditional auction houses
CEO Meg Whitman
P/E of 143
Amazon.com
AOL
Matchmaker
11 pp
LIBRARY
9-304-075
EMERGING BUSINESS
OPPORTUNITIES AT IBM (A)
Garvin, DA
Levesque, LC
By June 2003, IBM had made significant
progress in changing the way it managed
new, emerging businesses. Describes the
development of a separate management
program at IBM designed to identify, fund,
and shepherd new businesses through
growth. Traces the history of the program,
its evolution, and the current challenges
senior management faces in scaling up the
program. The teaching purpose is to
explore issues of new business creation
and growth in large organizations. To
discuss the advantages, disadvantages,
and challenges of separate management
processes for traditional operating units
and emerging business opportunities.
Employees 319,273; $89.1 billion
end date 2003
Business growth
Business processes
Corporate strategy
Growth strategy
23 pp
CASE (FIELD)
9-304-076
EMERGING BUSINESS
OPPORTUNITIES AT IBM (B)
Garvin, DA
Levesque, LC
Business growth
Business processes
Corporate strategy
Growth strategy
Personal computers
Technology
2 pp
SUPPLEMENT (FIELD)

9-304-077
EMERGING BUSINESS
OPPORTUNITIES AT IBM (C):
PERVASIVE COMPUTING
Garvin, DA
Levesque, LC
Business growth
Business processes
Corporate strategy
Growth strategy
Personal computers
Technology
6 pp
SUPPLEMENT
9B03M043
ETRAFFIC SOLUTIONS: THE FUTURE
OF ELEARNING
Grant, R
Jeske, M
Etraffic Solutions is an award-winning
developer of e-learning platforms and
customized content solutions, primarily in
the kindergarten to grade 12 market. The
future direction of the e-learning industry is
uncertain will custom solutions continue
to dominate, or will the fastest growing
markets turn to off-the-shelf software with
options for user-tailoring? Etraffic is
wrestling with a decision to move into the
off-the-shelf segment of the market, but
must determine whether that is a
desirable strategy and, if so, how this
company will make the transition from a
consulting firm to one that is productbased. In addition, there is a question as to
whether the company is missing
opportunities in other markets.
E-commerce
Change management
Growth strategy
Generating profit from new
technology
26 pp
8B03M43 (6pp)
304-227-1
EUROTUNNEL: IN TROUBLED WATERS
Rajshekar, N
Sandeep, C
The Channel tunnel is a 50.4 km long
tunnel that is the rail link under the English
Channel between UK and France. The
Channel tunnel is considered to be one of
the greatest civil engineering projects of
Europe. Both British and French
governments decided against using public
money and the contract was awarded to
Eurotunnel Group, a major player in the
European railroad industry. The project
took eight years to complete and became
operational on 6 May 1994. However, with

most projections about the traffic to utilize
the Channel tunnel not materialising,
Eurotunnel ran into losses and by 2003,
and was submerged in a debt of
£6.4 billion. With the situation
deteriorating, a group of shareholders
approached the court for a change in the
management of Eurotunnel. But the
question that remains, is whether the
change in the management would solve
the problem by increasing the traffic
through the Channel tunnel or will the
tunnel end up being an engineering
wonder that people would like to admire
but not use. The case traces out how the
dream of connecting the UK with the rest
of Europe through land became true
through the Channel tunnel. The case
gives details of the financial and
operational problems faced by Eurotunnel
and how it is restructuring its operations
and financials to tide over the crisis.
Europe; Railroad; 1994-2004
Eurotunnel
Channel tunnel
Construction
Raising finance
UK
France
Financial problems
Losses
Debt restructuring
Passenger services
Freight services
Channel tunnel railway link
Traffic volumes
Toll tariffs
Shoring up the balance sheet
14 pp
LIBRARY
Service industries
Simulation
3 pp
CASE (GEN EXP)
304-106-1
FIBER-OPTIC INDUSTRY NOTE
Jeannet, J-P
McCann, WC
Babson College, MA
This case is an overview of the global fibreoptic and telecommunications industries
between 1999 and 2003. It examines the
industries full value chain, from with the
raw chemical suppliers to the content
consumers. Profiles of the major
competitors in each section of the value
chain are provided along with each
competitors sales and net income
information. Issues regarding globalisation,
regulation, bandwidth demand and enduser demand are also addressed. This
case is suitable for graduate MBA and
executive level courses in global strategy
and marketing and strategy relating to the
fibre-optic, telecommunications and media
industries.
Fibre-optics, telecommunication; 19992002
Telecommunications
Fibre-optic
Network carriers
Cable industry
Telephone carriers
Internet providers
Communications industry
Global business
Global strategy
Global marketing
37 pp
9-904-052
EVOLUTION OF PUBLIC REPUTATION
OF A PROFESSION (A)
LIBRARY
Nanda, A
304-208-1
TOYOTA
Explores how the public reputation of a

profession evolves as its membership
changes. The public reputation of a
professional relies on its associations
credibility for ensuring, through rigorous
certification and self-regulation, that its
members place client interests foremost.
Shows that if associations deviate from
this objective and focus instead on the
well-being of their members, the public
goodwill of the profession suffers. The
teaching purpose is to show that a
professions reputation depends critically
on how vulnerable its professional
association is to self-interested rentseekers.
Associations
Conflicts of interest
Consulting
Ethics
Leadership
Professional services
Professionals
90
Vedpuriswar, AV
Arun, K
Japans largest and the worlds fourthlargest automobile manufacturer. The
company offers well-known car models
like Camry, Corona, Corolla and Lexus.
Though a late entrant, compared to
General Motors and Ford, Toyota has
become one of the strongest players in the
automobile industry. Toyota has continued
to set new benchmarks for providing value
to customers more effectively than
competitors. Toyota is exposed to market
risk due to changes in currency rates,
interest rates and certain commodity and
equity prices. In order to manage these
risks, Toyota uses various derivative
financial instruments. These instruments
are in general executed only with
creditworthy financial institutions. The

case outlines the various financial risks
Toyota faces and how the company
manages them.
Japan; Automobile; Worlds fourth
largest auto manufacturers; 2004
Toyota Motor Corporation
Toyota
Sakichi Toyoda
Camry
Corona
Corolla
Lexus
US GAAP
FAS 115
Hedging
Credit risk
Market risk
MBA case study
Strategy
17 pp
LIBRARY
304-226-1
FROM KAZAA TO SKYPE
Rajshekar, N
Kalyani, V
Niklas Zennstrm and Janus Friis, the
creators of KaZaA, the on-line file-sharing
programme, entered the voice over
Internet protocol (VoIP) market with their
new service, Skype a PC-to-PC
telephony software. Launched in August
2003, Skype used the same peer-to-peer
(P2P) infrastructure that was the basis of
KaZaA and which did not require
expensive central servers for its
maintenance. The creators offered the
basic service for free and planned to
generate revenues by offering premium,
paid-for services in the future. This case
provides information about the potential of
Skype to emerge as a niche player in the
VoIP market. It describes the current
status of the VoIP service provider market
and its competitive makeup. It offers
scope for discussion on Skypes business
model, legal issues, its position in the
market and the challenges it faces.
USA; 2003
Skype
KaZaA
Voice over Internet protocol
Niklas Zennstrm
Janus Friis
AT&T
Peer-to-peer (P2P)
Internet telephony
Napster
Vonage
Voice over Internet protocol (VoIP);
Fastrack
Network address translation
9 pp
LIBRARY
304-224-1
GENENTECHS BUSINESS STRATEGY
Srikanth, G
Renuka Prasad, BN
Genentech, the pioneer of the
biotechnology industry and one of the
worlds leading biotech companies, was
founded in 1976. The company in its early
years, aspired to become a blockbusterproducing giant but was unsuccessful.
When Arthur D Levinson took over as CEO
in 1995, he shifted Genentechs focus to
targeted therapies from blockbusters. In
2002, it was the top US seller of branded
anti-tumor drugs. It outperformed big
pharma companies such as Novartis and
AstraZeneca in this segment. In 2003, the
companys market cap of about $30 billion
was bigger than most big pharma players.
According to analysts, the exciting thing
about the company was not its stock price
or its growing supremacy in the cancer
segment; rather it was the companys
unique strategy unlike other players in the
industry. The case offers rich insights into
Genentechs business strategy of shifting
its focus to targeted therapy drugs unlike
the big pharmas strategy of going only
after blockbusters.
USA; Pharmaceutical industry; 2004
Genentech
Business strategy
Biotechnology industry
United States pharmaceutical
industry
Avastin
Arthur D Levinson
Big pharma
Targeted therapies
Rituxan
Herceptin
Food and drug administration
Administration
Blockbuster drugs
Biologics license application
9 pp
LIBRARY
grow in the leisure and hospitality

businesses and its contribution in the
Malaysian tourism industrys growth.
Thereafter, the case examines how
Genting diversified into various related and
unrelated businesses as a strategy to
expand its business operations in
domestic and international markets. It also
details the strategies it adopted to grow in
each of the industries it entered. The case
ends with a discussion on the adverse
impacts of the global economic slowdown
and the SARS epidemic in the ASEAN
region on Gentings businesses, and
comments on its future prospects. The
case is developed to enable students to:
(1) understand the importance of the role
played by a visionary and entrepreneurial
leader in establishing and building a
successful business: (2) identify the
rationale behind a companys decision to
diversify into related and unrelated
businesses; (3) identify the various
strategies adopted by a company
(mergers, acquisitions, strategic alliances,
joint ventures) to grow its businesses;
(4) analyse how a company can create new
markets in an industry (the leisure and
hospitality industry in particular) by offering
new and innovative services;
(5) appreciate the advantages a company
derives from being a first mover in an
industry; and (6) highlight the adverse
impact of unforeseen circumstances
(economic slowdown and outbreak of
epidemics) on a companys business
operations and the ways in which these
contingencies can be dealt with. The case
is aimed at MBA/PGDBA students and is
intended to be part of the strategy and
general management curriculum.
Malaysia; Leisure and hospitality;
Large; 1970 to early 2004
Genting Berhad
Tourism Malaysia
Genting Highlands
Leisure and hospitality industry
Asian leisure cruise industry
Related and unrelated
diversification
SARS epidemic
Malaysian tourism industry
Star Cruises
Resorts World Berhad (RWB)
21 pp
304-217-1
GENTING BERHAD: THE STORY OF A
MALAYASIAN CONLOMERATE
Mukund, A
Sarvani, V
The case examines the growth strategies
adopted by Genting Berhad (Genting) that
helped it become one of Malaysias
leading conglomerate companies. It
provides detailed information about
Gentings initial years and examines the
entrepreneurial and leadership qualities of
the companys founder, Tan Sri Lim Goh
Tong. The case then examines the various
strategies adopted by the company to
91
LIBRARY
304-217-8 (4pp)
304-205-1
GILLETTES CHALLENGES AND
STRATEGIC RESPONSES
Sumit, KC
Dipankar, Z
Although Gillette, in its 102-year corporate
history, had been a dominant player in the
razor and blade market, competition
loomed in the form of Schicks Quattro in

late 2003. The Quattro, with its superior
technology was a direct attack on the most
successful razor line of Gillette the
Mach3. Though Gillette, with its research
and development muscle, could quickly
improvise Mach3, to a battery powered
M3Power, much was still to be seen as to
whether Gillettes move could help it to
retain the coveted position in the razor and
blade market. The case enables the reader
to understand the strategic attack of
Schick on Gillette and Gillettes counter
defensive strategies.
USA; Cosmetic and skin care; 2004
Gillette
Energizer Holdings Inc
Schick
M3Power
Quattro
Oral-B
Gillette Sensor
Duracell
Refillable razor business
Gillette Mach3
Gillette Safety Razor Company
Gillette altra shaving system
Shaving products
Revlon
Progressive blade geometry
8 pp
LIBRARY
304-108-1
GLOBAL PAINTS AND COATINGS
INDUSTRY: COMPETITORS
Jeannet, J-P
McCann, WC
Babson College, MA
This case is an overview of the largest
competitors in the global paints and
coatings industry between 1997 and 2003.
It describes each competitors positioning
in the global paint industry. Issues
regarding globalisation, environment,
R&D, technology and market segment are
presented. Allows for industry analysis
along issues such as value chain,
suppliers, technology, competitors, and
customers, and new entrants. Other
issues to be analysed are KSFs for
competing in this industry, and generic
competitive patterns from the description
of the leading paint companies worldwide
(Akzo Nobel, PPG, Sherwin-Williams,
DuPont, ICI, BASF, Valspar, Nippon Paints,
SigmaKalon and Kansai Paints). The can be
used in conjunction with Global Paints and
Coatings Industry: Overview (304-107-1).
This case is suitable for graduate MBA and
executive level courses in global strategy
and marketing and strategy relating to the
coatings and chemical industries. The
teaching note presents case-based
examples of five critical factors introduced
as directives for competing successfully in
the global coatings industry. It can be used
for instructors to help students
conceptualise the case session, or be
distributed for students to read.
Paints and coatings; 1997-2003

Paints and coatings industry
Global coatings competitors
Paints companies
Decorative coatings
Architectural
Industrial coatings
(OEM) coatings
Global business
Global marketing
Globalisation
29 pp
LIBRARY
304-107-8 (5pp)
304-107-1
GLOBAL PAINTS AND COATINGS
INDUSTRY: OVERVIEW
Jeannet, J-P
McCann, WC
Babson College, MA
This case is an overview of the global
paints and coatings industry between
1997 and 2003. It describes the global
paint industry, its segments (geography,
application and user industries,
technologies). This case examines the
industrys full value chain, from with the
raw chemical suppliers to the end user.
Issues regarding globalisation,
environment, R&D, technology and market
segment are presented. Allows for
industry analysis along issues such as
value chain, suppliers, technology,
competitors, and customers, and new
entrants. This case is suitable for graduate
MBA and executive level courses in global
strategy and marketing and strategy
relating to the coatings and chemical
industries. The teaching note presents
case-based examples of five critical factors
introduced as directives for competing
successfully in the global coatings
industry. It can be used for instructors to
help students conceptualise the case
session, or be distributed for students to
read.
Paints and coatings; 1993-2003
Paints and coatings industry
Global coatings industry
Decorative coatings
Architectural paints
Industrial coatings
Original equipment manufactuer
(OEM) coatings
Global business
Global strategy
Global marketing
Globalisation
30 pp
304-231-1
GOOGLE IN 2004: FROM START-UP TO
IPO (PART A)
Ravi, M
Widely recognised as the Worlds Best
Search Engine, Google is planning to
make its long-awaited initial pubic offering
(IPO) by early 2004. People use Google to
conduct about 200 million searches daily.
Besides providing search services, Google
serves corporate clients with costeffective advertising. The case discusses
the evolution of Google from a startup to a
company ready for an IPO. The case can
be used in a business strategy course for
MBA students.
Worldwide; Internet; 1,000 employees;
1995-2004
Google
Search engine
Initial public offering (IPO)
Ask Jeeves
Yahoo!
MSN
Index searching
Stanford
AT&T
AT&T Wireless
Alta Vista
America Online (AOL)
Goldman Sachs
Morgan Stanley
Inktomi
14 pp
LIBRARY
304-204-1
GROWTH STRATEGIES OF REXAM PLC
Sumit, KC
Betsy, BM
Rexam was formed in 1995 when WV
Bowater and Sons, a London based
conglomerate, incorporated in 1881,
adopted a single brand to transform itself
from a diversified business group to a
leading packaging company in the world.
Under its CEO Rolf Borjesson, Rexam
carried on its acquisition programme in the
mid and late 1990s by acquiring several
companies like PLM, American National
Can Group Inc and Latasa, all leading
consumer-packaging companies in the
world. By 2004, Rexam was the fourth
largest company in the global consumer
packaging industry and also the worlds
leading beverage can producer with annual
sales of $5.6 billion. This case provides
insights into how Rexam, by leveraging on
its core business, consolidated its growth
and leadership position in the global
consumer packaging industry.
UK; Packaging and container
manufacturing; 2004
Rexam Plc
Coca-Cola
Rexam Beverage Packaging
LIBRARY
304-107-8 (5pp)
92

