The City of London was expropriating a portion of Springbank Drive as part of a project to widen the road between Wharncliffe Road and Wonderland Road. The owner of Canning Consultants Inc. was retained by the city to assess the resultant property value loss for the affected residents. The consultant had assembled a database of residential sales along with various property attributes, and had to determine how to proceed in calculating appropriate compensation for the taking. This case is appropriate in a module on multiple linear regression models.
As a small retailer of green energy, Selectpower was at a critical point in its growth. The chief executive officer (CEO) was developing a cohesive strategy for the firm's multiple business units. Revenues were expected to increase significantly in the coming year; however; limited resources also were forcing the CEO to make some tough decisions about two important investment opportunities: its growing wind-derived electricity business; or the nascent geothermal business. Both options offered clear environmental benefits to customers, although the strategic value and immediate financial return to Selectpower were less clear. The CEO was also not certain to what extent Selectpower's strategy should emphasize environmental objectives relative to traditional financial metrics. Finally, evolving customer expectations, fluctuating energy prices, and changing government regulations further complicated planning.
Focuses on the challenges facing the European Union in 2006. Following the French and Dutch referendums in 2005, the fate of the European Constitution is in jeopardy. Ten new accession countries have just joined the EU, with Turkey in the beginning stages of the accession process. New member states and additional future members have provoked widespread debate on financial, political, and social issues. Growth within the EU has been sluggish, with high unemployment and low investment in R&D. The EU has launched a set of reforms to create a "single passport" system of mutual recognition within the EU for capital, services, and people. Still, terrorist attacks, an upsurge in domestic violence, budgetary problems, and foreign policy, enlargement, and immigration issues plague the EU. In light of these problems, what will be the future of the EU and its constitution?
J.R.D Tata, Chairman of the Indian conglomerate Tata & Sons, played a significant role in building India's economic infrastructure. Under his guidance, Tata & Sons built locomotives, steel refineries, airlines, chemical plants, and technology-based enterprises. Inheriting his title as Chairman in 1938, at the outbreak of World War II, Tata was able to navigate his family-owned companies through the tumultuous political climate of India. He worked with British colonial officers, and later closely with several Indian leaders under both pro- and anti-business government regimes. Applying his family's values to the workplace, Tata & Sons helped revolutionize business practices in India. From instituting the eight-hour work day and paid leave to providing a retirement gratuity, Tata's policies created a standard to which other companies--and eventually Indian government regulators--measured themselves. Blending humane business practices with political savvy and a pioneering spirit, J.R.D Tata is remembered as one of India's most important and influential business leaders. Tata is an example of a 20th century business leader who applied contextual intelligence to a variety of businesses, dramatically changing the landscape of India's infrastructure.
The spring of 2005 marked a tricky juncture for the leaders of a program designed to improve health care access for thousands of residents living in impoverished, isolated settlements just north of the Mexican border in the Lower Rio Grande Valley and also for the Robert Wood Johnson Foundation, which had provided the program with a four-year startup grant, due to expire in a few months time. The project leaders wanted to keep the Integrated Health Outreach System (IHOS) alive, but were not sure how to fund it. In addition, frustrated by aspects of the project's design, they wanted to reorganize and refocus the program. The Robert Wood Johnson Foundation, meanwhile, had gone through an internal organizational change that had significantly changed RWJF's approach to charitable giving. In general, the Foundation was no longer funding "safety net" programs like IHOS, but had moved toward broader, systemic, collaborative efforts to address the root causes of poor health in vulnerable populations. But the RWJF administrators recognized that the plight of the IHOS clients was extreme. In addition, they knew that resources on the border were scarce. In practical terms, that meant the Foundation was reluctant to cut off the IHOS funding at least not until IHOS could stand on its own feet. HKS Case Number 1852.0
The spring of 2005 marked a tricky juncture for the leaders of a program designed to improve health care access for thousands of residents living in impoverished, isolated settlements just north of the Mexican border in the Lower Rio Grande Valley and also for the Robert Wood Johnson Foundation, which had provided the program with a four-year startup grant, due to expire in a few months time. The project leaders wanted to keep the Integrated Health Outreach System (IHOS) alive, but were not sure how to fund it. In addition, frustrated by aspects of the project's design, they wanted to reorganize and refocus the program. The Robert Wood Johnson Foundation, meanwhile, had gone through an internal organizational change that had significantly changed RWJF's approach to charitable giving. In general, the Foundation was no longer funding "safety net" programs like IHOS, but had moved toward broader, systemic, collaborative efforts to address the root causes of poor health in vulnerable populations. But the RWJF administrators recognized that the plight of the IHOS clients was extreme. In addition, they knew that resources on the border were scarce. In practical terms, that meant the Foundation was reluctant to cut off the IHOS funding at least not until IHOS could stand on its own feet. HKS Case Number 1852.0
