Most managers recognize the value in building and properly managing a brand. But few can objectively assess their brand's particular strengths and weaknesses. Most have a good sense of one or two areas in which their brand may excel or may need help. But, if pressed, many would find it difficult even to identify all the factors they should be considering. To give managers a systematic way to think about their brands, Tuck School professor Kevin Lane Keller lays out the ten characteristics that the strongest brands share. He starts with the relationship of the brand to the customer: The strongest brands excel at delivering the benefits customers truly desire, he says. They stay relevant to customers over time. Pricing truly reflects consumers' perceptions of value. Keller then moves on to consider marketing strategy and implementation: Strong brands are properly positioned. The brand stays consistent. Sub-brands relate to one another in an orderly way within a portfolio of brands. A full range of marketing tools are employed to build brand equity. Finally, he looks at management considerations: Managers of strong brands understand what the brand means to customers. The company gives the brand proper support and sustains it over the long term. And the company consistently measures sources of brand equity. By grading a brand according to how well it addresses each dimension, managers can come up with a comprehensive brand report card. By doing the same for competitors' brands, they can gain a fuller understanding of the relative strengths of their own brands in the marketplace.

AllerGen, a young biotechnology firm, is heading for trouble, possibly even bankruptcy. The company's one product--a vaccine for people allergic to cats--may never make it to market. And turnover is on the rise, not only because of the vaccine's uncertain future but also because employees are increasingly unhappy working for founder and Chief Scientific Officer Harry Huston. Although Harry is an excellent scientist, he has no business background. Several years ago he recruited a president and COO to bring some much-needed business savvy to the organization, but that executive left after a year because Harry simply wouldn't let him do his job. It hasn't helped matters that AllerGen's board consists mainly of Harry's friends and family, who go along with whatever he wants. Recently some scientists at AllerGen had the phenomenal good luck to develop, almost by accident, an alternative potentially lucrative product. But Harry won't give the go-ahead to develop a business plan for it. "There has to be someone who stays the course and works for the sheer joy of finding the cure," he says. "There are people out there who need this vaccine. Some very badly. That's why we're here. Not for the money." It's up to two senior scientists to make Harry see that he is holding AllerGen back. How can they convince Harry that changing course is critical? In R00106 and R00114, commentators Matt Benasutti, Mark Lipton, George N. Hatsopoulos, Dorothy Beckert, and Warren D. Miller offer advice on this fictional case study.

This case examines the exchange-rate risk of a U.S.-based manufacturer of women's luxury shoes that has recently introduced its product in Japan. Students are asked to evaluate the extent of the firm's exposure to currency risk and whether hedging via forward contract or currency option is advisable.

Computer Reservation Systems (CRS) vendors have enjoyed an indispensable role in the travel industry--75% to 80% of all airline bookings are made by travel agents using CRSs. But by mid-1998, their solid position in the industry is being threatened by two forces: the Web Sites run by airlines that are capable of accepting bookings directly from customers, and a new CRS, supported by travel agencies around the world, called Genesis. It is scheduled to go on trial in fourth quarter of 1998 and for launch in 1999.

Shangri-La Hotels and Resorts (SLA) owns and manages the largest deluxe chain in Asia. In 1993, the managing director recognized that there was a need to create a common goal and a set of common values to bind all Shangri-La Hotels and to instill among them the feeling that they were all part of the same organization. The "Shangri-La 2000" strategic plan was developed to achieve these objectives. This case provides a detailed account of the formulation process of "Shangri-La 2000" and how it was communicated to every employee at Kowloon Shangri-La (KSL)--one of the 38 Shangri-La Hotels. A major challenge faced by the general manager of KSL was how to interpret the performance measurements taken before and after the implementation of the strategic plan to assess its effectiveness. He also wondered what he could do to maintain the momentum of "Shangri-La 2000" at KSL amid the adverse operating environment brought about by the Asian economic crisis.