American National Can Group Inc
Rolf Borjesson
Rexam Beverage Can South
America
Industrial packaging
WV Bowater and Sons
PLM
Collins-Aikman
Amcor Flexibles
Rexam Beauty and Closures
Bulk packaging
Gearing ratio
Stefan Angwald
7 pp
LIBRARY
304-264-1
HAIER: DEVELOPING A GLOBAL
BRAND
Sumit, KC
Bala Kiran, V
Haier started its operations in China in
1984 as a refrigerator manufacturer and by
1991, it was a popular brand in China with
various products in its kitty. It soon forayed
into the production of other domestic
appliances like microwave ovens, washing
machines and air conditioners. In the early
1990s, the company started exporting its
products to the American, European and
Japanese markets. To create its own brand
in the foreign markets, Haier established
overseas manufacturing units and also
started employing the local people. By
2002, Haier had become the fifth largest
manufacturer of consumer appliances in
the world and the largest in the global
refrigerator business. This case enables
the reader to understand how Haier
succeeded in becoming a global brand by
dispelling the myth that Chinese products
are generally of low quality and that
Chinese companies earn market shares
only through cheaper products.
China; Appliances; 2004
Haier
Total quality control
Merloni
Sanyo
SAMPO
Samsung
Mitsubishi
Menghetti Spa
General Electric (GE)
Whirlpool
Wal-Mart
Sears
Zhang Ruimin
World Brand Laboratory
Haier Europe
8 pp
LIBRARY
304-276-1
HEALTH SYSTEM FINANCING AND
DEVELOPMENT IN GEORGIA
Atun, RA
Imperial College London, Tanaka
Business School
Prior to its independence Georgia enjoyed
one of the highest living standards and
levels of per capita income in the former
Soviet Union. Independence in 1990 was
followed by decoupling from the Soviet
economic system and intense civil conflict
with the regions of Abkhazia and Ossetia
which ended in 1994. The civil conflict,
combined with a rapid transition to a
market economy, left Georgia with a
collapsed economy and a malfunctioning
health system. Global health indicators
declined and severe problems were
experienced with health system funding
and health service delivery. The case
relates to the year of 2002 when the
government, given the economic
constraints and worsening situation in the
health system, is trying to develop a
national plan to address the health
systems problems. The case can be used
to illustrate and discuss: (1) external
factors impacting on health system;
(2) analysis of health systems problems;
(3) identification of health systems
priorities; (4) the strategic options available
to a government from a transition
economy on health systems development;
and (5) health system financing options
and the advantages and disadvantages of
each financing option.
Georgia; Health; 2002
Health systems
Health services
Strategy
Health system financing
21 pp
GEN EXP
304-206-1
HONDA INTO THE SAFETY CAR
MARKET
Sumit, KC
Shalini
Automobile manufacturers have
innovations up their sleeves. Car designers
and manufacturers have always focused
their research to provide comfort, safety
and ease of driving to their vehicle users.
Honda Motor Company went beyond that
with its commitment to provide safety for
everyone that included pedestrians who
shared the roads. The increasing number
of pedestrian deaths due to road
accidents, further reinforced its
commitment. Besides enhancing its image
as a company committed to its corporate
social responsibility, Hondas initiative was
also leveraged as a tactic to differentiate
Honda from its competitors. On its anvil,
Honda has the new safety technology in all
93
its cars to comply with the stricter safety

rules being implemented by Euro NCAP
that would hit the market from 2006
onwards. The case study highlights
Hondas initiatives to make its cars safer
for the pedestrians and its implication on
the companys future business potential
and profitability.
Honda Motor Company
Safety for everyone
Euro NCAP
Honda Civic
G Con
Polar II
Crash test
Pedestrian safety
Tochigi research and development
(R&D) centre
Vehicle stability assist system
Intelligent speed adaptation system
Honda City
Colligation mitigation brake system
Takeo Fukui
Automotive safety research facility
13 pp
LIBRARY
304-245-1
HONDA MOTORCYCLE & SCOOTERS
(I) PVT LTD: RACING AHEAD
Prasuna, DG
Shishir, K
Honda Motorcycle & Scooters India
(HMSI), the wholly owned subsidiary of
Honda Motor Company of Japan, entered
into the scooter segment with its gearless
scooter Activa, in July 2001, despite the
fact that the full size scooter segment was
losing its volume to motorcycles. Until
2003, it had three products available on the
market, Activa and Dio, in the gearless
scooter segment and Eterno in the geared
scooter segment. These products have
halted the slide in the scooter segment.
While the sales of HMSI grew by 186% in
the year 2002-2003, the sales of most
other companies declined. HMSI is also
planning to make its entry into the
motorcycle segment in 2004, by
replicating its success in the scooter
segment. It has plans to launch its 125cc
and 150cc motorcycles. The 125cc
motorcycles, in the Rs 40,000 price band,
would put it firmly in the executive
commuter segment, which generates the
highest volume in two-wheeler segments
and the 150cc in an upwardly mobile
segment, where it will compete with the
market leader and its joint venture partner,
Hero Honda.
India; Automobile (two-wheeler); Large;
2001-2004
Honda
Honda Motorcycle & Scooters India
(HMSI)
Japan
Activa
Dio

Eterno
Gearless scooter
Two-wheeler
Kojiro Iguchi
Hero Honda
Convenient lift-up independent
cover (CLIC)
Dentsu
Trinton
Bajaj
Kinetic
23 pp
LIBRARY
304-207-1
IBMS ACQUISITION OF PWCC: THE
SYNERGIES
Sumit, KC
Saradhi Kumar, G
IBM had forayed into the IT services
business with the formation of IBM Global
Services in the early 1990s, under its
former Chief Executive, Louis V Gerstner
Jr. Although the revenues of IBM Global
Services rose consistently and it was an
expert technology solutions provider, it
lacked the expertise to deal with real time
business operations and practical
problems faced by its clients. In its quest
for a partner with deep business expertise,
IBM acquired PwCC in mid-2002 for $3.5
million, to further strengthen its
commitment to its IT services business.
This case highlights the strategy of IBM
that went behind the acquisition of PwCC
and how IBM stands to gain from the
acquisition in the long run.
USA; Information technology services;
2004
IBM Consultancy
IBM Global Services
IBM Business Consultancy Services
Consolidation in consultancy
industry
PwCC
Pricewaterhouse Coopers
Consultancy
On-demand computing
IT services
IT consultancy services
Business transformation
Outsourcing services
IT services and business
consultancy
Management consultancy services
Sam Palmisano
Acquisition of PwCC by IBM
8 pp
LIBRARY
304-216-1
IBMS TURNAROUND AND ITS NEW
BUSINESS MODEL
Gupta, V
Prashanth, K
The turnaround of IBM under Louis V
Gerstners leadership is considered to be
one of the most remarkable turnarounds in
corporate history. The case details the
strategic measures taken by Gerstner to
transform IBM from a hardware vendor to
a complete IT solutions provider. The case
examines IBMs new services-heavy
business model and its potential benefits
for the company in future. It also details
the issues facing the new CEO of IBM Sam Palmisano and the measures taken
by him in 2002 and 2003 to boost IBMs
stagnant revenues and declining profits.
The case is structured to enable students
to: (1) understand the need to continuously
reinvent the business model of a company
amidst rising competition and changes in
the business environment; (2) examine the
strategic measures taken by a leader to
turnaround a loss making company; (3)
study IBMs business segments and
conduct a BCG analysis; and (4) discuss
the position of IBM in its various business
segments vis--vis its competitors. The
case is targeted at MBA/PGDBA students
and is intended to be part of the strategy
and general management curriculum. The
of the case.
US; IT; Very large; 1993-2004
IBM
Turnaround of IBM
IT services
Sam Palmisano
IBMs business segments
PriceWaterhouseCoopers
Human resource restructuring
Louis V Gerstner
IBMs e-business strategy
22 pp
LIBRARY
304-216-8 (3pp)
304-255-1
ICICI: TOO BIG TO FAIL?
Phani Madhav, T
Ganguly, K
Into the fifth decade of its existence, the
Industrial Credit & Investment Corporation
of India (ICICI) had evolved to become a
behemoth in the Indian financial system.
With a presence in almost every financial
market segment and numerous
subsidiaries, it is the bank with the second
largest asset base in India. Expansions and
diversifications had however raised
questions about the rationale behind the
94
expansion. When a simple rumour of a

cash crunch could cause panic
withdrawals running into one and a half
crores in just three days, it was time to
stop and consolidate their position,
thought experts. This case looks at the
meteoric rise of ICICI in India. It leaves
open to debate the question as to whether
the company should strive for better
results in the markets it operates in or
should it go for newer opportunities as and
when they present themselves. The
possible problems because of bringing all
the subsidiaries under one umbrella
organisation can also be discussed.
India; 2004
Industrial Credit and Investment
Corporation of India (ICICI)
ICICI Bank
Reverse merger
Largest private sector bank
Retail banking
Retail portfolio
Expansion
Consolidation
9 pp
LIBRARY
304-193-1
INDICAS FOREIGN FORAY
Phani Madhav, T
Dakshi, M
In the 1990s, when India was struggling
with the implications of liberalisation
policy, nobody expected Indias products
to go global. Traditionally, the Indian
industry was considered a follower of the
west owing to its low quality products and
a nascent manufacturing industry. This
was particularly true for the automobile
industry, which was in its initial stages of
growth. But when Tata Motors signed an
agreement with MG Rover Group of UK in
2002 to export Indica, Indias first
indigenous car, it attracted attention of
many automakers who could realise the
potential that India held. Tata Motors
launched Indica in 1998, although the car
did not succeed initially, the sales picked
up with the re-launch of Indica. The case
study gives an outline of the success of
Tata Motors Indica in the passenger car
segment. More specifically, the case
offers a scope for discussion on Indicas
remarkable debut in the European market.
India; Automobile; 2004
Tata Motors
Indica
Indica V2
MG Rover
CityRover
Idea
Institut Francais Du Petrol of France
Engineering Research Centre
China Brilliance Industrial Holdings
Phoenix consortium
European Union
Block exemption

Small car segment
British car industry
Supermini cars
7 pp
LIBRARY
304-256-1
INDUSTRIAL DEVELOPMENT BANK OF
INDIA (IDBI) IN 2004
Guru Dutta, P
Krishnaphani, K
Over its 40 years of existence, Industrial
Development Bank of India (IDBI) as a
Development Financial Institution (DFI)
had fulfilled its objective, of playing a
pivotal role in the development of Indian
industries. With the onset of the banking
sector reforms initiated in the mid 1990s,
DFIs began to find their roles diminishing.
They had to find strategic alternatives to
survive. This case helps to understand the
reasons that led IDBI to reorient its
strategy to become a universal bank. This
case also helps in understanding the
challenges that lie ahead of the new entity.
India; Banking and financial services;
2004
Industrial Development Bank of
India (IDBI)
Development Financial Institution
(DFI)
Capital adequacy ratio (CAR)
Universal banking
Capital debt restructuring
Long term operational funds
Statutory liquidity ratio (SLR)
Deep discount bonds, flexibonds
Low cost deposits, cost of funds
Refinancing
Non-performing assets
Bill rediscounting scheme
Indian banking industry
Income recognition
Securities Exchange Board of India
(SEBI)
10 pp
With its ADRs listed on the NASDAQ,