After the September 11, 2001, attacks on the United States, President George W. Bush launched a military offensive in Afghanistan, which led to the capture of Al Qaeda operatives thought to be behind the attacks. Top US officials debated how to extract crucial information from them about Al Qaeda's future plans. The Central Intelligence Agency wanted to apply aggressive interrogation methods, which it argued were necessary to convince detainees to reveal what they knew. But CIA officials worried such techniques might violate both international treaties banning torture and "cruel, inhuman or degrading" treatment of prisoners of war and detainees and, more consequentially, the domestic laws that enforced them. To protect its agents, the CIA sought a clear statement from the Bush Administration on how far agents could go in efforts to force detainees to talk. These cases tell the story of OLC's legal findings and their consequences. Part A (1853.0)describes a series of OLC memoranda on the treatment of detainees in the "war on terror," culminating in an August 2002 opinion that became known as the "torture memo," which narrowly interpreted the legal meaning of torture but took a broad view of presidential wartime powers under the Constitution. Part A ends as Assistant Attorney General and OLC head Jay Bybee must decide whether to sign the opinion. Part B (1854.0) tracks the results of the torture memo, tracing the use of interrogation techniques it sanctioned from CIA detention centers overseas to the naval base in Guantanamo Bay, Cuba. In the view of some, these harsher techniques eventually "migrated" to Abu Ghraib prison in Iraq, where abusive treatment of detainees became an international embarrassment for the US. HKS Case Number 1853.0
After the September 11, 2001, attacks on the United States, President George W. Bush launched a military offensive in Afghanistan, which led to the capture of Al Qaeda operatives thought to be behind the attacks. Top US officials debated how to extract crucial information from them about Al Qaeda's future plans. The Central Intelligence Agency wanted to apply aggressive interrogation methods, which it argued were necessary to convince detainees to reveal what they knew. But CIA officials worried such techniques might violate both international treaties banning torture and "cruel, inhuman or degrading" treatment of prisoners of war and detainees and, more consequentially, the domestic laws that enforced them. To protect its agents, the CIA sought a clear statement from the Bush Administration on how far agents could go in efforts to force detainees to talk. These cases tell the story of OLC's legal findings and their consequences. Part A (1853.0)describes a series of OLC memoranda on the treatment of detainees in the "war on terror," culminating in an August 2002 opinion that became known as the "torture memo," which narrowly interpreted the legal meaning of torture but took a broad view of presidential wartime powers under the Constitution. Part A ends as Assistant Attorney General and OLC head Jay Bybee must decide whether to sign the opinion. Part B (1854.0) tracks the results of the torture memo, tracing the use of interrogation techniques it sanctioned from CIA detention centers overseas to the naval base in Guantanamo Bay, Cuba. In the view of some, these harsher techniques eventually "migrated" to Abu Ghraib prison in Iraq, where abusive treatment of detainees became an international embarrassment for the US. HKS Case Number 1854.0
After the September 11, 2001, attacks on the United States, President George W. Bush launched a military offensive in Afghanistan, which led to the capture of Al Qaeda operatives thought to be behind the attacks. Top US officials debated how to extract crucial information from them about Al Qaeda's future plans. The Central Intelligence Agency wanted to apply aggressive interrogation methods, which it argued were necessary to convince detainees to reveal what they knew. But CIA officials worried such techniques might violate both international treaties banning torture and "cruel, inhuman or degrading" treatment of prisoners of war and detainees and, more consequentially, the domestic laws that enforced them. To protect its agents, the CIA sought a clear statement from the Bush Administration on how far agents could go in efforts to force detainees to talk. These cases tell the story of OLC's legal findings and their consequences. Part A (1853.0)describes a series of OLC memoranda on the treatment of detainees in the "war on terror," culminating in an August 2002 opinion that became known as the "torture memo," which narrowly interpreted the legal meaning of torture but took a broad view of presidential wartime powers under the Constitution. Part A ends as Assistant Attorney General and OLC head Jay Bybee must decide whether to sign the opinion. Part B (1854.0) tracks the results of the torture memo, tracing the use of interrogation techniques it sanctioned from CIA detention centers overseas to the naval base in Guantanamo Bay, Cuba. In the view of some, these harsher techniques eventually "migrated" to Abu Ghraib prison in Iraq, where abusive treatment of detainees became an international embarrassment for the US. HKS Case Number 1854.1
In an effort to capture market share in the children's foods category, Disney Consumer Products (DCP) debuted a broad line of "better for you" foods, ranging from fresh fruits and vegetables to frozen meals, through a partnership with Kroger supermarkets. In answer to a global obesity epidemic, DCP reformulated existing products and introduced new ones which met stringent nutritional requirements. Disney--and by extension, DCP--is highly influential with children: can the company use its "magic" to get children to switch from sugary, processed foods and become lifelong converts to a more nutritious diet? What is the food industry's responsibility in this controversial space?