Law, by definition, was jurisdictional, yet in cyberspace, it had become increasingly questionable whether laws regulating the physical marketplace were able to be superimposed onto this new marketspace or were altogether redundant. The collapsing of time and space that Internet-based commerce enabled had huge implications for international trade. This case outlines the international implications of "doing business" on the Internet. While the issues of "multi-jurisdictional compliance" are wide ranging, an example in the case draws attention to the protection of intellectual property rights. In particular, issues related to the use of trademarks on Web sites, in hyperlinks or as metatags are raised, as are the implications for registered trademark owners in cyberspace.

One of the first companies to practice the highly touted business-to-consumer Internet business model, Dell entered the PC market with force and shook up the industry with its revolutionary, customer-oriented, streamlined distribution style. Selling PCs online was a natural progression to Dell's existing strategy; Dell realized this synergy early and was the first market entrant. This case tracks Dells' evolving business and industry and highlights its entry strategy for China.

Torrington Wuxi Bearings (TWB) was a Sino-American joint venture that manufactured ball and roller bearings in China. When Jesse Chen, the new general manager, arrived, the company had recorded three straight years of losses. Together with his new management team, Jesse undertook a series of measures aimed at transforming TWB from a state-owned enterprise (SOE) to a market-driven sales organization. This case allows for a discussion of issues related to a radical organizational change in a former SOE in China and the strategic considerations in entering the Chinese market.

Jimmy Lai launched adM@rt, a home-delivery shopping service, in June 1999. The concept, a virtual shopping store on a Web site that allowed customers to browse through competitively priced merchandise, select foods, and complete transactions on-line, was a first in Asia. Lai's vision was to build a virtual shopping mall, rent out virtual store space to niche marketers, and deliver their goods and its own within a few hours of receiving an order.

Price Waterhouse and Coopers & Lybrand merged in July 1998, creating one of the world's largest full-service professional organizations. This case provides a study of how two major organizations are putting together a global knowledge base that would facilitate communication and coordination within the PricewaterhouseCoopers (PwC) practice. Eventually, this knowledge base would be made available to PwC clients. Discusses the changes, issues, and challenges at PwC in building its Intranet, called KnowledgeCurve, a knowledge management system that incorporates all the assets (knowledge, people, skills) of the company to be utilized by the firm. In order for the organization to be successful, it is crucial for PwC to encourage the users to fully utilize the available resources and to contribute information to the KnowledgeCurve. At the time this case was written, PwC is in its initial stages of setting up its Global Knowledge Curve, which would ultimately serve the entire practice. The limitations in using the Global Knowledge Curve led to the creation of Knowledge Curve at each office level, which incorporates the knowledge base and information important to the local level.

Set in 2000, the case provides a comprehensive analysis of transportation logistics and FedEx's internal integrated logistics applications. FedEx demonstrates the shift from "physical" to "information and value-added services" in an e-commerce environment. An excellent scenario to discuss whether companies should focus on core competencies or seek vertical and forward integration to provide integrated services. Also addresses issues that companies face when they wish to transform themselves from a conventional to an e-business model.

Not content with nine million customers per day, Toshifumi Suzuki, the chairman and CEO of Seven-Eleven Japan Co. Ltd., was looking for ways to attract more customers and more sales. Fascinated by the optimistic outlook on the growth of business-to-consumer (B2C) e-commerce in Japan, he contacted several prominent Japanese companies to explore the possibility of working together to launch the biggest B2C e-commerce web site in Japan. Suzuki knew that successfully launching and operating a B2C e-commerce business in Japan, known for its citizens' hesitancy to buy on-line, could be a big coup for him. His challenge now was to convince his would-be partners that he had a potentially successful and lucrative business model. Set in December 1999, this case is primarily about the aspiration of Suzuki to establish a business-to-consumer e-commerce venture targeted at Japanese consumers. Depicts the obstacles that he faces and the methods planned to overcome these obstacles.

In mid-1999, negotiators for Walt Disney Co. and the Hong Kong government were having intensive discussions about the possibility of building a theme park known as Hong Kong Disneyland on Lantau. The case presents detailed information about the proposed theme park and the assumptions made by Walt Disney in conducting an economic assessment of the project. Also lays out other alternatives for Disney's entry into the China market.