Infosys is not insulated from the debate.
The case discusses the pros and cons of
expensing stock options and the road
ahead for Infosys.
Worldwide; Information technology;
$754 million sales in 2003; 1974-2004
Infosys
Wipro
Microsoft
Cisco
Stock options
Employee stock option programme
(ESOPs)
Accounting policies
Accounting standards
FASB
India (SEBI)
Securities and Exchange
Commission (SEC)
Intrinsic value method
Fair value method
Earnings per share (EPS)
ADR
18 pp
LIBRARY
9B03M039
INIZIATIVA REGALUXES ACQUISTION
OF HENRY BIRKS AND SONS: FROM
BANKRUPTCY TO US EXPANSION
Conklin, DW
Mark, K
Henry Birks & Sons is a large Canadian fine
jewellery retail chain. The company had
experienced an unfortunate escalation in
its debt levels, and financial losses pushed
it into bankruptcy. The closure of all of its
stores and dismissal of its employees was
limited by a takeover by Regaluxe. New
strategies transformed Birks into an
internationally competitive organization,
able to contemplate expansion not only
across Canada but also into the US market.
Strategic planning
Corporate strategy
23 pp
LIBRARY
8B03M39 (11pp)
304-229-1
INFOSYS TECHNOLOGIES:
EXPENSING STOCK OPTIONS
Ravi, M
Infosys, one of Indias most respected
companies, offers a range of customised
software services including development,
maintenance, re-engineering and
consulting. The software business is
people-driven. Stock options are quite
commonly used to attract, motivate and
retain employees. Infosys has been one of
the first companies in India to issue stock
options (ESOP) to its employees. In recent
times, accounting for stock options has
become a controversial subject in the US.
304-182-1
ISB: A LEADING BUSINESS SCHOOL
IN INDIA
Gupta, V
Mohan Chandran, P
The case discusses the Indian School of
Business (ISB), a leading business school
in India. ISB aims to become the best
business school in Asia and among the
best in the world. The case describes what
makes ISB unique including its course
curriculum, faculty, teaching approach and
methodology, infrastructural facilities and
placements. The case also examines the
95
hurdles faced by ISB in setting up a world

class business school and details its other
financial and administrative problems.
Finally, the case describes ISBs recent
initiatives and the strategies adopted by
the institution to achieve its vision. This
case is designed to enable the students to:
(1) study the management practices
followed by world class business schools
to create future leaders and
entrepreneurs; (2) understand the
importance for leading business schools of
providing access to world-class faculty,
course curriculum and infrastructural
facilities; (3) understand the problems that
could be associated with setting up of a
global business school with students and
faculty of diverse cultures, nationalities,
educational and geographical
backgrounds; and (4) recognise the ways
in which these hurdles could be overcome.
This case is aimed at MBA/PGDBA
India; Education; Large; 1995-2004
Indian School of Business
Business schools in India
Placements
Problems in setting-up a business
school
Post-graduate programme in
management
Executive education programme
Teaching approach and
methodology
Infrastructure at ISB
15 pp
LIBRARY
304-182-8 (3pp)
304-123-1
J&J: GROWTH STRATEGIES IN THE
21st CENTURY
Rajshekar, N
Venkatesh, P
In the late 1990s, Johnson & Johnson
(J&J), well-known mainly for its consumer
products like Johnsons baby products,
started focusing more on its
pharmaceutical and medical devices
segments. J&J grew rapidly in these two
segments, enhancing its product portfolio
through mergers and acquisitions. By the
turn of the 21st century, J&J had over 200
operating subsidiaries spread over 54
countries. Though the sales figures for
2003 looked impressive at $41,862 million,
investors sensed a tough future for the
company as the company did not have a
new product to offer the market till 2006.
To tide over the impending difficulties, J&J
geared up to streamline its drug
development activities, generating funds
through cost cutting measures. In spite of
being a company known for its

decentralised management system, J&J
centralised its purchasing and other backend activities of all its pharmaceutical
subsidiaries. As its earlier strategy of
acquiring pharmaceutical companies to
add new products to its portfolio became
expensive, J&J started spending more to
discover new molecules.
USA; Pharmaceuticals manufacturers;
2003
Johnson & Johnson
Johnsons baby powder
Centocor
Monoclonal Anitbody Technology
(Mab)
Cypher Sirolimus-eluting stents
Endgames curve
Natrecor
Stents
Procrit
Tylenol
McNeil Laboratories
Alza Corporation
Scios Incorporated
Cordis Corporation
Pentrax
12 pp
LIBRARY
UVA-BP-0330M
JACKIE WOODS
Multimedia case
global standards of education. In the early

1990s, Japan experienced a decline in the
population of students less than 18 years
of age, the prospective age of applicants
for various courses in universities. There
was an increase in the competition among
the universities, and too many of them
(national, public and private universities)
were competing for too few students.
With the changing situation, Japanese
universities faced many new challenges,
which played a key role in creating a
globally competent Japan for the 21st
Century. This case offers scope to discuss
the challenges that lie ahead of the
Japanese universities.
Japan; Education; 2004
Higher education in Japan
Japanese universities system
National universities
Private universities
Public universities
Structural reforms
Adult education programmes
Corporate and university cooperation
Demographic problems
The US economy
Beef exports and imports
UN Food and Agricultural
Organisation
National Cattlemens Beef
Association
Ann Veneman
Meiji System
Electronic Materials Center: The

Commercialization of New Technologies
(B), product 9B04M018 looks at the issues
faced in a consulting situation.
Emerging markets
Corporate culture
22 pp
8B04M17 (8pp)
9B04M018
KOBE STEEL USA, ELECTRONIC
MATERIALS CENTER: THE
COMMERCIALIZATION OF NEW
TECHNOLOGIES (B)
Smith, P
Plano, L
Glass, J
This is a supplement to Kobe Steel USA,
Electronic Materials Center: The
Commercialization of New Technologies
(A), product 9B04M017 and focuses on a
consulting assignment. A consultant
working with the Center decides to
request reconsideration of the terms and
deliverables of his assignment.
Emerging markets
Corporate culture
Clawson, JG
Administration
LIBRARY
Jackie Woods and her family are planning

a trip to Europe when she is appointed to a
key task force at Ameritech. Her
colleagues are canceling their vacations to
participate in the task force, but Jackies
family has been looking forward to this
time together. At the same time, she and
her husband have been wondering what
future they have at Ameritech. The
version.
9B04M017
KOBE STEEL USA, ELECTRONIC
MATERIALS CENTER: THE
COMMERCIALIZATION OF NEW
TECHNOLOGIES (A)
304-263-1
LA-Z-BOY: CHANGING STYLE
Smith, P
Plano, L
Glass, J
Sumit, KC
Shalini
Kobe Steel Ltd started as a large

manufacturer of steel products and has
diversified into other sectors including
iron, aluminum and copper products,
engineering, machinery and electronic
information. Headquartered in Japan, it
established overseas laboratories that
were given technology-based missions to
assist with the diversification away from
the companys core business. One such
laboratory, the Electronic Materials Center
(EMC) located in North Carolina, evolved
from a research oriented focus to a
product development focus. The centers
major products were expected to launch
EMC in a profitable business venture and
help spear head Kobe Steels
diversification effort. However, the
organization context and economic
environment in which Kobe Steel was
attempting this were extremely complex.
This included multicultural issues,
emerging markets, technologies new to
the company and even natural disaster.
The supplement Kobe Steel USA,
Since 2003, La-Z-Boy, the American icon of

comfort furniture, best known for its
recliners, is witnessing a stagnant growth.
The growth of the upholstery segment has
become stagnant and the casegoods
segment is reporting declining sales.
Besides the US recession, the company
has been facing tough competition from its
global competitors, and finding it difficult
to keep up with the consumer preferences
of its younger generation customers. To
stay tuned with the changing times, the
company decided to launch a new product
range with competitive pricing and
designs. The case enables the readers to
understand the product modernisation
strategy adopted by La-Z-Boy to enhance
its growth and gain sustainable
competitive advantage over its
competitors.
Career management
Leadership
Diversity case
Women in business
Diversity
CD-ROM
FIELD
UVA-BP-0330MTN (CD-ROM)
304-124-1
JAPANESE UNIVERSITIES: THE
CHALLENGES AHEAD
Rajshekar, N
Guru Dutta, P
Since the 1990s, the Japanese education
system had been in a reform phase, trying
to improve its efficiency and meet the
7 pp
8B04M17 (8pp)
96
US; Home furniture; 2004

La-Z-Boy
Todd Oldham
Recliners
Casegoods

Upholstery segment
Floral City Furniture
Edward M Knabush (Edward) and
Edwin J Shoemaker
Kurt L Darrow
La-Z-Boy Furniture Galleries
La-Z-Boy Residential
Oasis
Cocooning chairs
Arc
Snap sofa
Hi-lo matic
11 pp
LIBRARY
9B04M012
LARSON IN NIGERIA
Beamish, PW
Litvak, I
Cheung, H
The vice-president of international
operations must decide whether to
continue to operate or abandon the
companys Nigerian joint venture.
Although the expatriate general manager
of the Nigerian operation has delivered a
very pessimistic report, Larsons own
hunch was to stay in that country.
Maintaining the operation was
complicated by problems in staffing,
complying with a promise to increase the
share of local ownership, a joint venture
partner with divergent views, and
increasing costs of doing business in
Nigeria. If Larson decides to maintain the
existing operation, the issues of increasing
local equity participation (ie coping with
indigenization) and staffing problems
(especially in terms of the joint venture
general manager) have to be addressed.
Subsidiaries
Staffing
Third world
Government regulation
8 pp
8A95G08 (7pp)
9B03M052
LEO BURNETT COMPANY LTD:
VIRTUAL TEAM MANAGEMENT
Dietz, J
Olivera, F
ONeil, E
Leo Burnett Company Ltd is a global
advertising agency. The company is
working with one of its largest clients to
launch a new line of hair care products into
the Canadian and Taiwanese test markets
in preparation for a global rollout. Normally,
once a brand has been launched, it is
customary for the global brand centre to
turn over the responsibility for the brand
and future campaigns to the local market
offices. In this case, however, the brand
launch was not successful. Team
communications and the team dynamics

have broken down in recent months and
the relationships are strained. Further
complicating matters are a number of
client and agency staffing changes that
could jeopardize the stability of the team
and the agency/client relationship. The
global account director must decide
whether she should proceed with the
expected decision to modify the global
team structure to give one of the teams
more autonomy, or whether she should
maintain greater centralized control over
the team. She must recommend how to
move forward with the brand and
determine what changes in team structure
or management are necessary.
Cross cultural management
Team building
Brand management
Global manager
19 pp
IMD-3-1371
LIPTON INVITES PEPSI TO TEA (B)
Malnight, TW
Ohlsson, AV
IMD, Lausanne
(IMD-3-1370 and IMD-3-1371). The case
announces the joint venture between
Pepsi and Lipton for the global marketing
and distribution of ready-to-drink tea.
World; Consumer goods, beverages,
soft drinks; Large; 2003
Tea
Brands
Marketing
Strategy
Beverages
Soft drinks
Health
Wellness
Joint venture
4 pp
8B03M52 (14pp)
FIELD
304-137-1
LI & FUNG IN 2003: MANAGING
GLOBALISATION
Vedpuriswar, AV
Li & Fung is one of Hong Kongs most
successful trading companies. The
company deals in various types of
consumer goods like textiles, toys,
sporting equipment and household items.
Founded about 90 years back, Li & Fung
employs 2,500 people worldwide. It has
offices in 40 countries. The Harvard
educated Fung brothers, Victor and
William are the architects of the
companys success. The brothers believe
that even in the age of the Internet, trading
intermediaries have an important role to
play. They feel that the role of a trader
goes beyond matching the needs of the
buyers and sellers to add value in
innovative ways. As 2003 draws to a close,
Li & Fung also knows that it will have to
keep innovating to stay ahead of other
players. This case can be used to discuss
global supply chain management in an
MBA class.
Hong Kong; Trading; $48 billion sales in
2002; 2003
Li & Fung
Lifung
Fung brothers
Hong Kong
Trading intermediaries
Value chain
Trading company
Victor Fung
Outsourcing
Inchcape marketing services
Jackets
John Waynes
Toys
UVA-BP-0448M
LONELY PLANET
Multimedia case
Bodily, SE
Lewis, G
Songer, S
Administration
Lonely Planet, the worlds No 1 seller of
travel publications, is charting its future
course in the global market to achieve and
maintain its competitive advantage. In this
media case, which resembles a video
game, students get to make major
strategic decisions about new ecommerce business models and
organizational options. Participants adopt
management roles and deal with industry
structure and analysis, role of
entrepreneurship, competitive advantage,
new technology, and on-line and off-line
integration. Overall, they must also think
about how to maintain the companys
innovative culture while they grow the
business. The teaching note is version 2.3.
The teaching note is also available in a
paper version.
Decision analysis
Corporate culture
Decision making
Corporate strategy
E-commerce
Growth strategy
Industry analysis
Industry structure
Innovation management
New processes
New-venture management
Strategic planning
Technology strategy
12 pp
CD-ROM
LIBRARY
UVA-BP-0448MTN (CD-ROM)
97

304-254-1
LORALS BUSINESS STRATEGY
Srikanth, G
Neeraj Kumar, S
Established in 1909, LOral, the French
cosmetic company, had become the world
leader in the cosmetic market by 2003.
The LOral group marketed over 500
brands, consisting of more than 2,000
products. Its product range included makeup, perfume, hair and skin care products,
which were tailored according to the
consumer needs. The company believed in
the strategy of innovation and
diversification. In 2003, though the LOral
group was ranked number one in the US
cosmetic market, it faced tough
competition from Estee Lauder and
Procter and Gamble (P&G). This made the
group refocus its business strategy. It
came up with products catering to the
beauty needs of different ethnic groups
and genders. This case helps to discuss
the various strategies implemented by the
LOral group to be the market leader in
the global cosmetic market and how the
group is trying to sustain that position by
refocusing its strategy.
French; Cosmetics industry; 2004
LOral
Laboratories Garnier
Innovation and diversification
Lindsay Owen-Jones
Mass-market channels
Professional products division
Black American culture and learning
Soft-Sheen and Carson brand
Different ethnic groups
Business strategy
Estee Lauder, Procter and Gamble
Global cosmetic market
Personal care products
Maybelline
9 pp
LIBRARY
304-191-1
LOW COST CARRIERS IN ASIA
Sumit, KC
Venkatesh, P
The concept of a low cost carrier (LCC),
that got instant popularity in the US in the
1970s, was adopted in Europe in the
1980s. Asia was a little slow in picking up
the trend. The first LCC in Asia, the Orient
Thai, started in the mid-1990s in Thailand,
faced lot of problems as the government
of Thailand saw it as a threat to its national
carrier, Thai Airways International.
Subsequent deregulation of the domestic
aviation industry in Thailand came as a
breather for Orient Thai. Following this
example many other LCCs sprang up in
different Asian countries like the Cebu
Pacific Air (Philippines), AirAsia (Malayasia)

and Deccan Air (India). Seeking to tap the
potential of LCCs, even the national
carriers jumped into the fray in 2003. In
December 2003, Singapore Airlines (SIA)
announced the launch of its forthcoming
LCC Tiger Airways. Thai Airways was
also planning to launch its own LCC, Nok
Air, by mid-2004. This case helps the
reader to understand the basic business
model of the LCCs and the factors that
prompted the growth of LCCs in Asia.
Asia; Airlines; 2004
Low cost carriers (LCC)
Asia
Malaysia
Philippines
Thailand
Singapore
India
AirAsia
Orient Thai
Tiger Airways
One-Two-Go
Anthony Fernandes
Udom Tantiprasongchai
Singapore Airlines
Air Deccan
8 pp
and managing a global conglomerate; and

