The senior vice president of one of the world's leading producers of premium wine and head of a joint venture, faces a series of quality problems with the brand. At the same time, he has the unprecedented task of building a state of the art winery in less than 10 months or he risks losing the entire harvest. This case is intended to be used in conjunction with the Robert Mondavi Corporation: Caliterra (B) case, number 9A99C005, and the (C) case, number 9A99C006.
A new independent management staff was hired and most, including the new general manager, came from outside the wine industry. The new managers are having a difficult time trying to convince their parent to accept their judgement. Marketing is an area where significant differences in opinion began to arise. This case is a supplement to Robert Mondavi Corporation: Caliterra (A), case number 9A99C004.
Differences of opinion continue between Caliterra and Mondavi's marketing team. Caliterra's managers believed that Americans simply did not understand the difference between images of Chile and other Latin American countries. From their perspective, communications developed in California did not conform to the Caliterra vision, to be the quality and image leader in the super premium Chilean wine category. This case is a supplement to Robert Mondavi Corporation: Caliterra (A), case number 9A99C004.
In order to secure demand for its heavy oil, PDVSA buys 50% of the U.S. refining and retail company Citgo. In 1990, it buys the remaining 50% ownership of Citgo. The case describes the challenges faced by PDVSA and Citgo managements as they try to make their relationship work effectively.
Concerned that Citgo investments are not yielding sufficient returns, PDVSA constrains Citgo management's autonomy, leading to Citgo senior management turnover. The case closes with Citgo's new CEO reflecting on what he needs to do to align Citgo's strategy and operations with PDVSA's strategy and organizational needs.
Alexander Bandelli has the opportunity to redefine the way real estate business is done in the Northeast region. He has just joined Ronsini and Fitch and has been asked by senior management to move to a client focus rather than the older, traditional transaction focus. Alexander has many challenges before him. How should he prioritize his work? Does he focus outside the organization or internally? Is the organization prepared for this change project? What should he do first?
The managing director of a health services company wonders how she should deal with an underperforming subsidiary. Even with a new president and intense effort, the results were exactly the same as the previous year, substantially below average.
Chronicles the background of the founding of the WNBA, its basic business concept, some of the key research information used by the NBA in launching it, and other related information. Students must analyze the "basic business model" involved and compare it to that of the American Basketball League (another women's professional league). Students must consider whether both leagues ultimately can be successful, only one, or neither.
Working with Shell's country manager for Nigeria, the company's Committee of Managing Directors must decide how to respond to the Nigerian government's decision to impose the death sentence on Ken Saro-Wiwa and eight other leaders of a movement for the rights of the Ogoni (one of Nigeria's 240 ethnic groups). As the case opens, Saro-Wiwa and his codefendants have just been found guilty of inciting murder in a trial that international observers have criticized as deeply flawed. Saro-Wiwa, an environmentalist, writer, businessman, television producer, and human rights activist, has been a vocal critic of not only the Nigerian government but also Shell. Provides background on Shell, on its business in Nigeria, and on environmental and human rights issues in the Niger Delta.
The issues of the impending negotiation between the CEO of Foxwoods and the governor of Connecticut over lifting the ban on slot machines at Foxwoods are presented. Reviews the gaming business in the United States, the special history of Indian gaming, the Pequot Tribe, the battle over casino gambling in Connecticut, and the early success of Foxwoods. A fiscal crisis sets the stage for a possible deal.
The approach taken by Michael Brown and Governor Lowell Weicker and the means by which the agreement's sustainability was enhanced in the face of attacks by other gaming operators are detailed.
A family-owned brick manufacturer has built an export business to Japan and other Asian markets from zero to 10 per cent of its volume in seven years. The case examines the company's export strategy and organization in light of the recent Asian economic crisis and the reasons for their competitive success both in Australia and Asia. The managing director is raising the question of whether it is time to change their regional export strategy and organizational structure.
Describes managing the threat of disruptive technology at the high end of the computer industry. Many aspects of the innovator's dilemma can be explored.
Investitori Associati seeks to exit a leveraged buyout investment. Choosing the appropriate way in which to undertake their exit-an initial public offering or sale of the firm-proves problematic.