Eighteen months after launching Nickelodeon Latin America, general manager Taran Swan must leave the company's Miami headquarters for her New York home because of complications with her pregnancy. Unable to travel for at least the next six months, Swan must decide how she will continue to run the channel from New York. Should she put an interim acting head in place, and if so, who among her team should it be? What adjustments will she need to make in her leadership style and working relationships with her team? The case describes the channel's launch and first 18 months on the air, focusing on how Swan puts together her team and crafts the company's culture.
An assistant manager of a branch has been asked by his superior to hide documents relating to a lawsuit outside of the office until the trial is over. He does not have the best of the relationships with this superior, and so he must decide what to do.
Describes a leading fast food operator/franchiser trying to consolidate and standardize its operations worldwide and focus its efforts on a few key markets. Lends itself to a discussion of how global the fast food industry is, whether Tricon's new international strategy is consistent with industry structure and its competitive position, and, if so, which country markets to focus on.
Describes the realities versus the myths of what it means to be a manager. In particular, it focuses on the limitations of formal authority as a source of power and identifies other sources of power that effective managers rely upon. Also outlines a framework of exercising influence (law of reciprocity) and building networks of mutually beneficial alliances with direct reports, bosses, and peers.
Chai-Na-Ta (Asia) Ltd. is the Hong Kong-based operating arm of Canada's Chai-Na-Ta Corp., an integrated ginseng firm. The decision has been made to enter the mainland China market and the general manager must make decisions on the entry city, target market(s), product(s) focus, distribution, and pricing. Although he has significant knowledge of the Hong Kong market, he is unsure of the degree to which this can be transferred to the mainland markets. This case pushes the student to develop a marketing strategy in a situation in which there is imperfect market information.
Describes the procedures and processes used by Cisco Systems in its acquisition of high-technology firms. Its goal is to retain key engineering talent and to leverage existing product development efforts, but to quickly merge acquired companies its own systems and procedures. In addition to describing the general approach used by Cisco, this case describes some of the specifics involving its acquisition of Summa Four, a designer/manufacturer of a related product line, whose major activities are located in New England.
The Vancouver plant manager of British Columbia Box Limited was about to make a half-million dollar decision. The plant required a new $500,000 machine, and the manager must decide which manufacturer will get the order. The case illustrates many concepts in industrial buying.
Nanpo (Holdings) Ltd., a Hong Kong-based Chinese food distributor, is planning for its initial public offering on the stock exchange of Hong Kong. Nanpo was established in 1981 with a mandate to be the sole distributor of poultry, fresh water fish, livestock, and fruit and vegetables produced in Guangdong, the bordering province of mainland China. Throughout the years, Nanpo has built up an admirable market share in many food categories and a distribution channel of 500 wholesalers. In 1993, the Ministry of Foreign Trade and Economic Cooperation in the People's Republic of China reaffirmed its sole distributor status. The management of Nanpo has developed an aggressive growth plan, which includes new food processing facilities and forward integration into retail outlets and restaurant chains. Nanpo has turned to the capital market of Hong Kong to finance its future growth. Nanpo's management has decided to float 25% of the company and has engaged a local merchant bank, Hinson Capital, as its lead underwriter. Three weeks away from the planned IPO, Jack Yang, a director of Nanpo, is once again reviewing the details of pricing.
The CFO of UniHost Corporation is faced with a requirement to raise capital. UniHost is involved in the development, syndication, franchising and management of motels and hotels in Canada. Most of its properties were flagged under the Quality and Comfort brands. UniHost required capital to repay a $52 million bridge loan facility and fund multiple growth opportunities. Financing alternatives included equity, convertible bonds and high yield debt. The CFO had to decide on both the form and structure of the financing. The case allows for discussion of a number of issues, including: the public financing process in Canada, financing strategy (i.e. choice of the form of financing in the context of a likely sequence of financings), optimal capital structure, and the impact of financing decisions on the overall strategy of a firm. With respect to the debt alternatives, data is provided which allows for analysis of the choice of debt maturity, bond covenants and bond rating agencies.
IFC Manufacturing, an automobile parts producer, was attempting to raise capital to fund expansion in Mexico. In order to secure financing, the creditor banks required an assessment of the IFC's financial risk management apparatus. IFC had exposures to foreign exchange and interest rates. IFC had grown aggressively by acquiring firms on both sides of the Canadian-U.S. border, funding these purchases in U.S. dollars. The case allows for discussion of a number of issues, including: internal controls (the Group of Thirty recommendations for good derivatives practices), risk measurement and management. Data is provided which allows students to qualify translational and transactional risk exposures. Information is also provided allowing students to evaluate IFC's portfolio of hedging instruments which includes plain vanilla options, single barrier options, double barrier options and average rate options.
Millenium Media's CEO reviews the company diversity report and considers the challenges of maintaining a diverse workforce in light of the news that three individuals, two of whom are people of color, are leaving for opportunities with a competitor.
Provides a basic introduction to the principles of Islamic finance. Examines the religious background and legal foundations of Islamic finance. Also discusses the development of Islamic financial institutions and the financial instruments they use. Concludes with a discussion of recent developments and future challenges for this growing segment of the global financial system.
Fingerhut, based in Minnetonka, Minnesota, is a direct-marketing company that sells a smorgasbord of consumer goods through an array of specially targeted catalogs. In November 1996, an article in the Star Tribune, a major Minneapolis newspaper, drew attention to a class-action lawsuit pending against Fingerhut that suggests the firm made its profits by exploiting the poor. Several civil rights groups rallied around the suit and submitted amicus curiae in favor of the litigation. The case illustrates issues in ethics and management communication. Discussions focus on the constituencies. Is Fingerhut exploiting its customers or providing them with an affordable method of obtaining valued consumer goods on credit? Do retailers have a duty to offer products at reasonable prices? Are the high interest rates reasonable given the risk? What are the options: pawn shops, rent-to-own? What is the profile of the typical Fingerhut customer? Discussions also focus on the issues communicating to the constituencies. How much damage will the lawsuit do to Fingerhut's image as an ethical, socially conscious company? What communication strategies can the firm employ? Should it react to the lawsuit? What should it tell its employees?