(6) people issues in the luxury industry.
Global, France; Luxury goods industry;
Revenues: 11,963 million euros, 56,000
employees; 2004
Managing the global conglomerate
Decentralised organisation
Synergy, organic growth,
competition
Multi-branded strategy
Star brands
Brand management
Portfolio management
International management
Global operations
Leadership
Bernard Arnault
Luxury goods
France
23 pp
LIBRARY
304-237-1
MARIMEKKO 1998-2002
Ronkainen, I
Georgetown University
Karesvuori, A
Helsinki School of Economics and
Business Administration
LIBRARY
304-274-1
LVMH: MANAGING THE MULTI-BRAND
CONGLOMERATE
Som, A
LVMH Moet Hennessy Louis Vuitton,
based in France, is one of the worlds
leading luxury goods companies. It
operates in wines, spirits, fashion goods,
leather goods, perfumes, cosmetics,
watches, jewelry and retailing. The
company employs approximately 56,000
employees. Its global distribution network
grew from 828 stores in 1998 to 1,592
stores in 2004. The majority of sales are
derived from the fashion and leather goods
division, with Europe (including France)
being the biggest regional contributor. The
company is the largest and most widely
spread luxury goods company, with a
strong brand portfolio and distribution
skills. LVMHs star brands is a key
foundation of the groups strategy. It has
built over time one of the strongest brand
portfolios in the sector, counting 60 top
brands amongst its five divisions and other
operations. At the core of the fashion and
leather business is the Louis Vuitton brand
itself. This star of star brands is estimated
to generate over 80% of earnings in the
segment. The case discusses the
following critical challenges for LVMH:
(1) sustaining its organic growth strategy;
(2) competition strategy; (3) managing
multi-brand strategy with star brands;
(4) managing a decentralised
conglomerate; (5) leadership and charisma
of Bernard Arnault in creating, maintaining
98
Marimekko, a Finnish textile and clothing

design house was founded in 1951. The
co-founder, a Finnish textile designer Mrs
Armi Ratia, steered Marimekko
successfully with her enthusiasm and
creativity at home and to international
markets. After she died in 1979, the
company functioned for some time, but
soon started a flat spin. In 1985 Amer
Corporation, known for brands such as
Wilson and Atomic, acquired Marimekko.
Despite its numerous attempts to renew
the company, Marimekko continued to
accumulate losses. In 1991 Kirsti
Paakkanen took Marimekko back to its
roots and recreated value via design and
quality. Marimekko turned profitable and
growing ever since. In August 2002,
Paakkanen looks for the strategic options
to ensure the companys continued
growth. The teaching objective is to
evaluate alternative strategies for a
company operating in a constantly growing
competition environment. The different
growth phases from the early
internationalisation, the decline and
successful growth are described.
Finland, Europe; Design; Small to
medium; 1998-2002
Strategic management
Growth in home market
International growth
Design product
Product development strategy
Product quality
Visionary management
Internationalisation
Market penetration strategy
Market development
Corporate culture

Competition
Competitive advantage
Successor
Management competencies
18 pp
FIELD
304-237-8 (7pp)
304-265-1
MARKET ENTRY STRATEGIES OF
GMAIL
Sumit, KC
Saradhi Kumar, G
Google, the biggest Internet search
engine, has come up with a new offer for
e-mail users. On 1 April 2004, Google
announced the launch of its Gmail in
which it offered a huge storage space of
one gigabyte to its users that was enough
for a normal e-mail user to store his mails
for a decade. This announcement sent
mild tremors to the existing players like
Yahoo and MSN who offer a free space of
just 4 and 2 megabytes respectively.
Furthermore, Google announced that it will
tag its mails with only those
advertisements that are relevant to the
contents of the mail, which is also known
as contextual advertising. However,
skepticism arose about the privacy of the
e-mails. This case highlights the entry
strategy of Google in the global e-mail
business and the pros and cons of its offer.
USA; Internet services; 2004
Google
Gmail
E-mail
Yahoo
Hotmail
America Online (AOL)
Contextual advertising
E-mail business
ARPANET
MSN
Microsoft
Market entry strategies
Roy Tomlinson
Mailcity
PayPal
6 pp
LIBRARY
9B04M008
McDONALDS AND THE McCAFE
COFFEE INITIATIVE
Bansal, P
Sgro, L
While McDonalds breakfast and snack
sales have been increasing, they have not
kept pace with industry growth. The
primary barrier to this sales growth in the
Canadian market, according to a franchise
owner, is the quality of the coffee.
McDonalds in Canada has been
attempting to build its coffee brand equity

for many years. They had switched to the
Higgins and Burke coffee but had little
success changing customers negative
perceptions. To truly change customer
perceptions, McDonalds needed to
revolutionize their coffee program. McCafe
was introduced in response to this coffee
issue. McCafe was full service coffee bar,
located in a McDonalds restaurant as an
extension to the front counter or located
as a stand-alone restaurant. Over 300
McCafes existed worldwide. While
McDonalds would like to get a piece of
the lucrative coffee market, McCafes
main objective was to eliminate coffee as
a barrier to breakfast and snack sales. The
question for one franchise owner is
whether McCafes strong initial sales can
be sustained.
Diversification
Strategy and resources
Strategy development
Corporate strategy
12 pp
304-127-1
MERCK IN 2003
Rajshekar, N
Renuka Prasad, BN
In the 1990s, Merck had a double-digit
profit growth rate. Since 2001 its growth
fell to a single-digit as competitors merged
and forged ahead. Analysts have predicted
an earnings growth rate of just 2% for
Merck against 8% to 10% for the industry
between 2001 and 2006. In the face of a
weak R&D pipeline and the loss of patent
protection of several key products,
Mercks pipeline for new drugs is poor
when compared with its other
counterparts. In this scenario, will the
company consider merging with other
companies to improve its R&D pipeline,
save costs and boost growth and thereby
win the trust of its investors? The case
offers rich insights into Mercks future
R&D prospects and the strategic options
for the company to regain its lost
momentum.
US; Pharmaceutical industry; 2004
Merck & Co, Inc
Blockbusters
United States pharmaceutical
industry
GlaxoSmithKline Novartis Pfizer, Inc
Vioxx Cozaar Hyzaar
Big pharma companies
New molecular entities
Administration
New drug application
Generic competition
Schering-Plough
Zocor Zetia
9 pp
LIBRARY
99
304-194-1
MERCK: THE COST OF GOING ALONE
Phani Madhav, T
For generations, Merck & Co was
considered the jewel of the
pharmaceutical industry. However, it was
under Roy Vagelos, who became the CEO
in 1985, that the company produced many
breakthrough drugs. While the company
emerged as the icon of consumer
healthcare, Vagelos was dubbed as the
Jack Welch of the pharmaceutical
industry. Particularly, Mercks
overwhelming research power left many
rival companies struggling. However, the
mid-1990s sent most of the pharma
majors in the US into a dry spell due to
expirations of patents. Even for Merck, the
year 2000 meant the expiration of five of
its blockbuster drugs and the company had
no new drugs in its research pipeline.
While most of the pharma companies
either merged or bought ideas from small
biotech firms to fill their pipeline, Merck
remained stuck to its ideal of developing
its drugs in-house. This case study offers
scope for discussion on how Merck, under
Vagelos, came to become the world-leader
in consumer healthcare. Particularly, the
case examines Mercks reluctance to
merge, when most of the pharma majors
have benefited from the synergies of
merging.
USA; Pharmaceutical; 2004
Ray Gilmartin
Roy Vagelos
Zocor
Patent-expiration
Streptomycin
Schering-Plough
Vioxx
Mevacor
Pfizer
Vasotec
Pharma mergers
8 pp
LIBRARY
304-195-1
MICROSOFT UNDER STEVE BALLMER
Phani Madhav, T
Umashanker, S
Riding on the personal computer (PC)
revolution of the 1980s, Microsoft has
emerged to become the reckoning force of
the global tech industry. But in the late1990s, Microsoft had a huge challenge
the Internet. Many felt the company had
missed the boat due to its belligerent
attitude about its future. Microsofts woes
became noticeable in 1997 when it came
under the legal scanner for antitrust
violations. Incidentally, when Bill Gates
named Steve Ballmer as the CEO of

Microsoft in January 2000, many felt the
move would usher in a new era of
leadership for the company. Steve Ballmer,
who was known for his bulldog
demeanour, was also popular for his
steely discipline and marketing blitzkrieg.
The case study offers scope for discussion
on how the leadership and management
style of Steve Ballmer is different from
that of Bill Gates. Of particular importance
is the mission statement, which Steve
Ballmer changed as a part of the reorganisation. The case also describes
Ballmers initiatives in steering and
orchestrating the companys activities.
USA; Computer software; 1998-2004
Steve Ballmer
Microsofts antitrust violations
Microsofts mission statement
Microsofts vision Version 2.0
Microsofts re-organisation
Richard Belluzzo
Microsofts stock options
Microsofts business division
6 pp
LIBRARY
304-116-1
MNC EXPERIENCE IN INDIA: HENKEL
Satish, D
Jaya, I
Henkel Spic India Ltd, a subsidiary of
Henkel KgaA of Germany, has made a
mark for itself in the Indian detergents
industry, since its entry in the late 1980s. It
has acquired companies and used their
expertise to further strengthen its position
in the market. Today, it poses a threat to
the biggest players in the market. It has
overcome some hurdles that were thrown
its way in the last few years. This case
study analyses the strategies adopted by
the company and its experience over the
years.
India; Fast moving consumer goods;
1987-2003
Henkel
Detergents
Personal value system
Emotional value
Brand communication
Repositioning
White giant
Henko
Nirma
HLL
Procter & Gamble
Margo
FA
Promotional campaign
12 pp
LIBRARY
304-119-1
MNC EXPERIENCE IN INDIA:
HUTCHISON TELECOM
Prasuna, DG
Shishir, K
Hutchison is one of the leading cellular
service providers in India. It has managed
to provide value added service through its
affiliates in twelve circles, including the
two metros of Mumbai and Delhi. The
other circles are Gujarat, Andhra Pradesh,
Karnataka, Chennai, Kolkata, Rajasthan,
Haryana, Uttar Pradesh (East), Uttar
Pradesh (West) and Punjab. It is also a
roaming service operator in India, with the
most extensive network across the world.
But the approval of unified licensing by the
government, to remove the barrier on the
rational use of technological capability and
create a large benefit to the users by lower
prices due to economies of scale, has
really become an issue of concern for the
management. Under the unified licensing
regime, cellular companies would have to
lose around $2 billion because of
developments of infrastructure. They
would run into losses, as they would have
to pay higher license fees when compared
to wireless local loops (WLL).
India; Telecom; Large; 1994-2003
Hutchison
Cellular service
Unified licensing
OSS Smart mediation system
Wireless local loops (WLL)
Hutchison Max Telecom
Orange
Hutchison Essar
Max Touch
Direct Top-up
Pre-paid card
Multimedia messaging service
(MMS)
Cellular Operators Association of
India (COAI)
CDMA
18 pp
LIBRARY
United Kingdom. The company had

performed extremely well once again in
2003, with the result that Nandos had
more than trebled its number of stores
over the 16 years since inception. By the
end of 2003, there were a total of 450
stores throughout the world, 186 of them
being in South Africa. McKenzie felt good
about this record, especially because the
group had managed to improve market
share in an extremely competitive industry
and a volatile global economy. However,
she felt that there was enough potential in
the company to perform even better on a
global basis in 2004. Since 1997, when
27% of Nandos stores were located in
international markets, that figure had
grown to almost 60% by the end of 2003.
Nandos ascribed this success to two
strategic approaches. Firstly, it had latterly
focused on a hubbing growth strategy as
opposed to a shotgun strategy. This
meant that the company had concentrated
on developing existing geographic regions,
chiefly the Middle East and Asia, instead of
taking any opportunity that presented
itself. Secondly, it had placed a greater
emphasis on the correct positioning of the
Nandos brand in each of its international
markets. The critical issue up for debate
for 2004 was which hub should be
developed next?
South Africa, global; Fast food; Large;
2004
Marketing
Branding
Internationalisation
Fast food industry
Global business
23 pp
FIELD
304-125-1
NOVARTIS: FROM BARRIERS TO
BLOCKBUSTERS
Rajshekar, N
304-272-1
NANDOS INTERNATIONAL: FLYING
HIGH WITH A GLOBAL CHICKEN
BRAND
Berkow, T
Dorfling, T
Josi McKenzie, Marketing Director of fast
food chain, Nandos International,
considered the development of Nandos
International since she had joined the
company in June 1992, when there were
12 stores in South Africa, and international
exposure was limited to Australia and the
100
The 1996 merger of Sandoz Ltd and CibaGeigy Ltd to form Novartis AG, kicked off a
new era in the history of the
pharmaceutical industry. The merger made
Novartis Europes largest and the worlds
second largest pharmaceutical company.
However, Novartis initial plans to focus on
genetic engineering and agribusiness
backfired in 1998 owing to negative results
from its R&D testing. As a result, the
company then shifted its focus to health
care a more lucrative market. But
Novartis could not gain a foothold in the
US the largest drug market due to
weak marketing and sales force. After
Daniel Vasella, CEO of Novartis, revamped
the company to give it a new
organisational structure and direction, the
company came to be seen as one among

the big five pharmaceutical companies.
This case study tries to outline major
milestones the company has achieved
since its inception. More specifically, the
case deals with the organisational changes
that the company underwent in order to
stay in the big league.
304-135-1
OPERATIONS MANAGEMENT AT
SOUTHWEST AIRLINES
increase its global market share and gain

sustainable competitive advantage
through synergy.
Vedpuriswar, AV
Muthu, K
Switzerland and USA; Pharmaceutical;

2003
Novartis
Daniel Vasella
Gleevec or Glivec
Sandoz
Ciba-Geigy
Genetic engineering
Focus on health care
Reorganisation at Novartis
Life sciences strategy
Direct to customer marketing
US drug market
Troubled agribusiness
Southwest Airlines (Southwest) is the

fourth largest airline in the USA in terms of
domestic customers carried. Southwest
has enjoyed the best customer complaint
record among all US airlines for the last 12
years. The company has seen 30 straight
profitable years. In 2003, Southwest was
named by Fortune as one of the most
admired companies in the US.
Southwests success is largely due to the
way it has managed its operations and cut
costs in various ways. These include use
of smaller airports, one type of plane, no
frills service, point-to-point flights and
quick turnaround of aircraft. This case can
be used to teach how effective operations
management leads to sustainable cost
leadership
Hong Kong; Frozen and canned food;

2003
Pacific Andes International Holdings
Limited
Growth strategies of Pacific Andes
National Fish and Seafood Inc
Matlaws frozen seafood
Processed fish and vegetable
products
Market analysis of Pacific Andes
Pelican food
Just in time
Alaskan Pollock
Central Science Laboratory
Hazard analysis and critical control
point (HACCP)
Logistics Hong Kong initiative
Seafood in China
China International Fisheries Hong
Kong Limited
X.400 mail system
17 pp
LIBRARY
304-235-1
ONLINE FILE SHARING: THE MUSIC
INDUSTRYS PARADIGM SHIFT
Jelassi, T
Lennon, T
Diamond, L
ENPC School of International
Management, Paris
Ever since they succeeded in closing
down the original Napster in 1999, the
major music companies have struggled to
deal with its successors the peer-to-peer
(P2P) networks. Yet, is this really the
paradigm shift that many claim it to be? Is
P2P directly responsible for the tumbling
sales of music between 1999 and 2003?
Putting together the emotional response
which many people have for music with
the hard-nosed world of business is
always likely to be a balancing act. This
case study should help to look at how
established industries respond to threats,
and to consider the complexity of the value
chain between the original producer of a
product (the writer or performer) and the
end user the consumer, who buys the
CDs and merchandise.
Worldwide; Music; 2004
Music industry
Electronic commerce
Internet
On-line file sharing systems
Peer-to-peer (P2P)
On-line music distribution
On-line music retailers
Napster
Kazaa
23 pp
LIBRARY
US; Airlines; $5,937,000 turnaround;

