The Real Property Negotiation Game simulates the experience negotiating the sale, purchase, or financing of a property. The class competes as either a lender, buyer, or one of two groups of sellers, Raleigh, North Carolina and Las Vegas, Nevada. The lender case for the Real Property Negotiation Game. Porus Bank must decide to which buyers they must learn and at what terms.
The Real Property Negotiation Game simulates the experience negotiating the sale, purchase, or financing of a property. The class competes as either a lender, buyer, or one of two groups of sellers, Raleigh, North Carolina and Las Vegas, Nevada. The buyer case for the Real Property Negotiation Game. Celia Hernandez must decide which of two properties to purchase.
The Real Property Negotiation Game simulates the experience negotiating the sale, purchase, or financing of a property. The class competes as either a lender, buyer, or one of two groups of sellers, Raleigh, North Carolina and Las Vegas, Nevada. The buyer case for the Real Property Negotiation Game. Celia Hernandez must decide which of two properties to purchase.
The Real Property Negotiation Game simulates the experience negotiating the sale, purchase, or financing of a property. The class competes as either a lender, buyer, or one of two groups of sellers, Raleigh, North Carolina and Las Vegas, Nevada. The seller case, Raleigh Commons, for the Real Property Negotiation Game. Steve Stroud must decide whether and at what price to sell his property.
The Real Property Negotiation Game simulates the experience negotiating the sale, purchase, or financing of a property. The class competes as either a lender, buyer, or one of two groups of sellers, Raleigh, North Carolina and Las Vegas, Nevada. The seller case, Las Vegas, for the Real Property Negotiation Game. David Stephens must decide whether and at what price to sell his property.
The Real Property Negotiation Game simulates the experience negotiating the sale, purchase, or financing of a property. The class competes as either a lender, buyer, or one of two groups of sellers, Raleigh, North Carolina and Las Vegas, Nevada. The seller case, Las Vegas, for the Real Property Negotiation Game. David Stephens must decide whether and at what price to sell his property.
The Real Property Negotiation Game simulates the experience negotiating the sale, purchase, or financing of a property. The class competes as either a lender, buyer, or one of two groups of sellers, Raleigh, North Carolina and Las Vegas, Nevada. The seller case, Raleigh Commons, for the Real Property Negotiation Game. Steve Stroud must decide whether and at what price to sell his property.
The founders of BarKar, an investment company, are considering whether to invest in Harley-Davidson Inc. BarKar is a value-oriented investment company in Vancouver, B.C., Canada that specializes in identifying and investing in companies trading at more than a one-third discount to their intrinsic value. In order to reach a decision, the founders have to look at the financials and carry out a strategic analysis to determine the intrinsic value of this stock.
In 2008, the US consumer payments landscape was characterized by the ongoing prevalence of credit and debit card networks, the decline of checks, the rise of stored value cards, and the growth of new payment methods such as PayPal, Bill Me Later and decoupled debit. This case presents the structure of these payment methods, focusing on incentives for both consumers and merchants, including direct costs, efficiency benefits, rebates, and treatment in case of loss or fraud.
Created in 1991, the ARCOR Foundation had built a reputation for its social investment programs devoted to childhood-related issues as well as for its operations' professionalism and magnitude in Argentina. Virtually since its inception, the Foundation focused on education to help mitigate childhood issues. Seventy percent of its budget was devoted to funding and supporting educational opportunities for very young children. To that end, the Foundation not only focused on program model creation but also on engaging other actors, knowledge building and advocacy for public policies targeted to young children. Its strategic approach also hinged on community work, engaging organizations and, primarily, institutional networks to enhance resources, mobilize actors, and coordinate efforts around public and private actors. Although ARCOR's affiliate in Brazil had, from early on, embarked on several educational, social and environmental actions, it was only in the late 1990s that the Group decided to have the Foundation -based in Argentina- support corporate community initiatives to accompany its Brazilian affiliate's growth. Among other initiatives, the case describes an initiative of cooperation with the World Childhood Foundation Institute and with Fundación Vitae, as well as the replication of ARCOR Foundation's programs in Argentina. There is also an account of a survey to assess corporate social practices so far, which detected a somewhat dispersed and philanthropic approach.
