The case examines Adidas' program to improve overseas labor practices, and their handling of the threat of protests at the Euro 2000 football championship. The case is interdisciplinary and incorporates aspects of marketing, organizational behavior, and microeconomics.
The case describes the creation and development of a joint venture (ATG) in China between a Japanese (Teikoku Piston Ring Co Ltd), a European (T&N plc) and a Chinese State-Owned Enterprise (SOE, APR) company. The JV is set up fast to benefit from central government tax breaks. However, moving into China and turning the SOE into a profitable concern presents some unforeseen challenges over and above the usual ones of a demotivated workforce and run-down machinery. The case follows the problems that emerge within ATG, notably those concerning quality, disappointing sales and lack of marketing expertise. There are also serious managerial differences that arise between the two MNC managers at the top who have different views on key investment issues. In addition the workers resent the new strict regime introduced by the Japanese General Manager and are suspicious of ATG's new profit agenda. Despite these problems ATG is profitable within a year
The case continues the story of the ATG joint venture described in case A. It charts the human resource and organisational changes that take place, and the resolution of various problems linked to the way the joint venture was set up, and the conflicting cultural differences between the partners. As a result, ATG emerges as a success, with expanding production and sales that make it number one in the Chinese piston ring market.
The case was written to illustrate the importance of business process design as a basis for competition in the textile industry. The case illustrates the impressive performance of Zara, the new fashion player from Spain, which has innovated in process design so as to deliver new collections in its stores with a lead-time of 5 to 7 days. The more traditional approach in textile retailing is illustrated here by Marks & Spencer (M&S), the well-known UK retailer. Notwithstanding M&S¿s current problems, the case does not fall into an overly simple comparison between a young, innovative competitor and an aging glory.
The outsourcing of the logistics activities has recently been accelerating. While outsourcing offers great potential for cost savings for the manufacturer, the danger of customer service degradation should not be underestimated. The logistics service provider (3PL), on the other hand, should have flexible and efficient processes so as to achieve the service requirements of its client in a profitable fashion. The case provides an appropriate background to discuss ways to obtain a mutually beneficial contract in outsourced logistics services.
The outsourcing of the logistics activities has recently been accelerating. While outsourcing offers great potential for cost savings for the manufacturer, the danger of customer service degradation should not be underestimated. The logistics service provider (3PL), on the other hand, should have flexible and efficient processes so as to achieve the service requirements of its client in a profitable fashion. The case provides an appropriate background to discuss ways to obtain a mutually beneficial contract in outsourced logistics services.
In 1997, MIT freshman Scott Kruger died from alcohol poisoning after a ritual fraternity ceremony. His death sparked national controversy over the responsibility of universities for their students. For his parents, though, the pain was personal and almost solely directed at the leadership of MIT. In such an emotionally charged situation, it is remarkable that the lawyers on both sides came to a settlement.
Canadian Tire is a large retailer of automotive, hardware, and houseware products. As part of the company's marketing strategy, the executive director of corporate affairs is reviewing four social marketing programs and must decide which program the company will adopt. She must analyze each of the social marketing programs and assess how the program will contribute to the company's competitive position. She also needs to convince the company's independent associate dealers to adopt and implement the chosen program.
Steve Papa, CEO of Endeca Technologies, must decide among two term sheets raising the same amount of badly needed money for his young software company. One deal is led by insiders and, is offered at a lower price. It continues a board that has worked very well and shares a common vision. It also is likely to involve a very important potential customer. The second offer comes from a group with which Papa does not have history. Although it carries a higher price, it will change the board structure and also requires that the closing be delayed a week, from September 7, 2001, to September 14. The company has cash only into October so, if anything goes wrong, Papa is unlikely to be able to arrange alternate financing. Discusses which option he should accept.
Bo Feng, cofounder and principal in Chengwei Ventures, one of the first sovereign venture capital firms in China, is trying to decide on the proper business model for hdt, the product of a merger between two portfolio companies. This case discusses the best way for the new company, which designs Web sites and provides customer relationship management and ad-serving software, to prosper in China's changing market.
Discusses the recent history of the commercial real estate financial market (pre-1990s-2001). Looks at the shift to more conventional capital markets for commercial real estate debt.
H-E-B is a $9 billion grocery chain located in Southwest Texas. This case focuses on H-E-B's private label strategy, a product category that accounts for 19% of H-E-B's sales and one that earns gross margins 50% higher than national brands. A leader in its markets, H-E-B is faced with increasing competition, especially from Wal-Mart, which has aggressively entered the Texas markets with a series of "supercenters." Although the case specifically focuses on H-E-B's Own Brands (private label), it more broadly raises important strategic questions regarding H-E-B's ability to compete effectively in this new market environment. Includes color exhibits.
Describes an Israeli joint venture company, created to convert military technology to civilian uses. Also documents the explosive growth of the Israeli high-technology sector in the 1990s.
Thierry Porte, president of Morgan Stanley Japan, had spent the brisk November day in Tokyo with Eric Best, Morgan Stanley's head of scenario planning, outlining the exercise that all of the managing directors in Japan would participate in shortly. Japan remained mired in a recession and frustratingly unresponsive to attempts to stimulate economic activity. The U.S.-led worldwide economic slowdown, partly triggered by the post-September 2001 war against terrorism, complicated the situation and contributed to tough times within the investment banking industry. Porte had been at the helm of the Tokyo office since 1995 and had grown it to a revenue base of $1.2 billion and 1,500 employees--a point where it made a healthy contribution to the firm's bottom line and was its second target non-U.S. office (after London). He contemplated whether this was the time to invest further in Japan, to maintain course, or to actively steer resources out of Japan. Includes color exhibits.
Describes the evolution of a start-up venture in the pathology lab segment of the clinical lab business. U.S. Labs tries a series of business models before running out of cash. The company is in dire need of financing, as its venture capital backers are refusing to put up more capital and its bank is calling its loan. Discusses how the CEO is willing to put up his own funding and still believes in the company's future.
Todd Haimes is the artistic director of the Roundabout, a nonprofit theatre. He must decide if he is willing to accept a large sponsorship from American Airlines and, in doing so, allow the airline to the name the Roundabout's new Broadway theatre. In making this decision, he must consider the perspective of multiple constituencies, including other senior managers, the board, customers, donors, and the press. He also needs to assess the financial alternatives that exist to American Airlines' sponsorship and assess their attractiveness for the Roundabout and the organization's various constituencies. Also provides the opportunity to explore the perspective of American Airlines and its choice to sponsor the Roundabout Theatre. Like the Roundabout, American must also weigh the potential costs and benefits before going ahead with the sponsorship.
Set in 2002, this case looks at the potential for hybrid electric vehicles in the United States. Looks at the pressures on the automotive industry to produce a commercially viable, environmentally friendly vehicle and the consumer behavior surrounding purchase of those vehicles. Traces efforts over the years to produce electric vehicles, hybrid electric vehicles, and fuel-cell vehicles. Presents the questions of whether and why hybrid electric vehicles will succeed where other alternative-fuel vehicles have failed.