2003
Southwest
Quick turnaround
Low cost airline
Automated ticketing
Short-haul flight
Point-to-point
Quick boarding
Airlines
Cost leadership
Operations
No frills service
One type of flight
Low turnaround time
10 pp
LIBRARY
304-129-1
PACIFIC ANDES INTERNATIONAL
(HOLDINGS) LIMITED: GROWTH
STRATEGIES
Rajshekar, N
Shalini
Pacific Andes International Holdings
Limited (Pacific Andes), which started in
1986 with an aim to become a fully
integrated company in the global seafood
and vegetable business, achieved
considerable growth within a short span of
its inception. The companys headquarters
were in Hong Kong and the Peoples
Republic of China (PRC) was its major
customer. Despite hurdles like the Asian
financial crisis in 1997, a ban by the
western countries on imports of food
products of animal origin from China and
global economic slowdown, Pacific Andes
surged forward successfully to end fiscal
2003 at HK$2,141 million with a net profit
of HK$73.3 million. It also planned to
expand in other developing countries to
101
10 pp
LIBRARY
9B04M005
PALLISER FURNITURE LTD: THE CHINA
QUESTION
Beamish, PW
Tang, J
Palliser is Canadas second largest
furniture company. The company has
production facilities in Canada, Mexico and
Indonesia, and experimented with cutting
and sewing leather in China. The company
is looking at further expanding the
relationship with China. Ever since Palliser
set up a plant in Mexico, the company had
faced increasing competitive pressure
from Asia, especially from China. The
president of Palliser must decide what
form this relationship should follow, should
it be an investment, either wholly or partly
owned, or should it be through
subcontracting?
Expansion
Plant location
Imports
Outsourcing
14 pp
8B04M05 (7pp)
304-202-1
PETER F DRUCKER: BUSINESS
MANAGEMENT AND BEYOND
Srikanth, G
Ananda Prasad, C
Peter Drucker is phenomenal. He is widely
recognised as the father of modern
management. He has inspired countless
number of management practitioners,
entrepreneurs and academicians of nearly

eight disciplines. His authority on
management is so comprehensive that
many CEOs of Fortune 500 companies
think, when in doubt, consult Drucker.
This case is intended to serve as an
introduction to Peter Druckers
management philosophy and his views on
contemporary and emerging societies. The
case attempts to cover Druckers seminal
thoughts on various management
dimensions and discusses the two sets of
fundamental assumptions regarding
management, as a discipline and a
practice, and why Peter Drucker came out
with a new set of assumptions. This case
throws light on management fads and the
need to give up the one solution fix it all
mentality.
USA; 2004
Peter Ferdinand Druckers
philosophy
Management by objectives
Theory and practice of management
Management thinkers
Fundamental assumptions
Business management
Core competence
Information based organisation
Evolution of management
Management balanced score cards
Management fads
Knowledge society
Taylor, Gilbreths, Gantt, Weber,
Fayol
Mayo, Maslow, McGregor, Skinner
Lewin, Likert, Argyris
13 pp
LIBRARY
9B03M054
PINNACLE TECHNOLOGIES MIDDLE
EAST
Morrison, A
Pinnacle Technologies is an unusual
company in that it acts essentially as a
subsidiary of UK-based Psion Teklogix
although it is 100 per cent independent.
Psion Teklogix manufacturers wireless
data communication devices that are used
primarily in inventory management
activities performed in warehouses, ports,
factories and airports. In the mid 1990s,
Psion gave Pinnacle Technologies
exclusive Middle Eastern rights to the
Teklogix technology and product line. It
also assisted in training Pinnacles
development staff, programmers and
sales representatives. By 2002, Pinnacle
was prospering and was thinking of
diversifying into related and unrelated
software services. The chief executive
officer must decide to what degree
Pinnacle should diversify from its core
business and determine what financial and
managerial resources are required for the
diversification. (A 27-minute video is
available featuring a discussion with the
chief executive officer of Pinnacle, product
7B03M054.)
Core competence
Management in a global
environment
Inventory planning, control
21 pp
8B03M54 (12pp)
304-196-1
PIXAR-DISNEY: PARTING WAYS
Sumit, KC
Bala Kiran, V
In 1991, Walt Disney Company (Disney)
and Pixar Animation Studios (Pixar) joined
hands to produce three full-length
animated movies. Under the agreement,
Disney had the control of marketing and
licensing of the movies, while Pixar would
be paid a share of the profits towards the
development costs. After four years, they
released their first movie, Toy Story, that
turned out to be a hit. After the success of
Toy Story, Pixar re-negotiated the terms of
the agreement in which it was agreed that
both the partners would share the profits
equally, after Disney was paid a
distribution fee of 12%. In 1998, a year
after the new deal was struck A Bugs Life
was released that turned out to be a major
hit. In 2003, after the release of their
biggest hit, Finding Nemo, Pixar wanted to
further re-negotiate its terms with Disney
under which it wanted to retain the entire
profit and pay Disney, only the distribution
fees. After several months of negotiations,
Disney and Pixar decided to cancel their
twelve-year partnership in January 2004.
This case study throws light on the
reasons for the breakup of potentially
profitable partnership.
USA; Media; 2004
Walt Disney Company
Pixar Animation Studios
Steve Jobs
Michael Eisner
3D animation
Lucas films
Finding Nemo
Star Wars
Toy Story
Buena Vista
Disney World
Disney Land
Bob Iger
Cartoon network
Mickey Mouse
6 pp
LIBRARY
102
304-222-1
POLAND SPRING: MANAGING IN
TROUBLED TIMES
Sumit, KC
Jignesh, PZ
Since 1845, Poland Spring had been
marketing its bottled water as the original
spring water from the protected and
pristine sources of Maine in the US. After
being acquired by Nestle Waters North
America Inc (NWNA) in 1992, Poland
Spring continued to contribute significantly
to NWNAs revenues in North America
despite facing controversies regarding the
authenticity of its spring water. Class
action lawsuits were filed against it in 2002
based on allegations that Poland Spring
had been deceiving its customers by
marketing its bottled water as spring
water, when the original spring, from
where the company claimed to tap its
water, had dried up 35 years ago. The
case would enable readers to understand
how the company, with its long-standing
history, is battling its way through the
allegations.
USA; Beverages; 2004
Nestl
Spring water
Maine
USA
Nestle Waters North America Inc
(NWNA)
Beverages
Poland Spring
Mineral water
Borehole
Ricker family
Food and Drug Administration
Major players in the US bottled
water industry
Jan Schlichtmann
Natural catchment
Bottlers
6 pp
LIBRARY
9B03M044
QUEBECOR INC: THE DECISION TO
ACQUIRE VIDEOTRON
White, RE
Matta, E
Rogers Communications Incs interest in
acquiring Videotron caused the chief
executive officer at Quebecor Inc. to
consider purchasing the company as well.
Quebecor was a large international
printing, publishing and media company
and this acquisition would make the
company the third largest cable TV
company in Canada. The acquisition had a
number of considerations: it would require
CRTC approval, Videotron did not earn the
same level of return on assets and sales as
Quebecors other lines of business, there
were questions about the quality of

Videotrons management, the purchase
would limit cash flow affecting the growth
and development of new products and
services and countering Rogers offer could
led to a bidding war. Did the company
want to go down this road?
Strategic scope
General management
32 pp
304-243-1
RANBAXYS GLOBAL EXPERIENCE
Janardhan Rao, N
Jaya, I
Ranbaxy Laboratories Ltd, Indias largest
pharmaceutical company, is a recognised
name in the global pharmaceutical
industry. It started off as a small company
and is now among the top ten generic
companies in the world and has achieved
its target of being a $1 billion company. It
has unveiled its Garuda 2012 that
envisions it being a $5 billion company by
2012. The case studies the companys
challenges and experience through the
years.
Worldwide; Pharmaceuticals; 1961-2003
Ranbaxy
Globalisation
DS Brar
Parvinder Singh
Active pharmaceutical ingredients
(APIS)
Generics
Cephalosporins
Investigational new drug (IND)
Vision Garuda
Entrepreneurialism
Drug discovery
Indian pharmaceuticals
GlaxoSmithKline Plc
RPG Aventis
Brand marketing
10 pp
LIBRARY
9-704-438
RANDOM HOUSE
Anand, BN
Barnett, K
Carpenter, E
On 12 June 2003, the proposed merger of
Random House and Time Warner Book
Group was called off by the CEO of
Random Houses parent company,
Bertelsmann. The announcement was
welcomed by several critics who had
questioned the logic of further
consolidation in the book publishing
industry, citing the power of the major
publishing houses Random House was
already the worlds largest book publishing
company and the accompanying
commercialization of literature. Peter
Olson, CEO of Random House, had to

decide how to proceed and confront
several other challenges facing the
publishing industry: most notably,
backward integration by Barnes and Noble
into book publishing and the potential for
digital devices such as e-books to
undermine the traditional value chain of
book publishing. Describes each of these
tensions. The teaching purpose is to
examine the business strategy of book
publishing companies and the distinctive
attributes of Random Houses approach
reliance on a multibrand strategy with
distinct imprints housed within a single
entity and the delicate balance between
encouraging competition among these
imprints and exploiting potential synergies
among them. Also, to examine the
challenges that are common to most
media and entertainment companies. Can
also be used to explore the tension
between being part of a larger
conglomerate that may have somewhat
different objectives with respect to how to
manage the relationship between the
corporate parent and its business units.
Art
Competition
Publishing industry
26 pp
strategy, international business expansion,

EU integration, general management and
organisation. The teaching note provides
ample guidelines for teachers less familiar
with Central Europe and contains teaching
plans for graduate or more senior course
participants.
Corporate strategy
Organisational structure
Reorganisation
European Union enlargement
Growth strategy
Industry analysis
Central-Eastern Europe
International business strategies
Regional expansion
Restructuring
Hungary
Dairy industry
Management team
Change management
27 pp
FIELD
304-278-8 (15pp)
304-190-1
RESTRUCTURING AT SEARS
ROEBUCK & CO (1992-03)
Dutta, S
Subhadra, K
CASE (FIELD)
304-278-1
REORGANISING FRIESLAND
HUNGARIA
Buzady, Z
In only 10 years Friesland Hungaria has
grown from a small joint-venture (DutchHungarian) into the dairy industry leader.
The case is set a few months prior to the
2004 European Union (EU) enlargement,
by which time trade liberalisation and
business integration across Central
European countries began wanting new
growth strategies. For this reason
Friesland Hungaria began acquisitions in
neighbouring countries such as Slovakia,
Romania and Czech Republic. The case: (1)
describes the growth of the company in a
rapidly changing environment; (2) analyses
the effects of the EU enlargement on the
dairy industry; (3) discusses which
organisational structure would best
support future strategy; and (4) highlights
the difficulty of how to integrate existing
Hungarian operations into the newly
created Central European Group, while at
the same time facing rising competition on
the domestic market. The case helps in
understanding the environment-strategystructure relationship. The case may be
used in single or double sessions on
courses on competitive and corporate
103
The case focuses on the restructuring

initiatives taken up by Sears, Roebuck &
Co. The restructuring initiatives started in
1992, when Sears reported the biggest
ever loss in its history. The case explains in
detail the changes initiated by Martinez to
turn the company around and results of
the restructuring efforts. The case
provides information about the increasing
problems faced by the company due to
unrelated diversifications such as Credit
card operations. The case also throws light
on the role of Sears credit card in the
companys profits and its contribution to
the companys growth. Further the case
also provides information about the
restructuring initiatives undertaken by the
new CEO - Alan Lacy. The teaching
understand how a large and highly
successful leader in the retail industry
reports massive losses in a short period
due to stagnation, increasing competition
and inefficiency; (2) to understand how
failure to adapt to a changing environment
in the industry can pose serious threat to
survival and success in the long run; (3) to
gain an insight into how lack of clarity and
focus as well as differentiating strategies
can lead to losses, loss of market share
and shareholders wealth; (4) to examine
the strategy of diversification to drive
growth and profitability and its role in
perpetual success or failure; (5) to consider
the nature of restructuring strategy in a
retail industry and its efficacy; and (6) to

understand how change in leadership
affects the restructuring process in a
company. The case is intended for
curriculum.
Global; Retail; Large; 1992-2003
Sears, Roebuck & Co
Arthur Martinez
Alan Lacy
Restructuring
Searss catalog business
Sears Merchandise Group
Sears hardware stores
Hardlines
HomeLife furniture stores
Credit card business
JC Penney Co
Retail business
Restructuring under Alan Lacy
Diversification
Acquisition strategies
26 pp
LIBRARY
304-190-8 (8pp)
304-130-1
REUTERS IN 2004: FAST FORWARD
AND BEYOND
Ravi, M
In recent times, Reuters, the financialinformation firm has accelerated its efforts
to become a more competitive, focused
and profitable information company.
Reuters has launched Fast Forward, a
three-year action plan which is intended to
strengthen Reuters core information
business. Fast Forward addresses the
impact of structural changes in the
financial services industry including
consolidation, reduced headcount, growth
in market data volumes and increasing
regulation. As a result of the Fast Forward
plan, the number of employees is
expected to fall from 15,900 to around
13,000 by the end of 2006. Under CEO
Thomas Glocer, things are beginning to
look much brighter for Reuters. But
winning back a major share in the $6.5
billion market for financial services data
remains a big challenge. This case can be
used to illustrate how industry leaders
struggle in a rapidly commoditising
business
Global; Financial information services;
$3.5 billion revenues in 2002; 1851-2004
Reuters
Fast Forward
Thomas Glocer
Financial information services
Bloomberg
Thompson financial
Asset management
Investment banking
Treasury services
TIBCO
Reuters greenhouse fund
Financial news
Merrill Lynch
Money line
Trading solutions
15 pp
304-188-1
RUPERT MURDOCH: THE MEDIA
MOGUL
Dutta, S
Subhadra, K
Bhatia, V
LIBRARY
304-187-1
REVIVAL OF MATSUSHITA
Dutta, S
Kamble, V
The case describes how Matsushita, the
consumer electronics giant had evolved
over the years. It starts with a description
of the growth of Matsushita over the years
and goes on to explain the problems that
the company faced in the 1990s. The case
explains the reasons for Matsushitas
declining performance. It also discusses
the restructuring initiatives taken up by the
company which helped it improve its
performance. The teaching objectives of
the case are: (1) to understand how
changes in the external environment can
affect the performance of a multinational
corporation, dramatically threatening its
leadership and survival and rendering its
strategy redundant; (2) to understand how
a company responds to changes in the
external environment to restore
profitability and market share through a
turnaround strategy; (3) to understand the
need to change the operational strategy as
an integral part of overall corporate
strategy; (4) to understand the importance
of changing the strategy or focus when the
external conditions change; and (5) to
understand how to transform a company
to a lean and agile organisation. The case is
intended for MBA/PGDBA students and as
part of the strategy and general
management curriculum
Global; Diversified; Large; 1990-2004
Matsushita
Panasonic brand
Sony Corporation
Toshiba Corporation
Kunio Nakamura
MCA Inc
Yiochi Morishita
Restructuring at Matsushita
Value Creation 21
Cell manufacturing
Core technology platforms
Strategic product platforms
AVC Networks
Home appliances
Industrial equipment
11 pp
FIELD
304-187-8 (4pp)
104
The case examines the entrepreneurial