The Convention on Biological Diversity (CBD) was a U.N. treaty that by 2006 had been signed by virtually every country in the world except for the United States. The treaty established three main goals: the conservation of biological diversity, the sustainable use of its components, and the fair and equitable sharing of the benefits arising from the use of genetic resources. Although the treaty had been in effect for almost 15 years, progress was slow. CBD Executive Secretary Ahmed Djoghlaf needed to increase the participation of the private sector in order to meet the treaty's "2010 Target," which called for a significant reduction in the loss of biodiversity at all levels (global, regional, and national). Provides background on the relationship between biodiversity and agriculture.
As the largest iron ore consumer and steel producer, China accounted for 35% of world iron ore imports and over 25% of world steel production. Two-thirds of the iron ore market was dominated by only three companies--Australian-owned BHP Billiton Ore (BHPBIO or BHP), Rio Tinto Hamersley Iron Unit (RTHI), and Brazilian-owned Companhia Vale do Rio Doce SA (CVRD). In February 2005, following a deal between CVRD and Nippon Steel, the price of iron ore increased by 71.5%. This deal, together with the advantage of lower-cost freight advantages for Australian iron ore, led BHP to ask for an extra charge from Chinese companies. Chinese steel producers strongly opposed this demand and in April 2005 the proposed price increase was dropped for the sake of future trade relations with China. However, BHP was still keen on implementing it in the future.
By November 2005 Air Deccan, India's first low cost airline, had been in business for two years. During this time, the airline had grown rapidly, adding both planes and passengers at breakneck speed. Using low fares as its central strength, it had caused huge, unconventional changes in the Indian domestic airline industry. Not satisfied, however, the founder and chief executive officer wondered how to adapt to the future and sustain Air Deccan's tremendous initial success. The case can be used to engage students in the following issues: the entry and positioning of a new brand in a somewhat oligopolistic industry; targeting low income and under-served segments; low-cost, low-price strategies; entrepreneurial start-ups in emerging markets and marketing strategy in high growth SMEs. In the supplement case, Air Deccan (B): From Creating Change to Changing Creatively, product 9B07A015, the chief executive officer evaluates the strategy.
The founder and chief executive officer of Air Deccan, India's first low-cost airline, ponders the imminent launch of the airline. His mind goes back to his passion and vision of empowering every Indian to fly, a bold dream in a country of one billion people who travelled predominantly by buses and trains. Would Air Deccan fly?
Jharna Software was a medium-sized Indian software developer with an offshore center in the United States. The team in the United States usually performed systems analysis and design work at the customers' sites, while the rest of the development process was done in Indian development centers. Jharna Software was doing very well and had earned many prizes for export performance from the Indian government. It was, however, increasingly pressured by its main U.S. clients to adopt the emerging methods of producing quality software in a shorter time and with smaller budgets. Builds on the fundamental concepts of software engineering such as the plan-based approach (e.g., waterfall model) and the agile approach (e.g., extreme programming). Although agile methods are seen as an improvement over plan-based methods, they have various requirements (e.g., dynamic requirements analysis, frequent face-to-face meetings, lack of structure, strong emphasis on people rather than processes) that are difficult to meet in the offshore environment. Explains why plan-based methods are therefore commonly used in offshore locations.
As with many modern-day large pools of capital, the Vanderbilt University endowment is significantly invested in alternative assets such as hedge funds, private equity, real estate, and natural resources. The endowment's investment committee chair is attempting to understand the complexity of the portfolio and the risks that might be present. How should the risks of these sophisticated strategies be measured? And, in particular, what risks is the endowment exposed to by virtue of the many types of leverage inherent in alternative investment strategies. Finally, did the institution have sufficient resources to manage such a portfolio, and was the investment committee providing sufficient oversight.
Contains two parts: Part I contains a list of more than 500 acronyms for official institutions and other project finance terms; Part II contains a description of various interest and debt coverage ratios used in the field of project finance.
At the beginning of 2006, the president of Ullman International (Ullman), a leading producer of hybrid chicks for both the American and world egg industry was facing many challenges: his imminent retirement, the threat of the Asian bird flu, zero or negative growth in primary markets, increasing pressure from the animal rights movement and a strained relationship with Ullman's European parent company. 2006 marked the end of an era for this $200 million company as it enters a period of revolutionary organizational and environmental change, the resolution of which will determine its fate for the next decades.