In June 2008, the online professional networking service LinkedIn became a $1 billion company. But CEO Dan Nye understood that LinkedIn faced several strategic dilemmas. Founded in 2002, LinkedIn by 2008 had become the world's leading professional networking service (PNS), with more than 23 million members. Aiming to "dominate the business of business networking," in Nye's words, LinkedIn allowed individual members to post a profile on the LinkedIn site and then to use the site's tools to search for job opportunities; to recruit job candidates; to find suppliers, partners, and customers; and to seek out expert advice. The company was also expanding into corporate services that would enable companies to build and manage their own online networks. With revenue sources that included advertising, premium subscriptions, job posting services, and business solutions, LinkedIn was on track to bring in revenues in 2008 of up to $100 million. A new funding round in mid-2008 yielded a $1 billion valuation for the company. Three key dilemmas confronted LinkedIn, however. First, at a time when the "walled garden" model of online community building was under siege, it had to decide how far it should open its platform to users. Second, in light of competition from highly popular social network services such as Facebook and MySpace, LinkedIn had to decide whether to incorporate social networking into its value proposition. Third, in an increasingly global business environment, it had to weigh the option of merging with its leading international competitor, XING.com.
In 2007 the House of Representatives passed legislation that would treat carried interest as ordinary income instead of a long-term gain. The move threatened to increase the tax rate from 15 percent to 35 percent on the income of partners in private equity firms, venture capital firms, and some real estate and oil and gas partnerships. This case follows the arguments and actions made by both proponents and opponents of the potential tax increase, setting up an evaluation of the strategy used by the private equity industry to combat the threatened increase.
In 2006 Merck received FDA approval for Gardasil, the first vaccine for human papilloma virus (HPV) which had been identified as the cause of cervical cancer. Merck priced the vaccine at $360 for the three injections and was working on programs for the use of Gardasil in developing countries at much lower prices. Projected sales of Gardasil were $1 billion a year and billions more if states mandated vaccination. Prior to FDA approval, Merck began to develop a market for Gardasil and launched an intensive campaign to get states to make HPV vaccination of girls entering middle school mandatory. As the public and organized private groups became aware of Merck's efforts, however, the campaign generated a backlash against mandatory vaccination. Merck subsequently suspended its campaign and reflected on the experience in deciding its next moves.
Du Pont's realization in 1921 that its "U-form" corporate structure was ill-suited its new diversification strategy led to a pioneering new kind of organization - the "M" or multidivisional form - that has been called the most important innovation of capitalism in the 20th century. This case examines how and why this pivotal transformation took place, and what its implications may be for corporations that are trying to align their structure with their strategy as they undergo rapid growth and change.
This case study concerns Choi & Leng Paper Ltd ("C&L") , a Hong Kong-based company that falls into the category of small- and medium-sized enterprises ("SMEs"). The company consists of a paper recycling business in Hong Kong and a paper mill in Huizhou, China. The case explores the challenges faced by SMEs conducting cross-border business. The aim is to show the importance of strong internal control procedures and how top management should endeavor to make sure their businesses are run ethically.
This case study concerns Choi & Leng Paper Ltd ("C&L") , a Hong Kong-based company that falls into the category of small- and medium-sized enterprises ("SMEs"). The company consists of a paper recycling business in Hong Kong and a paper mill in Huizhou, China. Part B of the case looks at the sale of paper through an open-tender bid. The sale is being investigated by the Independent Commission Against Corruption ("ICAC"), which suspects a staff member of the buyer of a possible corruption offense.
The establishment and growth of AMD's Dresden, Germany manufacturing site illustrates how processes develop in an organization, and how those processes get institutionalized into a unique culture. Located in the Free State of Saxony in the eastern part of Germany (the former GDR), AMD's investment in the region leverages a historic and rather unique skill base in engineering and the sciences, and catalyzes the rebirth and growth of one of the largest semiconductor clusters in Europe. Contrary to conventional wisdom in the semiconductor industry, the Dresden team only copied from its home corporate locations in the United States those processes and practices that it felt would work in Germany rather than follow a copy exactly strategy. Dresden becomes AMD's sole worldwide manufacturing location for microprocessors, but now the company is faced with the question of whether it can successfully transplant the highly successful culture to other global locations because of favorable investment incentives.
For Sean Parker, a managing partner at Founders Fund (FF), a San Francisco-based venture capital (VC) firm, November 2007 was a critical moment in the process of raising the firm's second fund. As he prepared to describe FF's nontraditional strategy to a potential limited partner (LP) in San Francisco's Financial District, he decided to focus on what distinguished Founders Fund from the sea of VC firms in Silicon Valley, how it was innovating within a mature industry, and why it would be the most successful fund in history. Since its inception in 2005, Founders Fund had attracted substantial publicity. Though most had been positive, Parker nevertheless wanted to address a few of the critiques that had surfaced within the industry press. He hoped to be persuasive-FF wanted to close the $150-million round before the end of the month.