and leadership styles of Rupert Murdoch,
the CEO and Chairman of News
Corporation Limited, a global media and
entertainment company which diversified
into films, television, newspapers,
magazines etc. The case explains
Murdochs business acumen,
diversification into different businesses
and people management skills in detail.
The teaching objectives of the case are to
understand: (1) the entrepreneurial skills
which can lead to success of a
business(es); (2) the different leadership
styles and their role in the success of a
business(es); and (3) the importance of
people management skills in the success
of a business(es). The case is intended for
strategy and general curriculum.
Global; Media; Large; 1931-2003
Rupert Murdoch
News Corporation
Walt Disney
Viacom
AOL TimeWarner
Adelaide News
Sunday Mail
The Sun
Star Network
Teflon man
News Corps culture
People Management Skills of
Rupert Murdoch
Human resource systems at News
Corp
Diversification strategy of Rupert
Murdoch
Leadership styles and
entrepreneurial skills of Rupert
Murdoch
10 pp
LIBRARY
304-188-8 (3pp)
304-189-1
SANDY WEILL AND CITIGROUP
Dutta, S
Kamble, V
The case focuses on the life of chairman
and former CEO of Citigroup Sandy Weill.
The case starts with his childhood and
early days on Wall Street, and describes
how he created Citigroup through mergers
and acquisitions. The case covers the
leadership and deal-making qualities of
Sandy Weill. It also covers the changes
introduced by Weill in Citigroup. It

describes the power struggle between
Weill and Reed, and the issue of
succession planning at Citigroup. The
understand leadership and deal-making
qualities of a leader; (2) to understand
what people skills are, and how they can
be used for effective management; (3) to
understand mergers and acquisitions as an
engine of growth for a company; (4) to
understand the influence of a leader on the
growth of a company; (5) to understand
the importance of power in the hands of a
leader; and (6) to understand the
importance of succession planning. The
students as part of the strategy and
general management curriculum.
Global; Banking and financial services;
Large; 1933-2003
Sandy Weill
Citigroup
Charles Prince
American Express
Travelers Group
John S Reed
Citicorp
Acquisitions strategy
Citicorp-Travelers merger
Deal-making skills of Sandy Weill
Change agent
Leadership skills
Cross-selling financial services
products
Power struggle
Succession planning
11 pp
analysis and globalisation); (2) are mergers

and acquisitions a better way forward than
internal organic growth? (global logic of
megamergers, hostile bid and defense
strategy); (3) are alliances necessary as the
costs of bringing new drugs to market
continue to increase? (strategies for
synergy with respect to product portfolio,
product pipelines, international presence);
and (4) European Union and the French
State (creation of National Champions).
The case provides a stimulating
environment for discussion on these
topics related to strategy and international
management in the pharmaceutical
industry.
France; Pharmaceutical; SanofiSynthlabo: Revenue euros 8,048
million and 33,086 employees: Aventis:
Revenue euros 17,815 million; 75,567
employees; 2004
Managing global corporations
Industry analysis
Megamergers
Takeovers
Hostile bid
Defense strategy
White knight
Global strategy
Synergy
Product pipe-line analysis
Post-merger integration
Globalisation and
internationalisation
European Union, France
National Champions
25 pp
LIBRARY
LIBRARY
304-189-8 (4pp)
304-273-1
SANOFI SYNTHLABO-AVENTIS (A):
THE FRENCH CONNECTION OF MEGA
MERGERS
304-203-1
SANOFI-SYNTHLABOS GROWTH
STRATEGIES
Som, A
Srikanth, G
Renuka Prasad, BN
Monday, 26 January, 2004, the 64-year-old

Chief Executive of Frances SanofiSynthlabo SA shocked the genteel
French business establishment by
launching a 48 billion euro hostile bid for
local rival Aventis SA, a company twice the
size of his own by sales. This case
presents the situation of SanofiSynthlabo and Aventis before the hostile
bid led by Sanofi. The case gives an
overview of the pharmaceutical industry,
the European market and the current
trends. Within this backdrop the case
discusses the companies SanofiSynthlabo and Aventis, their history of
evolution, product pipe-line and their global
strategies. The purpose of this case is to
bring the reader to understand the
complexity of megamergers and
acquisitions, in the backdrop of the French
context. Some of the issues raised in the
case are: (1) do pharmaceutical companies
need to globalise to survive? (industry
Most of the leading pharma companies

with declining research and development
productivity and patent expirations, chose
the path of mergers and acquisitions as a
growth strategy. These companies, under
pressure to grow and maintain their
competitive edge, followed the paradigm
set by Pfizer, which acquired Pharmacia in
2002 to become the worlds leading
pharma company. With most of their best
selling drugs on the verge of patent expiry,
Sanofi-Synthlabos (Sanofi) looked at
merging or acquiring companies to grow
and share the risks associated with its
future product challenges. Such a deal was
on the cards between Aventis and Sanofi
and the merger was expected to give birth
to the worlds second largest drug
company. The case offers rich insights into
the growth strategies of Sanofi, which was
set up with an objective of being a
discovery-led global pharmaceutical
company.
105
France; Pharmaceutical; 2004

Sanofi-Synthlabos (Sanofi)
growth strategies
Aventis Pharma
French pharmaceutical industry
Bristol-Myers Squibb
Generics business
Patents expiry
Administration
Plavix, Arixtra, Apotex
LOral Group
Total Oil Company
Blockbuster drugs
Jean-Francois Dehecq
Alliances and joint ventures
9 pp
LIBRARY
304-223-1
SHANGHAI BAOSTEEL GROUP
CORPORATION
Sumit, KC
Bala Kiran, V
Shanghai Baosteel Group Corporation or
Baosteel was set up by the Chinese
government near the Shanghai port in
1978, when Deng Xiaoping initiated the
transformation of the Chinese economy
from a rigid centrally-planned economy to
a market-oriented economy. Besides iron
and steel, the group also forayed into
trade, finance, information, engineering
technology, transport, chemicals, real
estate and services. Baosteel had 45
wholly-owned subsidiaries with its
markets spread over Brazil, France,
Germany, Hong Kong, Japan, Russia,
Singapore, South Africa and the US. By
1999, Baosteel had become Chinas
largest steel manufacturer. With Chinas
accession to the World Trade Organisation
(WTO) in 2001 and the subsequent
opening up of the Chinese steel industry to
foreign players, Baosteel had to face tough
competition in the domestic market as
well as in the foreign markets. Despite
competition, by 2003 Baosteel increased
its production capacity to 20 million tons
with a total employee strength of 100,000.
However, Baosteel was soon witnessing
several problems like increased shipping
rates and rises in the price of iron ore in
China, due to excess demand and growing
domestic competition. The case study
would help readers in understanding the
challenges that Shanghai Baosteel Group
Corporation faced and the measures taken
up by the company to overcome the
challenges.
China; Steel production; 2004
Shaghai
Baosteel
Nippon
Arcelor
Global steel industry

China
Nucor
Companhia Vale do Rio Doce
(CVRD)
Rio Tinto
Posco
Shougang Group
Gerdau
Iron
Dofasco
Mitsui OSK Lines Ltd (MOL)
12 pp
LIBRARY
9-904-074
SHERIF MITYAS AT AT KEARNEY:
NEGOTIATING A CLIENT SERVICE
PREDICAMENT (D)
Nanda, A
Morrell, K
Conflicts of interest
Consultants
Consulting
Cross cultural relations
Japan
Loyalty
Management of change
Service industries
2 pp
SUPPLEMENT (FIELD)
304-219-1
SINGTEL AND CABLE AND WIRELESS
OPTUS
Inkpen, A
Chung, SP
In late April 2001, senior management at
Singapore Telecommunications Limited
(SingTel) was working hard to finalise their
position on the proposed acquisition of the
Australian firm, Cable & Wireless Optus
Limited (Optus), the second largest
telecommunication company in Australia.
SingTel was hopeful that the acquisition
would help the company become the
leading integrated communications service
provider in the Asia Pacific region and
sizeable regional leverage. SingTels
proposed bid was expected to be around
A$15 billion in a cash-and-share offer for a
53% stake in Optus. Other possible
contenders for Optus were the Telecom
Corporation of New Zealand and Vodafone
Group PLC. In order to convince Optus
shareholders to agree to the acquisition, it
was essential to identify a compelling
strategic rationale for the deal as well as
significant benefits for both SingTel and
Optus. In addition, the significant risk
factors in the deal had to be clearly
identified.
Singapore and Australia;

Telecommunications; Large; 2001
Strategic rationale
16 pp
LIBRARY
304-212-1
SOUTHWEST AIRLINES IN 2003
Vedpuriswar, AV
Southwest Airlines (Southwest) is the
fourth largest airline in USA. Southwest
has enjoyed the best customer complaint
record among all US airlines for the last 12
years. The company has seen 30 straight
profitable years. In 2003, Southwest was
named by Fortune as one of the most
admired companies in the US.
Southwests success is largely due to the
way it has managed its operations and cut
costs in various ways. These include use
of smaller airports and one type of plane,
no frills service, point-to-point flights and
quick turnaround of aircraft. Southwest
has also nurtured strong relationships
among managers, employees, unions and
suppliers. These relationships are
characterised by shared goals, shared
knowledge and mutual respect.
US; Airlines; $14 billion market capital
in 2001; 2004
Southwest Airlines
Strategy
Operations
Executive education
MBA case study
PGDBM case study
US airline
Rollin King
Lamar Muse
Deregulation of US airline industry
Business model
Cost leadership
Turnaround time
19 pp
LIBRARY
304-211-1
STANDARD CHARTERED:
INTEGRATING RISK INTO CORPORATE
STRATEGY
Vedpuriswar, AV
Standard Chartered (Stanchart), the UKbased banking group, operates primarily in
Asia, with growing operations in the
Middle East, Africa, and Latin America. It
has more than 500 offices in over 50
countries. Stanchart offers a range of
consumer banking and institutional
banking services. It has taken advantage of
the Asian financial crisis of the late 1990s
to buy up operations in Indonesia and
Thailand. The bank has also moved into
China. Stanchart has positioned itself as an
independent, medium-sized group
106
focusing on emerging markets. The bank

also offers indigenous businesses and
consumers, a stable alternative to
sometimes-unreliable local banks.
Stanchart faces many risks-credit, country,
foreign exchange, interest rate, liquidity,
operational, business, regulatory, legal and
reputational. The case outlines these risks
and the mechanisms Stanchart employs to
deal with them. MBA students, as part of
the business strategy course, will find the
case useful in understanding how risks are
managed in a global bank.
UK; Banking; $6,933 million sales in
2002; 2004
Standard chartered
Stanchart
Business strategy
Risk management
Group risk committee
Independent monitoring
Credit risk
Country risk
Executive education
Cross border assets
Market risk
Strategy
Enterprise risk
Value at risk
13 pp
LIBRARY
IMD-3-1389
STRATEGIC FOCUS AND CHANGE
ACROSS GENERATIONS: THE
RICHARD IVEY FOUNDATION
DiStefano, JJ
Lief, C
IMD, Lausanne
Philanthropy is an area of growing interest
for families in business as well as public
companies worldwide. How to do good
well remains a major challenge to
organisations seeking to contribute to
problem resolution in their local or global
community. This case follows the
evolution of The Richard Ivey Foundation,
from traditional beginnings through
unconventional approaches, all with a
pragmatic emphasis on competence,
professionalism and results. The
organisation pursued its own path to its
philanthropic goals and utilised the most
efficient tools available in addressing need.
Moral leadership, public advocacy, financial
transparency and external expertise
figured prominently in the success and
relevance of this 50+-year-old family
foundation.
Canada, Ontario, London, Toronto;
Philanthropy; C$62.7 million million
asset value (2002); 2004
Philanthropy
Family foundations
Strategy
Change
Charitable organisations
Environmental activism
13 pp
FIELD

