The case explores the fundamental features of the business model that Wal-Mart has been adopting, both in the U.S. and abroad. It places particular emphasis on the company's supplier management approaches, supplier strategies in doing business with Wal-Mart, and the company's track record in international operations. It offers insights into the ways in which Wal-Mart's suppliers can design their own strategies to ensure continued viability amidst significant pricing pressure from the retail giant. It closes with important questions about the continued success of the company in the face of allegations of labor violations, increasing competition in foreign markets, and the likelihood of a supplier push-back against Wal-Mart's continued pressure to bring down their prices.
Eight executives at Hoechst and Rhone-Poulenc must make four crucial decisions on the eve of merging their companies to become Aventis--what would become the world's third largest pharmaceutical firm. In addition to formulating a vision and strategy, the two firms must plot their intensified efforts in the U.S. market, pick a leader, and choose between two approaches to research and development. The merger represents the ongoing efforts of the two predecessor companies to remake themselves into life science companies. They face a range of pressures, from falling prices and intensifying demands on R&D for blockbuster pharmaceuticals to union opposition to the merger, skepticism from research analysts, and regulatory scrutiny. Amid these pressures, they must combine national and corporate cultures, merge into a single entity, and deliver the promised synergies. Concludes with a surprising development, when one of Hoechst's major shareholders objects to the merger.
Dave Walker, vice-president of business service opportunities and chairman of the governance team at Procter & Gamble, must decide what to do with P&G's 5,700 employee Global Business Services (GBS) group. GBS brought together internal services such as finance, accounting, employee services, customer logistics, purchasing, and information technology into a single, global organization supporting all P&G business units. Recently, P&G CEO A.G. Lafley questioned whether continued investment in GBS represented the best use of P&G's resources. Walker and the other members of the governance team must decide whether to spin off GBS, outsource GBS services to an outside company, outsource the GBS divisions separately to best-of-breed companies, or keep the group in-house. In making the decision, Walker and the members of the team must consider the impact on the organization of altering the existing relationships between the members of GBS and the other employees at P&G. Teaching Purpose: To consider the issues inherent in any decision to outsource services and the impact of such a change on the company.
After 25 years of building a network of interdependent, national organizations delivering relief and development that are responsive to local needs, World Vision's International office is planning to implement a major global HIV/AIDS initiative that challenges the strategic direction, organizational capabilities, and even underlying values of its carefully constructed world partnership. Not only does the new AIDS initiative require much more central direction than is customary in this global partnership of World Vision organizations, each with its own independent board of directors, but it also is acknowledged to have little support among World Vision's donor base and even its internal organization. Involves a trigger decision about whether and how to proceed.
Provides entrepreneurs with an understanding of how to use market research and market information to test the validity of a business concept and to refine a business plan. Introduces the key questions entrepreneurs should consider, the techniques entrepreneurs could use to gather information to address those questions, and the practical considerations for collecting and interpreting data.
Sarah Harris, a young, recent MBA student, sets out to raise a search fund and acquire a company in the hospitality business. Serves as a backdrop to role play various selling situations for a would-be entrepreneur. Five vignettes illustrate different situations where understanding the sales process and strategies would benefit the situation: negotiating the acquisition of a small reservations management company, soliciting a potential search fund investor, hiring a key employee, having the contract renewal of a key account put into question, and selling a new client.
Investigates the role of the private sector in improving the operating performance of a water utility. Compares the productivity of Water Supply Department and Macau's Water Supply Co. in supplying water to Hong Kong and Macau, respectively. Water service in Hong Kong is vertically separated into potable water supply, sewage treatment, and drainage, each carried out by different government departments. Identifies reasons for inefficiencies in Hong Kong's publicly owned water utility. Describes successful privatization experience for vertically integrated water utilities in the United Kingdom and other contractual models of water services provision in France and the United States. The findings provide a factual base for discussions on government policy and business strategy.
Musictoday is a unique company that provides on-line retailing services for such clients as the Dave Matthews Band and the Rolling Stones. But the lack of a formal inventory-management process has Musictoday concerned about stock-outs and lost sales in the future. This case introduces students to the Periodic Review System, and provides an opportunity to link the optimal review period with the EOQ concept.
The Big Apple has been just the place for a direct home-delivery business like FreshDirect. Now the company wants to use the additional capacity in its meat-processing facility to expand into national competition. The description of the beef supply chain in this case helps students analyze the best way for FreshDirect to take on a "big boy" such as Omaha Steaks and to serve restaurants.
In 2003, TechnoServe, a U.S.-based, international, nonprofit organization, was deciding how to structure the capital investments required for Tanzanian business groups to acquire coffee bean central pulperies. This case explores the challenges of capital budgeting and financing for small firms in an emerging market.
The large food service company SYSCO has decided to purchase business intelligence (BI) software, a technology intended to provide superior monitoring and analysis capabilities. Twila Day, assistant vice president of technology and applications, is in charge of the BI project and must determine exactly how much software to buy. She must also plan the BI implementation throughout the company. After conferring with Business Objects, the BI application's vendor, SYSCO has decided initially to configure the software and train employees to address only a limited set of questions.
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 realized 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 newly appointed director of the project dedicated to reducing product development time for AT&T's Transmission Systems Business Unit (TSBU) is trying to decide how best to sustain the momentum of its Achieving Process Excellence (APEX) teams. During the past three years, APEX teams helped reduce TSBU's product interval 50%--an accomplishment that contributed to TSBU's receiving the Malcolm Baldrige National Quality Award. Now motivation and expectations for continued improvement are high. The case describes the launching of APEX, its evolution, and the current challenges facing the product development organization. Details support a discussion of the elements required to launch and sustain an improvement program, including metrics, goal setting, management's role, and methodological approaches for problem solving.