The president of a software development company was contemplating how to reward its investors. Since the company's inception 10 years previously, the company had not paid full dividends to shareholders. The president was anxious to provide some return for the investments made, but he was convinced that he could maximize shareholder return if he could position the company to take advantage of the tremendous industry growth. He also wonders how much capital he will need, and where to obtain it.
The partners of Apex Investment Partners are seeking to provide financing for Accessine Technologies, a small firm specializing in providing "One Person, One Number" telecommunication services. The negotiation of the terms-and-conditions of the deal, as well as its pricing, prove challenging.
Indian apparel exports are enjoying considerable success in the international markets. However, the future is uncertain owing to impending technological, regulatory, and market changes. This case explores the long lead times for sourcing apparel from India and provides situational context for students to explain this phenomenon.
Li & Fung, one of the largest export trading companies in Asia, works primarily as an agent to connect U.S. and European manufacturers and retailers of nondurable, mass-market consumer goods with suppliers located all over East Asia who manufacture products according customer designs. Li & Fung's network of 2,000 suppliers in over a dozen countries is one of its most important competitive assets. This network consists of relationships with suppliers and knowledge of their capabilities and strengths. The network provides a number of benefits to customers, the most important being a wide variety of manufacturing options that differ by price, quality, and delivery time. Li & Fung's trading operations are organized into largely-independent, customer-focused divisions aided by regional branch offices. Its internal structure and incentives (especially compensation) are designed to motivate staff to customize service to each customer and to use the entire network to place each customer order with the supplier that most closely fits customer requirements. This design is especially important because of trading's low margins.
The Executive Shirt Co. is contemplating a move into custom-made shirts. The company's general manager has charged two of his managers to come up with plans for incorporating production of custom shirts into the existing manufacturing process.
In 1993, Booz.Allen & Hamilton forsook its previous, highly local organizational structure. It was motivated by a desire to serve multinational clients more effectively and to provide greater value to clients with more localized business by collecting best practices from around the world. Following a plan entitled Vision 2000, the firm created unified staffing pools based on industry and functional (strategy, operations, or information technology) expertise, within each of the three large regions, Atlantic (containing Europe and N. America), Asia-Pacific-Japan, and Latin America. In staffing each client engagement, partners considered all available staff within their regions attempting to provide the best consultants for the project, regardless of where they were located. The firm also redesigned compensation and evaluation methods, segmentation strategy, and staff development programs to fit its more integrated service delivery system. New systems and programs for sharing intellectual capital between consultants increased the firm's ability to provide value.
Should South Bank offer a lower rate or more lenient loan terms to compete for a $120 million working-capital facility agreement with a telecommunications corporation? In this case, students are placed in the position of Yousuf Omar, a relationship manager at SouthBank (SB) whose longtime prospect, DSC Communications Corporation, has asked SB to bid as the agent bank on a $120 million working-capital facility. This could be an ideal client given the opportunity for significant credit and other business in the years ahead. To win the bid, however, Omar must be willing to recommend to his superiors that the bank aggressively pursue the deal by offering a lower interest rate or more lenient security and covenants for the loan than its rival bank has offered.
James and Serena Udderlie were preparing a loan application to the Confederation Bank of Canada. They were requesting a $160,000 term loan, in addition to an operating loan, for the potential opening of a Cow's ice cream and clothing franchise. They needed to develop proforma income statements and balance sheets for the store's first two years of operation. They also wondered what collateral, if any, they would be able to provide the bank to secure against a loan, and what other terms the bank might deem necessary.
Describes the situation facing the head of a rapidly growing industry-focused group within a consulting company. Highlights the dilemmas of being a "producing manager" (i.e., a professional who has both individual production as well as management responsibilities). Issues raised include: delegation, developing subordinates, developing an agenda, and building an organization.
Encourages managers to think critically about how to prepare for and give a performance appraisal interview. Presents frameworks for evaluating subordinates' work and suggestions for coaching them.
Traces the evolution of the personal computer industry over the last 20 years and uses this as a backdrop to look at how Dell Computer Corp. grew from a small start-up to a multi-billion-dollar company in a decade. Dell is now faced with a set of decisions on the product markets it needs to serve in order to sustain its growth profitably into the future.
Two managers attempt to compute the cost of capital for B C Telecom Inc. They discuss hurdle rates, dividend yields, stock issues, and borrowing history.
Contains a description of the events surrounding the financing of Centex Telemanagement, Inc. by Sierra Ventures, a venture capital fund. The case is written from the perspective of the venture capitalists and is designed to teach students about the process of venture capital funding. A rewritten version of Centex Telemanagement, Inc., this series separates two decisions.
Contains a description of the events surrounding the financing of Centex Telemanagement, Inc. by Sierra Ventures, a venture capital fund. The case is written from the perspective of the venture capitalists and is designed to teach students about the process of venture capital funding.
Vernon Ellis, managing partner of Andersen Consulting -- Europe, Middle East, Africa, and India (AC -- EMEAI), is considering how best to reorganize. AC -- EMEAI has grown rapidly over the past five years to become Europe's largest consulting operation. However, Ellis feels that the organization needs to be reconfigured if it has to continue on its trajectory of rapid growth. Each of the various alternatives that he is considering offers intriguing potential benefits but also carries considerable risks.
Designed to accompany Module II of the first-year required course on Technology and Operations Management. Particularly useful in conjunction with Corning Glass Works: Erwin Automotive Plant, Toyota Motor Manufacturing, U.S.A., Inc., Johnson Controls, Automotive Systems Group: The Georgetown Kentucky Plant, Process Flow Design Exercise (A) and (B), and Sport Obermeyer Ltd.