304-238-1
STRATEGIES FOR FINANCING
GROWTH IN THE HOSPITAL SECTOR:
IASO SA
Atun, R
Chandakas, S
Imperial College London,
Tanaka Business School
IASO SA was founded by a group of young
doctors in Greece. The company, that
manages a number of hospitals and
maternity clinics in Greece, grew rapidly to
become one of the market leaders. The
case relates to the early growth phase of
the company in 2000. The case can be
used to illustrate and discuss : (1) the
strategic options available to a privately
owned health care company on how best
to finance the growth; (2) advantages and
disadvantages of each financing option; (3)
valuation of a health care company; and (4)
the market strategic options for market
expansion and the advantages and
disadvantages of these options.
Greece; Health care; 3,000 employees,
100 million euros revenues; 1996-2000
Strategy
Financing
Health care
Entrepreneurship
Managing growth
26 pp
FIELD
304-236-1
SUEZ: CORPORATE STRATEGY,
GROWTH AND VALUE CREATION
Garrette, B
Ardoin, J-L
HEC School of Management, Jouy-enJosas
The Suez case study has been developed
as a support to discuss the links between
corporate strategy and value creation, with
a special emphasis on mergers and
acquisitions. The case provides a detailed
image of the 1997 merger between Suez
and Lyonnaise des Eaux, as well as the
main growth and resource allocation
choices that Suezs senior managers made
between June 1997 and January 2003.
Using this data, learners can analyse and
study the way in which Suezs corporate
strategy has impacted its market value. An
interesting connection can also be made
between the 1997 Suez-Lyonnaise merger
and the 1990 tie-up between Lyonnaise
des Eaux-Dumez, the purpose being to
discuss the consistency of the strategic
choices that the company has made over
the long period. In addition, data
comparing Suezs performance to its main
competitors, including Veolia (ex-Vivendi)
are included.
Europe, worldwide; Energy, public
utilities; Euros 40 billion, 180,000
employees; 2003
Corporate strategy
Value creation
Shareholder value
Growth
Diversification
Re-focusing
Service industry
Energy
Water distribution
25 pp
FIELD
304-236-8 (13pp)
304-236-9 (s/w)
304-192-1
SUN PHARMACEUTICALS IN 2004
Srikanth, G
Renuka Prasad, BN
Indian pharmaceutical companies, with
their generic drugs have proved their
capabilities in the worlds largest and
lucrative markets the US and Europe.
These companies with their strong reverse
engineering skills have gained a foothold in
these key markets. Indian top-tier
companies such as Dr Reddys, Ranbaxy,
Cipla, Wockhardt and Sun Pharmaceutical
Industries Ltd (SPIL), were the leading
players in these markets. SPIL was one of
the leading companies in the Indian
pharmaceutical industry. It was also the
first Indian pharmaceutical company to
focus and sell drugs that treated life style
segments. It reached a leadership position
in each of the therapeutic areas it operated
in. The company had used both organic
and inorganic growth strategies to grow
domestically and internationally. The case
offers insights into the growth strategies
that SPIL adopted to become one of the
leading pharmaceutical companies in India
and how it wanted to reposition itself in
the post 2005 product patent regime.
Sun Pharmaceuticals India Limited
Growth strategies
Dr Reddys Laboratories Limited
Ranbaxy Laboratories
Generics business
Sun Pharma Advanced Research
Center
Cipla Limited
Administration
United Kingdom Medicines Control
Agency
Australia Therapeutic Goods
Administration
Caraco Pharmaceutical Laboratories
Limited
New chemical entities
7 pp
LIBRARY
107
304-179-1
SURVIVING AGAINST THE ODDS:
TURNAROUND OF THE JINDAL IRON
AND STEEL COMPANY LTD
Richardson, PK
Madhok, R
Manchester Business School
Jindal Iron and Steel Company (JISCO) had
seen nothing but success from its
incorporation in 1983 until 2000, when it
went into a loss for the first time. This
decline jolted senior management into an
extensive turnaround strategy involving
actions on many fronts. By fiscal year
2002, the company had not only returned
to profit, it had reversed a loss of Rs735
million into a profit of Rs1726million. The
case highlights the various actions taken to
achieve this remarkable result. The case
can be used to achieve the following
objectives: (1) evolution and revolution: it
is normal for organisations to go through
evolution (development) and revolution
(crisis) in their growth trajectory. The issue
here to consider is whether the 2000 crisis
was due to managerial slack
(incompetence), external market factors or
a hybrid of the two; (2) strategy typology:
in periods of stability, consistent patterns
of behaviour, with perhaps some finetuning can guarantee success. The case
illustrates that in fast-changing
environments different adaptation patterns
are required; and (3) marketing: the case
illustrates the advantages of geographical
diversification.
India; Steel; £200 million sales in
2002; 1999-2003
Steel industry economics
Causes of corporate decline
Geographical diversification
Turnaround strategies
13 pp
FIELD
304-179-8 (3pp)
304-225-1
TATA GROUP: UNDER RATAN TATA
Rajshekar, N
Dakshi, M
When Ratan Tata took over the reins of the
Tata Group in 1991, little did industry
observers expect the manifold growth that
Tata Group would post in the decade to
come. Even for Ratan Tata, being placed at
the helm of a Rs 10,627 crore company
was a daunting task. Particularly, the Indian
market was just opening up for foreign
investments and multinational companies
were fast-mushrooming in all the sectors
that Tata was dominating. Under the
stewardship of Ratan Tata, Tata Group not
only withstood the onslaught of
multinational corporations, but also came
out as a formidable player in new business
areas. By March 2002, Tata Groups

turnover had leapfrogged to Rs 49,456
crores with a contribution of 2.4% towards
the countrys gross domestic product. The
case outlines Ratan Tatas efforts to
integrate Tatas diverse businesses and
enable the group companies compete in
the global marketplace. Specifically, the
case attempts to look into both the
successful and the not-so-successful
initiatives under the chairmanship of Ratan
Tata. The case also presents a sketch of
Tatas succession plan.
India; 2004
Tata Group
Ratan Tata
Tata Motors
Indica
Tata Consultancy Services (TCS)
Tisco
Indian hotels
Tata Tea
Tetley
Telecommunications
Videsh Sanchar Nigam Limited
(VSNL)
Succession plan
Noel Tata
Trent
Westside
11 pp
LIBRARY
304-267-1
TELEVISA: THE COMEBACK OF A
MEDIA GIANT
Casanova, L
Gradillas, M
This case study analyses the remarkable
restructuring of a Mexican media
company, Televisa. Over a short period of
time, Televisa transformed itself from a
monopoly, family-owned media company
with close ties to the ruling party to a
profitable, competitive organisation that
regained the leadership position in the
Mexican media industry. This case study
provides a unique perspective on the
following issues: (1) competitive
challenges faced by media companies in
Latin America; (2) restructuring of an old
media monopoly; (3) succession in family
businesses; (4) success drivers in media
companies; and (5) an analysis of the
Mexican and US Hispanic media markets.
Mexico; Media; 1997-2004
Media
Family business
Latin america
Mexican conglomerate
Company restructuring
Competition
Hispanic market
Media content
23 pp
LIBRARY
304-244-1
TATA TEA: GLOBAL FORAYS
Satish, D
Jaya, I
Tata Tea, Indias largest tea company, has
established itself well in the global tea
market. By completing corporate Indias
largest foreign takeover, it has paved the
way for Indian firms in the global market.
The acquisition of Tetley, the worlds
second biggest tea brand, made Tata Tea
the second largest player in the global tea
market. Tata Tea has acquired other
foreign companies as well. This case
studies Tata Teas global expedition.
Global; Tea; 1962-2003
Tata Tea
Cultural integration
Globalisation
RK Krishna Kumar
Tetley
Consolidated Coffee Limited
Tata Tea Inc, USA
Crush, tear and curl (CTC) tea
Branding
Leveraged buy out
Brahmaputra
Tata Hitachi
Unilever
Snapple
10 pp
LIBRARY
304-201-1
THAILANDS LAND ENERGY BRIDGE
PROJECT: COSTS AND BENEFITS
Srikanth, G
Guru Dutta, P
In 2003, Singapore was the hub of the
Southeast Asian oil trade. The
Government of Thailand, as part of a
strategic plan to become the Regional
Energy Centre, planned to construct a
land energy bridge. This project was
estimated to cut down the shipping route
between the Middle East and Southeast
Asian nations saving the freight costs.
Some oil-analysts were skeptical about the
commercial viability of the project itself.
However, the government was keen to
develop the project and pose a challenge
to the monopoly of Singapore, in the
Southeast Asian oil trade. This case offers
scope to discuss the costs and benefits of
the project for Thailand and the
implications of the new project on the
Southeast Asian economy.
Thailand; Shipping and transportation;
2004
Thailand land energy bridge project
Regional Energy Centre
Deep-water oil project
Sriracha Oil trading hub
Strait-of-Malacca
Kra Canal, Isthamus
108
Thailands strategic plan

Thaksin Shinawatra
Thailand petroleum trading
Tax free zones
Crude transportation pipeline
project
Single point mooring
Supachi Panitchpakdee
Prommin Lertsuridej
Shipping logistics
8 pp
LIBRARY
304-266-6
THE LATIN AMERICAN TELECOM
INDUSTRY
Industry note
Casanova, L
Gradillas, M
The Latin American business climate has
undergone a revolution in the last decade
state companies have been privatised, a
number of sectors have been deregulated,
and markets have been opened to foreign
competitors. As a result of these changes
a number of new opportunities have
opened up particularly in
telecommunications. The industry note
analyses the investment environment after
these recent changes. This industry note
provides: (1) a useful perspective on
changes within the telecommunications
industry in emerging markets; (2) main
competitive challenges faced by the
principal telecom players in Latin America;
and (3) an analysis of the Latin America
telecom market.
Latin America; Telecoms
Telecommunications
Latin America
Competition
Technology
Telecom operators
11 pp
LIBRARY
304-134-1
THE MAKING OF SONY PLAYSTATION
Ravi, M
On 9 September, 1995, when Sony
Computer Entertainment introduced the
PlayStation game console in the North
American market, it created history. In the
very first weekend, more than 100,000
units were sold. In the first six months,
over a million units were sold. Like Japan,
America and Europe too embraced the PSX as the next-generation console of
choice. Released in 2000, PlayStation 2
(PS-2) sold more copies in a single day
than any gaming console in history. Since
then, the combination of superb hardware,
ease of software development, and the
CD format itself has made the PS-2 very
popular. Experts opine that Sonys

business model, by offering lower risk and
more creative freedom for developers and
publishers has made PS-2 the system of
choice for the top game creators.
Recently, Sony has faced competition
from Microsofts gaming console, the
XBox. The XBox is positioned as the
vehicle for delivering not just a gaming
experience, but a whole gamut of
entertainment avenues through
Microsofts MSN network. Sony plans to
release PlayStation 3 (PS-3) by 2005. It has
invested heavily in the fabrication line for
the PS-3. The case can be used to explain
how technologically sophisticated
products are developed and marketed.
Global; Entertainment; $63 billion sales
in 2003; 1966-2003
Sony
PlayStation II
PlayStation
Video games
Video gaming system
DVD
Microsoft
Vendor development
Linux
.Net
Entertainment industry
XBox
8-bit, 16-bit, 32-bit systems
PlayStation Portable (PSP)
Nintendo
17 pp
LIBRARY
IMD-3-0948
THE PRICE WATERHOUSE COOPERS &
LYBRAND MERGER (A)
IMD-3-0949
THE PRICE WATERHOUSE COOPERS &
LYBRAND MERGER (B)
Morosini, P
Steger, U
IMD, Lausanne
(IMD-3-0948 and IMD-3-0949). Following
the merger, a post-merger integration
(PMI) committee handled the practicalities
of the newly formed Price Waterhouse
Coopers (PWC). The company set itself a
five-year deadline to develop a unique new
culture. In the first six months of
integration, the company worked hard to
re-organise, harmonising administrative
and organisational systems, as well as
business methodologies. Employee
retention measures were put into place,
and a comprehensive client portfolio
review was undertaken. At the end of
1999, PWC continued to face difficulties,
which were compounded by the findings
of the US Securities and Exchange
Commission investigation that widespread
investment violations of the auditor
independence rules were occurring. In
February 2000, PWC announced the
separation of the consulting business from
the rest of its businesses.
Global, worldwide; Professional
services; US $11.8 billion; July 1998
Mergers and acquisitions (M&A)
Consulting
Management consultancy
Accounting
Accountancy
Auditing
Integration
Demerger
15 pp
Morosini, P
Steger, U
IMD, Lausanne
LIBRARY
This is the first of a two case series

(IMD-3-0948 and IMD-3-0949). On
18 September 1997 Price Waterhouse
(PW) and Coopers & Lybrand announced
their plans to merge. This merger created
the worlds largest professional services
firm, with US $11.8 billion in revenues and
130,000 employees in over 150 countries.
Observers predicted the inevitability of a
conflict of interest between the two
merging companies. This case discusses
the challenges faced by the two
companies in concluding a successful
merger, as well as the reaction by the
market, competitors, and general public.
304-277-1
THE ROCKWOOL GROUP: FIRE
EXTINGUISHER OR WALLFLOWER?
Global, worldwide; Professional

services; US$11.8 billion; 1997
Mergers and acquisitions (M&A)
Consulting
Management consultancy
Accounting
Accountancy
Integration
11 pp
LIBRARY
Andersen, PH
Aarhus School of Business, Denmark
The case of Rockwool concerns a
company which is the technological leader
in the area of producing insulating material
of stone wool. However, the company is
facing a strong strategic divide regarding
its present operations, as market demand
has changed considerably and the industry
is facing an uncertain future. Should the
company continue its current expansion
strategy, which includes competing head
to head with the other producers of
insulating materials, entering into Russia
and the Eastern European area, which are
presumably are facing huge investments
in renewing their housing sector, or
diversify their current operations into new
business areas. The industry is
characterised by over capacity and huge
exit costs and Rockwools current
production structure is not the one best
suited for fierce competition. On the other
hand, Rockwool has deep pockets and is
109
the largest specialist in this area,

compared to its main competitors and
market is expected to pick up at some
future date, given rising costs of energy
and the possible enactment of the Koyoto
Protocol.
Europe; Building materials; 7,000
employees; 2000s
Strategy
Organisation
Marketing
Management
Competition
13 pp
LIBRARY
304-277-8 (5pp)
304-198-1
THE TATA GROUP: GOING GLOBAL
Phani Madhav, T
Dakshi, M
Among the most respected Indian
business conglomerates, the Tata Group
represents the pride and excellence of
Indian industry. Established in 1868 as a
textile mill, the Tata Group has the
distinction of founding the first steel mill,
first luxury hotel and the first airlines
service in India. Ever since its founding,
the group was successfully managed by
the heirs of the Tata family. However, in
spite of the groups 100-year history and a
strong turnover of Rs 52,000 crores in
2003, the group had a limited global
presence. Particularly, the present
Chairman, Ratan Tatas dream of
transforming the group into a global
powerhouse was seen by many as a farfetched reality. The case details Tata
Groups efforts to take its individual
companies onto the global platform. The
case also gives an outline of Tatas
businesses in the light of competition from
foreign companies.
India; 2004
Tata Group
Tata Motors
Tisco
Tata Consultancy Services (TCS)
Tata tea
Tetley
Indian hotels
Ratan Tata
Globalisation
MG Rover
Daewoo Commercial Vehicle
Company
Tata enterprise
Tata power
Tata chemicals
Taj
9 pp
LIBRARY