By March 2000's first quarter evaluation, it was evident that EUROCAP Equities Japan had performed beyond expectations. Its primary year-2000 objective was to become the top-choice broker for its client for Japanese equities. However, when bonuses were handed out in March for 1999's performance, two key research analysts threatened to resign and the team was overall dispirited, as bonuses were lower than expected and lower than industry payouts. Key issues facing EUROCAP Equities Japan management included: How would key employees' expectations be managed in 2000? How was EUROCAP Equities Japan going to retain its employees in a bull-run with competitive pressures on the small local resource pool? How would employees be motivated through compensation packages, and what other methods would be used to make employees excel in their performance and thrust EUROCAP Equities Japan's performance into the limelight?

Since the Hospital Authority officially took over the management of the public hospitals in December 1991, it initiated numerous schemes aimed at improving the quality and efficiency of its staff and health care services. This included implementing a new management structure in most of the hospitals under its jurisdiction, including Patient Care Hospital. A few of the steps taken to improve the delivery of medical services were successfully and smoothly implemented, but a few met with resistance and complaints from the medical staff. This case takes a look at the management of medical professionals, and also at the role of medical professionals as managers. It introduces students to the culture of medical professionals, and aims to help students understand the reaction of medical professionals toward changes that affect their work routines.

In mid-1999, negotiators for the Hong Kong government and the Walt Disney Co. were having intensive discussions about the possibility of building a theme park known as Hong Kong Disneyland on Lantau. This case presents detailed information about the proposed theme park and the assumptions used by the Hong Kong government in conducting an economic assessment of the project. Also lays out other alternatives for reinvigorating the tourism industry in Hong Kong and the development of Penny's Bay (the proposed site of Hong Kong Disneyland) in Lantau.

Structured as a bilateral negotiation exercise allow students to participate in a joint venture simulation for the Disneyland project in Hong Kong. Should be used in conjunction with Hong Kong Disneyland (A): The Walt Disney Perspective and Hong Kong Disneyland (B): The HKSAR Perspective. Students are assigned to a negotiation team representing one of two groups (either the Hong Kong government or Walt Disney Co.). They are then required to study the case assigned to their side of the negotiation. The students' task in this negotiation is to represent their groups effectively and to achieve the best outcome for the government or Walt Disney.

On February 18, 2000, month-old Internet startup, Tom.com, began its initial public offering and would open for trading on March 1 on Hong Kong's Growth Enterprise Market. The Internet company, majority-owned by Mr. Li Ka-shing's Cheung Kong Holdings and Hutchison Whampoa, planned to catch the frenzy that Hong Kong's investors had for new Internet stocks. The huge demand for Tom.com shares raised Internet frenzy in Hong Kong to new levels reminiscent of the red chip fever of 1997. Many of the retail investors had no idea what the company did but were betting on the IPO being a winner largely because of Mr. Li's clout with China. In this case, the student is asked to serve as an investment advisor to a retail investor considering subscribing to Tom.com's IPO. The student will provide an analysis of the risks and opportunities of investing in Tom.com and make a recommendation on whether the client should buy Tom.com's shares at the offer price.

Cold Storage, which operated a chain of 31 supermarkets located across the city-state of Singapore, was a well-established retail operation renowned for the quality of its fresh food. In June 1998, the company launched its supermarket services on the Internet in an effort to better serve its customers. Now in June 2000, Lester Quah, operations director at Cold Storage, had to evaluate the factors that helped its on-line shoppers to establish trust in its virtual store and the value of being a member of CaseTrust, a third-party trust accreditation scheme, for promoting its online e-tailing business.

Chronicles the launch of a Total Quality Management (TQM) program in Gillette Argentina. The case protagonist credits the initiative with a 40% benefit in business while recognizing that its success was heavily dependent on the effects of teamwork and customer focus. Now he is faced with how to increase market share elsewhere on the continent and preserve it in Argentina. The only real question now is how to expand the same TQM programs elsewhere. To use in undergraduate, graduate, and executive programs on human resources management, team dynamics and design, and implementation of quality programs.