Describes the political and economic development in Argentina from 1900 to 1989, with a focus on the role of Peron and populism. A rewritten version of an earlier case.
Describes the political and economic development in Argentina from 1989 to 1995, with a focus on the role of the currency board. Culminates in Argentine policy makers (Menem in particular) contemplating how to respond to the tequila crisis in the middle of 1995. Focuses on the tradeoff between a fixed exchange rate to maintain price stability and the required high interest rates that impact financial stability. A rewritten version of an earlier case.
Sarah Vickers-Willis, HBS MBA 1999, faces a critical career decision: Does she redirect the Internet start-up she helped found or join in shaping a for-profit firm with a social mission? Sarah, a young Australian business executive, has always strived to "find space" for what's important to her in her career. Her career decisions began when she decided to interrupt a successful consulting career in Australia to attend Harvard Business School and continued through her founding (with three other HBS classmates) a fast-track Internet start-up. This case traces Sarah's increasing involvement with a small for-profit firm dedicated to improving the financial education of young women and ends with a decision point: Should she stay with the company she helped found, or should she move to the entrepreneurial firm with a social mission?
The Narrative Presentation Assignment offers students an opportunity to gain firsthand experience with an essential managerial communication skill: storytelling. The assignment gives guidelines for developing a "company story" presentation as an icebreaker assignment, with the performance goal of establishing an initial comfort level with delivery. The assignment suggests storytelling's broad range of business applications. Paired with Peer Feedback Assignment (UV0877), which is supplemented by Triad Conference with Instructor (UV0894).
The Peer Feedback Assignment is based on the fact that giving feedback is an essential managerial communication skill. The assignment suggests guidelines for matching feedback to its timing and communication channel. Guidelines for coaching and using formative feedback are included. Paired with the Narrative Presentation assignment (UV0854), supplemented by Triad Conference with Instructor (UV0894).
Singapore Airlines has built a storied reputation for excellence in customer service, attention to detail and a progressive stance in designing strategy. It has established a well-orchestrated system that nurtures significant sources of competitive advantage that are used to support a strategy of differentiation. At the time of the case some of that luster might be fading with the advent of copycat competitors and intensifying pressures to compete on the basis of cost. The increasing incidence of alliances in the aviation industry is also raising new questions for Singapore Airlines. The case focuses on the multi-pronged efforts at SIA to build competitive advantage. It closes with a set of issues revolving around an impending alliance with Virgin Atlantic Airways.
Describes the evolution of Qwest from a small fiber-optic construction firm in 1996 to a global telecommunications giant in 2001. Focuses on Qwest's pivotal acquisition of "Baby Bell" US West, a regional Bell operating company many times Qwest's size. Discusses the rationale for the merger and its aftermath, including the cultural challenge of integrating a scrappy start-up with a bureaucratic, traditional firm.
Level 3's unique compensation plan rewarded managers for the firm's performance only if the firm's stock price movement exceeded that of the market. This design was intended to maximize shareholder value by tying manager's performance more closely to that of the firm, rather than tying it to the level of the overall market. The past year had been a difficult one for the telecommunications sector, and Level 3, like many other firms, was concerned about both retaining employees and adequately compensating them. Moreover, Level 3 needed to hire a substantial number of employees over the coming year, and the firm's compensation plan would play a significant role in attracting good employees. With the annual compensation committee meeting approaching, the CEO must reevaluate whether the plan was successful and whether any changes were warranted. Possible changes included changing its benchmark index from the S&P 500 to another (perhaps more specialized) index and adjusting the size of the indexed option grant and its cash/option mix to produce the right incentives in light of falling stock prices.
As the leading plant technology company in the global food system, how can Monsanto share this technology with small-sale producers and not-for-profit researchers and institutions?
Future Shop is a large retail store chain that specializes in audio, video, computer equipment and software, and appliances. A student group has conducted a research study of Future Shop customers' perception of the strengths and weaknesses of the chain and submitted their findings.
Global Sources Ltd. is Asia's leading publisher of business-to-business (B2B) trade-related magazines. In the latter half of the 1990s, the Internet became a powerful force for change in the business world, leading to an explosion of Internet-related activities by both traditional bricks and mortar companies, as well as countless upstart dot.coms. The chairman and CEO of Global Sources had foreseen the opportunities afforded by the Internet early on and had made it an integral part of the company's strategy. Currently, the level of activity in the B2B portal space has evolved so quickly that a noticeable degree of confusion among suppliers, buyers, and investors about the merits and drawbacks of these portals has arisen. Moreover, the sustainability of these ventures has been brought into question, which is causing a dramatic reversal of fortunes for many companies. The result is that there are strong signs that the industry will experience a significant consolidation. This has left Global Sources chairman with the key challenge of generating greater visibility among users and potential users of the companies services, as well as greater interest from the investment community to remain viable. The company must be able to educate and convey its value proposition to its users, as well as determine whether it should continue to remain an independent player, purchase a competitor, or enter into a strategic alliance.
A start-up intellect exchange initially offered a public expertise exchange, connecting experts with clients. Now management wonders whether a new, more focused strategy will succeed.
Optical Recording Corp. (ORC) secured the rights to a technology known as digital optical audio recording. During the time it took to negotiate the final transfer of the technology ownership, it was rumored that some major electronics manufacturers were developing compact disc (CD) players that recorded digital optical audio signals. A patent lawyer advised ORC that the compact disc players and compact discs recently released by these companies might be infringing the claims of ORC's newly acquired patents. Based on this information, the company proceeded to successfully negotiate licensing agreements with the two largest CD manufacturers. The third largest manufacturer, WEA Manufacturing, a subsidiary of Time Warner, Inc., maintained a position of noninfringement and invalid patents. With the U.S. patent expiration date looming, ORC decided to sue Time Warner for patent infringement. When the defense counsel presented testimony that questioned the integrity of the licensing agreement, ORC's president realized that the entire licensing program was in jeopardy and must decide whether he should accept a settlement or proceed with the lawsuit.
Agriculture is not what it used to be. Neither is coverage of the industry by news organizations. A century ago, about 40% of the U.S. population lived on the farm, and one in three U.S. jobs was tied to agriculture. It made sense for daily newspapers to cover farming and to write for farmers. But now, less than 2% of the U.S. population lives on the farm, and a similarly small percentage of U.S. employment stems from agriculture. News organizations face a quandary: Covering agriculture for farmers no longer makes sense, and reporters must cover the industry differently. The question is how? In addition, the genetic revolution has created an agriceutical system, and the functions performed and the people performing have all changed. Unfortunately, news editors are not knowledgeable enough to understand the significance of this change and inform their readers about it. This case addresses how to change this perception.