304-186-1
THE TURNAROUND OF INDIAN BANK
Dutta, S
Regani, S
The case discusses the turnaround of the
Indian Bank, a prominent public sector
bank based in Chennai, a south Indian city.
The Indian Bank was established in 1907
and was nationalised by the Indian
Government in 1969. The bank functioned
reasonably well with the aid of the
government, till prudential norms were
introduced for public sector banks in 1992.
While the new norms caused most of the
public sector banks in India to falter, the
Indian Bank posted an industry record loss
of Rs 1,336 crore in the fiscal year 19951996. In 2000, the bank undertook a
comprehensive restructuring programme
under the guidance of Ranjana Kumar,
known in Indian banking circles for her
ability to turnaround hopeless banking
situations. After a restructuring
programme that involved considerable
changes in structure, operations and
human resources, the Indian Bank
managed to turnaround by posting its first
net profit in six years for the fiscal year
2001-2002. Plans were also on the anvil for
a public issue in 2005. The teaching
understand the nature and working of
public sector banks in India; (2) to examine
the reasons for the decline of a prominent
public sector bank in India; (3) to consider
the possible options in effecting the
turnaround of the bank; (4) to analyse the
measures taken by the management to
turnaround the bank after suffering losses
for several years; and (5) to study the
parameters on which the turnaround could
be measured and the future prospects of
the bank. The case is intended for
curriculum.
India; Banking; Large; 1991-2003
Indian Bank
Verma Committee
Ranjana Kumar
Reserve Bank of India
The Indian banking sector
State Bank of India
Public sector banks
Non-performing assets (NPA)
Restructuring Indian Bank
Voluntary retirement scheme
Human resources at Indian Bank
Banking reforms
Capital adequacy ratio (CAR)
National Bank for Agriculture and
Rural Development (NABARD)
Regional Rural Banks (RRBs)
10 pp
LIBRARY
304-186-8 (5pp)
304-213-1
TOYOTA MOTOR CORPORATION IN
2003
Vedpuriswar, AV
Japans largest and the worlds fourthlargest automobile manufacturer. Toyota
has manufacturing facilities in 26 countries
and distribution networks in 140 countries
and employs 260,000 people worldwide.
Toyota offers a wide-range of vehicles
such as gas-powered cars, pickups,
minivans, and sport utility vehicles (SUV).
It offers well-known car models like
Camry, Corona, Corolla and Lexus. Though
a late entrant, compared to General
Motors and Ford, Toyota has become one
of the strongest players in the automobile
industry. Toyota has also redefined the
rules of the game in various areas
product development, manufacturing,
vendor management and human
resources management. This case
discusses the strategies that have made
Toyota one of the global leaders in the
automobile industry.
Japan; Automobile; Worlds largest
automobile manufacturer; 2004
Toyota Motor Corporation
Toyota
Sport utility vehicle (SUV)
Camry
Corona
Corolla
General Motors, Ford
Vendor management
Global leader
MBA case study
Sakichi Toyoda
Production systems
Jidoka
Kaizen
25 pp
LIBRARY
304-197-1
TURNING AROUND PORSCHE
Sumit, KC
Sanjana, G
Failures teach better lessons than
successes. This was true with Porsche,
one of the finest carmakers in the world.
Since the 1960s, the Japanese car makers,
with their unprecedented production
acumen were becoming a real threat to
Porsche. Porsches decision to take on the
competition head on only with increased
production, proved fatal as it jeopardised
its technical innovation, which Porsche
had long been known for. The new CEO,
Wendelin Wiedeking, who took over the
reins of the loss making Porsche in 1993,
initiated the turnaround at Porsche. The
case highlights the turnaround strategies
of Porsche under the leadership of
Wendelin Wiedeking.
110
Germany; Auto manufacturing; 2003

Porsche
Wendelin Wiedeking
Great Depression
Volkswagen
356 Roadster
Peugeot
Porsche 911
Formula 1 racing
Lean production
Just-in-time manufacturing
Zero defect manufacturing
Porsche improvement process
Boxter
Toyota
Sports Utility Vehicle
7 pp
LIBRARY
304-233-1
UNIVERSITAT OBERTA DE
CATALUNYA (UOC): A UNIVERSITY
WITHOUT DISTANCE
Dutta, S
Verdin, P
De Jonghe, A-M
Van Poeck, E
Universitat Oberta de Catalunya (UOC)
represents the case of a green-field
university (a new start-up from scratch), a
distance e-based university, located in
Barcelona (Spain), which was able to use
the specific regional context of higher
education policy in Catalunya to embark on
a rather unique strategy and establish a
unique organisational model through
which many of the obstacles encountered
by traditional universities seem to be
overcome. In so doing, its relevance
reaches far beyond the world of distance
education or e-learning and the
geographical area of Catalunya or Spain.
This case study explores some of the
issues, related to new strategies in
traditional higher education as
implemented by the Universitat Oberta de
Catalunya (UOC). The case has been
written for teaching purposes in the field
of strategy and general management. It
can be used for further reflection
specifically focusing on higher education
strategic and organisational issues. The
issues of the case study are related to the
challenges facing traditional higher
education institutions.
Catalunya, Spain; University, higher
education; 1,032 persons; 2003
University management
Strategy in higher education
E-learning
General management
New entrants in traditional sector
Strategy and organisation in nonprofit
Network organisation
Virtual campus
21 pp
FIELD

9B04M026
VANCITY CREDIT UNION - STRATEGY
IN FINANCIAL SERVICES
Goerzen, A
Vancity Credit Union is one of the largest
credit unions in Canada with $9 billion in
assets and 300,000 members. The
companys success was based on three
key elements: member experience,
employee experience and community
leadership. With the pressure of increased
competition from financial institutions and
changing market characteristics, the chief
executive officer must review the
corporate strategy and resources to
determine how the company can stay
competitive and further increase its
members and services.
Strategic positioning
Financial institutions
Managing industry change
E-commerce
9B04M004
VIC YOUNG AND FISHERY PRODUCTS
INTERNATIONAL (C): CHANGE AT THE
HELM
Melnyk, J
Rowe, WG
Hynes, T
This supplement to Vic Young and Fishery
International (B), product 9B04M003,
reports the proceedings and results of the
FPI annual general meeting, the election of
a new board of directors and the
immediate ouster of long-time Chief
Executive Officer Vic Young.
Board of directors
Management succession
Shareholder meetings
4 pp
8B04M03 (18pp)
12 pp
9B04M001
VINCOR AND THE NEW WORLD OF
WINE
has saved an estimated $20 billion of costs

for US customers in 2002 alone. The WalMart effect has reduced inflation and
improved productivity in the US economy
year after year. Analysts feel that the
combination of discipline, values and
learning has contributed to Wal- Marts
success. This case can be used to discuss
strategic management issues in a large
company, with a special focus on cost
leadership.
Global; Retail; $245 billion turnover;
2003
Wal-Mart
Largest company
Retail chain
Wal-Mart effect
Cost leadership
Cost cutting
The Pentagon
Sam Walton
Hypermart
UFCW
Stores
Super centres
Vendor management
Retail in detail
Logistics
16 pp
9B04M003
VIC YOUNG AND FISHERY PRODUCTS
INTERNATIONAL (B): WINDS OF
CHANGE
Melnyk, J
Rowe, WG
Hynes, T
This case follows the Vic Young and
Fishery Products International (A), product
9B03M011, but can be used without it. It
focuses on a contest for control of Fishery
Products International Ltd. leading up to
the companys annual general meeting on
1 May 2001. The owner of a Nova-Scotiabased competitor of Fishery Products
International is the leading dissident
shareholder. This proxy battle quickly
becomes a matter of public and political
debate, because Fishery Products
International is economically and socially
important to its home province,
Newfoundland and Labrador. As such, it is
subject to company-specific provincial
legislation, the FPI Act, that is one of the
bases for legal maneuvering in the contest
for control. The supplement, Vic Young and
Fishery Products International (C), product
number 9B04M004, reports the
proceedings and results of the annual
general meeting.
Government and business
Leadership
Proxy battle
26 pp
8B04M03 (18pp)
Beamish, PW
Celly, N
LIBRARY
Vincor International Inc was Canadas

largest wine company and North America
fourth largest in 2002. The company had
decided to internationalize and as the first
step had entered the United States
through two acquisitions. The companys
chief executive officer felt that to be
among the top 10 wineries in the world,
Vincor needed to look beyond the region.
To the end, he was considering the
acquisition of an Australian company,
Goundrey Wines. He must analyze the
strategic rationale for the acquisition of
Goundrey as well as to probe questions of
strategic fit and value.
IMD-3-1269
WWF AND THE IVORY TRADE (A)
Acquisitions
Market entry
Growth strategy
Internationalization
20 pp
8B04M01 (8pp)
304-138-1
WAL-MART IN 2003: THE WORLDS
LARGEST COMPANY
Vedpuriswar, AV
Wal-Mart is the largest retail chain in the
world. It is also the worlds largest
company with a turnover of $245 billion.
Each year, roughly 80% of American
households make at least one purchase at
Wal-Mart. Starting off in a small way,
under the leadership of the legendary Sam
Walton, Wal-Mart has emerged as a global
player with operations in North America,
Asia, Europe and South America.
According to rough estimates, Wal-Mart
111
Rosenzweig, P
Van Weering, E
IMD, Lausanne
(IMD-3-1269 and IMD-3-1270). The cases
serve as a base for discussing an issue
that most complex multinational
organisations grapple with: how to align
global and local priorities in a complex and
multinational organisation. The issue is
illustrated with World Wide Fund for
Natures (WWF) internal debate on its
position on ivory trade. Some WWF
offices, mainly in Southern Africa, are in
favour of opening a restricted trade in
ivory. Other offices, mainly in Asia and
Eastern Africa, are squarely opposed to
reopening the trade. Offices in affluent
donor countries like the USA, the UK and
the Netherlands emphasise the fine
balance between listening to donors and
WWFs principle of making decisions
based on scientific data. Subject matter
experts and regional experts have to come
to terms with the different opinions, some
of which are quite strong. The case
describes how WWF despite all the
different viewpoints, rallies the troops to
formulate one statement that almost
everyone, can live with. A video IMD-31269-V is available to accompany the
case.

World; Non-governmental organisation
(NGO); 5 million members on 5
continents, about CHF 500 million
income per year; 2002
Managing multiple dimensions
Local versus global priorities
Decision making
19 pp
FIELD
this case. A video IMD-3-1270-V is

available to accompany this case.
World; Non governmental organisation
Decision making
2 pp
FIELD
IMD-3-1269-V
WWF AND THE IVORY TRADE (A)
Video
Rosenzweig, P
Van Weering, E
IMD, Lausanne
IMD-3-1269. The video illustrates the
World Wildlife Fund for Natures internal
debate on its position on the ivory trade.
Decision making
11 min
FIELD
Rosenzweig, P
Van Weering, E
IMD, Lausanne
(IMD-3-1269 and IMD-3-1270). The cases
serve as a base for discussing an issue
that most complex multinational
illustrated with Worldwide Fund for
everyone, can live with. A handout WWF
Position Statement Full Text
(IMD-3-1270-H) is available to accompany
World; Non governmental organisation

Decision making
10 pp
IMD-3-1270-V
WWF AND THE IVORY TRADE (B)
Video
Rosenzweig, P
Van Weering, E
IMD, Lausanne
FIELD
304-136-1
YAHOO UNDER TERRY SEMEL:
TOWARDS A NEW REVENUE MODEL

IMD-3-1270-V. The video illustrates how
the people involved have experienced the
process that led to the ultimate position
statement. Chris Hails WWF Programme
Director also comments on future
organisational challenges for WWF.
Decision making
15 min
IMD-3-1270
WWF AND THE IVORY TRADE (B)

everyone, can live with. There is a case to
accompany this supplement, reference
number IMD-3-1270.
FIELD
IMD-3-1270-H
WWF POSITION STATEMENT FULL
TEXT HANDOUT
Rosenzweig, P
Van Weering, E
IMD, Lausanne
This handout is to accompany the case
WWF and the ivory trade (B) (IMD-31270). The case abstract is as follows: The
case series serves as a base for discussing
an issue that most complex multinational
illustrated with Worldwide Fund for
112
Vedpuriswar, AV
Suruchi, S
Yahoo! Inc (Yahoo) is the largest Internet
portal in the world, with 25 international
sites in 13 languages and 238 million
users. The portal carries news, financial
information and streaming media
entertainment. It also offers personalised
web pages, email, chat rooms, message
boards and Internet access. After losing its
way in the early 2000s, Yahoo seems to be
on its way back to profitability in early
2003. The company has made crucial
acquisitions and partnerships to
strengthen its competitive position.
Yahoos revenue model now looks more
solid. But Yahoo realises that with rivals
like MSN and Google around, it cannot rest
easy. The case discusses the revival of
Yahoo under the leadership of Terry Semel.
Global; Computer (Internet); $43 million
net earnings in 2002; 2003
Yahoo!
Terry Semel
New revenue model
Internet portal
Search engine
Dan Rosenweig
Koogle
Overture
Inktomi
Slowdown at Yahoo
Dafid Filo and Jerry Yang
Website
Search
15 pp
LIBRARY
9-704-475
YAMATO TRANSPORT: VALUING AND
PRICING NETWORK SERVICES (A)
Khanna, T
Oberholzer-Gee, F
Egawa, M

Yamato Transport is the leading Japanese
parcel delivery company and has
dominated its industry for more than two
decades. In response to new competitive
challenges, Yamato must decide how to
reposition itself in the industry and
optimize the size of its network. The
teaching purpose is to discuss how
Yamato creates value with the help of a
dense network and to calculate buyer
value for a few new products. The demand
for parcel deliveries fluctuates dramatically
over time; allows students to calculate the
optimal size of infrastructure investments
and peak-load prices. The recently
corporatized Japan Post provides the
opportunity to discuss competition with a
company that enjoys monopoly status in
some markets (only Japan Post can deliver
personal mail) and faces a weak budget
constraint.
Employees 97,500; 970 billion yen
end date 2004
Competition
Economic theory
Industry analysis
Japan
Networks
Pricing strategy
Privatization
Service industries
Supply chain
Transportation services
11 pp
CASE (FIELD)
9-704-477
YAMATO TRANSPORT: VALUING AND
PRICING NETWORK SERVICES (B)
Khanna, T
Oberholzer-Gee, F
Egawa, M
Competition
Economic theory
Industry analysis
Japan
Networks
Pricing strategy
Privatization
Service industries
Supply chain
Transportation services
1 pp
304-126-1
YOSHINOYA: MANAGING IN
TROUBLED TIMES
Rajshekar, N
Saba, K
By 2003 Yoshinoya D&C Co Ltd
(Yoshinoya), which started as a small
restaurant in Tokyo in 1899, had
transformed into a global fast food chain,
famous for its beef bowl, with 1,156
restaurants in the US, Japan, Singapore,
Taiwan, Hong Kong and China. It was also
planning to expand into Asia and Australia.
However, due to the report of mad cow
disease in the US in December 2003,
Yoshinoya faced a major crisis, as 99% of
its beef was imported from the US.
Despite the ban, Yoshinoya announced
that it would continue to use US beef for
its products till the stocks lasted.
Japan; Food retailing; 2003
Yoshinoya
Mad cow disease
US beef
Beef bowl
Bovine Spongiform Encephalopathy
(BSE)
Prions
vCJD
McDonalds
Australian beef
Japanese beef imports
Major exporters of beef in the world
Foot and mouth disease
Sukivaki
Kyotaru sushi shops
6 pp
LIBRARY
113
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