Emerging markets have attracted considerable attention and are likely to become an increasingly important political and economic force. They represent an enormous opportunity for entrepreneurs, multinationals, and investors but also pose a threat for products, jobs, and resources. They have the potential to redefine the way business is done in many industries but remain shrouded by myths. Provides an overview of the importance of emerging markets. Discusses the opportunities in and threats posed by emerging markets. Shows how studying emerging markets can provide new insights into business conglomerates, industry profitability, and corporate governance and discusses common perceptions and misconceptions of emerging markets.
A top-tier venture capital firm has encountered challenging conditions for its recent funds, which have raised "clawback" liabilities. In response, it is charging its investors the difference between the lower budget-based fee that it used and the maximum that the investors might have had to pay. A vice-president of a foundation invested with this firm must decide whether to reinvest in the firm's newest fund.
In 2004, Red Bull found itself at a crossroad, challenged with defending its 70% worldwide market share of the €2.5 billion energy drinks category that it had pioneered. Through a combination of buzz marketing tactics, decentralised distribution and sponsorship of extreme sports and pop culture events, Red Bull had managed to build a certain mystique, which was central to building its appeal among its targeted customers, 18-35-year-olds.
Considers whether the management of Procter & Gamble (P&G) Pharmaceuticals should adopt Web-based electronic data capture (EDC) as the default standard for the management of its clinical drug trials. Provides a detailed description of the existing paper-based process for clinical trial management at P&G and asks students to consider whether and to what extent the use of information technology--in the form of Web-based EDC--could improve that process. Highlights tensions surrounding the implementation of new technologies and considered potential barriers to implementation both within the firm and with other firms in the value chain. Finally, considers how a firm should structure relationships with external providers of new, process-related technologies.
Considers the opportunities and challenges facing Indian film producers in accessing the global film market. Provides a historical context by describing the history of the cinema and the rise of Hollywood to global dominance by the 1920s. Although film industries continued elsewhere, including Great Britain and France, their products had limited international appeal. Discusses the rise of the Indian film industry and the industry structure. Bollywood films, produced in Mumbai (formerly Bombay), are the most well-known genre. They are typically long, melodramatic, and musical. There are also regional language films produced in Chennai, independent films, and "crossover" films, typically incorporating the experience of the Diaspora in Western countries. Bollywood films in particular have sold well in Southeast Asia and among the Indian Diaspora. Raises the issue whether Indian content films can compete with Hollywood in global markets and to what extent a change in content is necessary for this strategy to work.
Focuses on the portfolio allocation decision of a passive fund manager. Provides a setting to study portfolio theory, including mean-variance analysis, the capital market line, and the efficient frontier.
In 2003, Mike McCready, CEO of Barcelona-based Polyphonic HMI, was preparing to launch an artificial intelligence tool that could create significant value for music businesses. The technology, referred to as Hit Song Science (HSS), analyzed the mathematical characteristics of music and compared them to characteristics of past music hits, making it possible to determine a new song's hit potential. McCready must decide on a target market--record companies, producers, or unsigned artists--and develop a marketing plan that helps overcome the likely resistance against adoption.
Provides background on the history and status of financial integration in the European Union. Describes the pertinent treaty-based "fundamental freedoms," emphasizes challenges to further cross-border consolidation in the banking sector, and examines the regulatory role of the European Commission in fostering conditions conducive to further financial integration.
As the Montgomery Bus Boycott starts, the young Martin Luther King Jr. faces challenges to his leadership goals, strategic vision, and personal and family safety. Makes extensive use of King's own words and writings and builds a portrait of a young, talented, and ambitious leader about to embark on a risky and new endeavor. Traces the development of King's professional goals, his theological and political education, his young family, and his nascent professional career. Raises questions about the role of fear and uncertainty, support networks, deeply held beliefs, and professional goals in leadership decision making.
Boots Group PLC, one of the best known and respected retail names in the United Kingdom, provided health and beauty products and advice that enhanced personal well-being. The marketing manager at Boots was planning a sales promotion strategy for a line of professional hair care products. The professional hair care line consisted primarily of shampoos, conditioners, and styling products (gels, wax, mousse, etc.) developed in collaboration with United Kingdom's top celebrity hairdressers. The marketing manager's challenge was to select one of three promotional alternatives--get three for the price of two, receive a gift with purchase, or an on-pack coupon--for the Christmas season. The alternative selected would have both immediate effects on costs and sales, but also long-term implications for the brands involved. His primary objective was to drive sales volumes and trade-up consumers from lower value brands, while retaining or building brand equity.
Documents more than 15 years of U.S.-based Cummins, a global leader in diesel and allied technology, and its investment activities in China. Although macro-level indicators seem to suggest the possibility of hitting $1 billion in revenues in China by 2005, several pressing problems put into question Cummins' ability to realize this target. Presents specific situations--related to the respective streamlining and consolidation of several existing joint ventures, distribution and service, and staffing--for which students must develop appropriate action plans. Presents the complexity of managing country-level operations and the role of executive leadership of a country manager.
Considers McKinsey's strategy during the first stage of the globalization of the management consultancy industry between the 1950s and 1973. Briefly reviews the history of management consulting before considering the factors that led McKinsey to open its first international office in London in 1959. Describes the subsequent rapid international growth of McKinsey and its leading competitors and their role in diffusing American management concepts worldwide. By 1973, however, McKinsey's new managing director faced evidence that the global demands for such services was in decline, in part because the American management model was becoming less attractive.
New Vine Logistics was founded in 2001 by Katie Schumacher, a member of the failed Wineshoppers.com start-up operational team. Ms. Schumacher believed that Wineshopper's approach to inventory management, logistics, and general operational challenges rampant in the U.S. wine industry had value and managed to get funding to resuscitate Wineshopper's assets. The case provides background of the U.S. wine industry, including consumption figures, consumer demographics, and general industry trends, and explains the regulatory environment governing the U.S. wine industry. It then discusses New Vine Logistic's competencies and value propositions to its various customers, suppliers, wholesalers, distributors and retailer of wine.
Compares two companies in the information capture software industry. Asks students to analyze and compare the performance of two companies (one in the United Kingdom and the other in the United States) from the perspective of a buy-side analyst reporting to the manager of the firm's Global Technology Fund. The analyst must decide whether to recommend one or both stocks to the fund manager. Provides an opportunity to compare the differences in terminology, presentation of financial reports, and accounting methods for the U.S. and U.K. firms.