Apple has reaped the benefits of its innovative music player, the iPod. However, its PC and server business continue to hold small market share relative to the worldwide computer market over the past few years. Will the iPod lure new users to the Mac? Will Apple be able to produce another cutting-edge device quickly?
Provides an opportunity for students to design a new service offering, paying careful attention to the link between strategic position, service offerings, and operations design. The corresponding module note further describes the exercise.
In September 2002, Aluminium Bahrain (Alba) needed to decide how to finance its proposed $1.7 billion pot line. The company's financial adviser, Taylor De-Jongh (TDJ), had recommended Alba employ a multisourced financing strategy using as many as five sources of debt from international, regional, and local capital pools. TDJ believed that the strategy would generate competition among the lenders which, in turn, would save Alba millions in financing costs. But the multisourced financing strategy went against the grain of typical project financings in the Middle East and was not without its risks. Alba management must decide how many financing sources to use, which ones, and how much to get from each one. If the market rejects the multisourced financing strategy, the project might become tainted, which could jeopardize Alba's long-term growth objectives.
An interesting dialectic is currently being played out in China: The state is continuing its age-old tradition of preserving order while a much newer force, free-market capitalism, and a previously unheard of phenomenon, a middle class, are slowly creating a new order. It is within such an economic environment that very large bets are being placed on the future of China, both by those already inside and by those rushing to go in. This article examines the crucial role of the state in China's great economic push forward and in its emergence as an economic colossus. It questions the relative safety of placing such bets by examining obstacles faced when investing in China. These include the political dilemma of sharing power with a rising bourgeoisie of prosperous business owners, the managerial challenge of coordinating large, complex organizations at world standards of efficiency, and the fact that global competition has intensified to a level which is virtually impossible for any new entrant to match. Other, more specific features are also considered, such as the fragmentation of the China market, productive inefficiency, allocative inefficiency, the weakness of information, the lack of intellectual property protection, the irrational passion for building capacity, the tendency to diversify rather than focus, and the sheer size of the state. The article also highlights potential opportunities for MNEs investing in China. For instance, declining SOEs may be used as launching pads for entry into the market. Furthermore, there are significant cost advantages to be realized from manufacturing in China, particularly in industries that Chinese companies cannot handle efficiently.
Not having the resources does not preclude the ability to be resourceful, especially for small and medium-sized enterprises. Here's how resource-challenged MNEs can play and win. Having access to the Web is essential for SMEs as owning a fax machine and a telephone. And though SMEs usually have limited material and human resources at their disposal, these authors state that successful e-business solutions are still within the reach of these companies. By thinking strategically about e-business, managers can select technological solutions that support the company's business strategies and create value for the company and its customers.
Financial analysis is one way to detect WorldCom's fraudulent accounting. This case presents two perspectives of WorldCom: the company as viewed by security analysts and the inside view of the accounting fraud. Also looks at the company's acquisition accounting to assess potential for abuse. Teaching Purpose: To assess the probability of accounting risk.
Wal-Mart has been expanding, both domestically and internationally. Covers recent developments at Wal-Mart, including new stores, new store formats, and international expansion.
Introduces the core principles and challenges of bankruptcy law (both individual and corporate) against the backdrop of the early 1970s, when the U.S. bankruptcy system appeared to be failing. With personal bankruptcy filings at record levels and successful corporate reorganizations relatively rare, policymakers had to decide whether the time had come to overhaul the nation's bankruptcy law and, if so, how to structure the new system.
The largest wireless paging company in the United States has to restructure its debt in response to the collapse of its market. The restructuring faces formidable challenges. Valuing the company is extremely difficult because Arch's public competitors are also severely troubled and the industry's future is highly uncertain. In addition, the company has an extremely complicated parent-subsidiary holding company structure.
Presents the dilemma facing George Jones with respect to the high selling cost at Parisian Department Stores. The challenges to be considered reflect issues at different levels of the organization, including individual salespeople, the store itself, and the merchandise policy for a set of rather diverse stores.
This article outlines the way in which Indians negotiate and highlights the difficulties that such a style may pose for North Americans. It begins by describing some dominant Indian cultural values, and subsequently assesses their impact on the Indian negotiating style. The coexistence of individualism and collectivism, an idealistic mind, a strong nationalistic sentiment, a subjective view of time, and the presence of a hierarchical culture constitute dominant cultural values that have resulted in a complex and highly imaginative Indian negotiator. Implications for Western corporations include the presence of drawn out negotiations, the growing importance of maintaining social relationships, accepting that contractual obligations have less sanctity in India, and finally dealing with a perception of fairness that is relatively more outcome based. The article also explores the possible strategies that North American managers may employ in their interactions with Indians. By being patient but firm, working with the Indian's high aspiration levels rather than against it, recognizing the virtues of flexibility, inducing Indian negotiators to behave differently by being less aggressive, and accepting that negotiated agreements may not be implemented in a timely way, North American negotiators can successfully operate in the Indian business environment.
Engagement, enthusiasm and excellence are the hallmarks of a performance culture. Following these authors' advice will put managers on the road to creating that culture. Creating a performance culture requires a systematic approach to managing the performance of organizations, teams and individuals. While leadership and discipline are the defining elements of that approach, they are not the only elements. These authors outline a road map for changing organizational behaviour and, ultimately, for implementing, promoting and sustaining a high-performance culture.
Presents a three-way version of the RetailMax simulation requiring students to enact an internal salary negotiation, taking on the roles of Cam Archer, a star employee, and Regan Kessel, a VP trying to attract the MBA into his department. However, RetailSoft introduces a third party, Sydney Masser, to illustrate the effects of negotiating for self vs. others. A rewritten version of an earlier exercise.
Presents a three-way version of the RetailMax simulation requiring students to enact an internal salary negotiation, taking on the roles of Cam Archer, a star employee, and Regan Kessel, a VP trying to attract the MBA into his department. However, RetailSoft introduces a third party, Sydney Masser, to illustrate the effects of negotiating for self vs. others. A rewritten version of an earlier exercise.
Presents a three-way version of the RetailMax simulation requiring students to enact an internal salary negotiation, taking on the roles of Cam Archer, a star employee, and Regan Kessel, a VP trying to attract the MBA into his department. However, RetailSoft introduces a third party, Sydney Masser, to illustrate the effects of negotiating for self vs. others. A rewritten version of an earlier exercise.
Presents a two-party negotiation between the executive VP of Pearl Investments and the CEO of Estate One for the sale of real estate in the town of Hamilton.
Presents a two-party negotiation between the executive VP of Pearl Investments and the CEO of Estate One for the sale of real estate in the town of Hamilton.