Describes the efforts of Indian Prime Minister P.V. Narasimha Rao to deregulate and open up the Indian economy in the early 1990s. Focuses on the difficulties he encountered, reflected in the poor showing of the ruling Congress Party in state elections in December 1994, and raises the questions: Why is economic change so difficult in India? What are the obstacles to Rao's reforms? What is the likelihood that he will succeed? Contains a brief history of India's economic, political, and social development since it achieved independence in 1947.
The retail bank division of Chemical Bank faces declining margins and increased competition in its credit and deposit gathering and processing business. It wishes to implement a new strategy to become a preferred financial service provider to target customer groups. The division adapts the balanced scorecard to clarify and communicate the new strategy and to identify the key drivers for strategic success. The case describes the development of strategic objectives and measures for four perspectives: financial, customer, internal, and learning growth, and the process for implementing the new measurement and management system.
In the midst of a sales slump brought on by a recession in Spain, Antmobel's managers are presented with an opportunity to sell a substantial quantity of furniture in Uzbekistan. Management must decide whether the order fits with the company's strategy, capabilities, and internationalization plans.
Antmobel is presented with a plan to enter the French market. The company must weigh the costs and potential benefits of such a move in the context of its international strategy and the firm's capabilities.
Antoni Subira, the Minister of Industry in Catalonia, Spain, must decide whether to impose strict European Union environmental guidelines on the local leather industry. Failure to impose new regulations would result in substantial fines. Imposition, on the other hand, could lead to a further decline in an industry already buffeted by foreign competition.
Describes Russia's transition from a centrally planned economy under Communist rule to an increasingly market-oriented economy under a more democratic political regime. Can be used to discuss the complementarity of elements of an economic strategy, and the optimal sequencing of political and economic reforms. The first section provides a brief synopsis of Gorbachev's reform strategy and the political and economic chaos following from partial implementation of relatively weak economic and political reforms. The second section describes Yeltsin's radical reform strategy of 1992 to simultaneously achieve macroeconomic stabilization, price reform and privatization. Attention is drawn to the partial implementation of this program and the political and economic obstacles hindering progress. Concludes by asking whether Yeltsin's attempts to consolidate power through new elections and constitutional reform will be successful.
Rotron has recently entered the commercial motor market, after many years of servicing government military contracts. Faced with fierce commercial competition, Rotron has attacked its costs and reduced its delivery times and its plants. A new crisis, however, is causing it to rethink its just-in-time production system, and the plant manager must decide whether to re-introduce inventory for key production.
Michael Bourland, the president of the Bourland Companies, needs to refinance two properties, an office building in southern New Hampshire and a retail property in Massachusetts. He is considering three alternatives: a renewal of a bank mini-perm, a 15-year mortgage from an insurance company, and a new securitized loan offered by the Bank of Boston. The case focuses on issues related to mortgage securitization and how it stacks up against other products in the market. Also raises issues about family real estate businesses.
Explores some of the economic and political tradeoffs that need to be negotiated by a firm seeking to influence industry structure. The setting is the nascent personal computer software industry in the People's Republic of China (PRC) in 1993. Microsoft has to localize its software products for use in the PRC. This localization can either be done in-house by Microsoft, or can be contracted to the local software vendors. Explores the costs and benefits of full integration and arm's-length market transaction. Also discusses the "holdup" problem that arises when assets specific to a particular partnership are created.
This crossfunctional case in economics and finance highlights the concerns about protection of intellectual property rights as well as competition from traditional retailers in Shanghai's prime shopping venue. It begins with the history that led to Xiangyang Market's development, and concludes with a description of the future of the market. Located at the center of the shopping district in the trendy former French concession in Shanghai, the market is considered a shopper's paradise by many foreign visitors. This open-air bazaar is known for the incredible deals on quality knockoffs of designer products. The case includes an account of the shopping experience of two American tourists, giving details of their discoveries and bargaining sessions in the market.
In this case, Copeland executives have hired Bain & Company, a management-consulting firm, to make recommendations about a capital-appropriations request. A teaching note is available to registered faculty, along with a video supplement to enhance student learning.
Examines business computing as it is evolving in the 1990s. Compares the highly centralized and tightly controlled systems of the past with today's flexible, networked, client/server technology. Serves as an introduction to client/server terminology and technology.
Describes the attitudes, feelings, and perceptions of the manager who will conduct the performance appraisal interview. A rewritten version of an earlier case.
Describes the events leading up to an actual performance appraisal interview--the views, opinions, and attitudes of the subordinates who are to be interviewed. A rewritten version of an earlier case.
A law firm must decide how to split partnership profits among the partners. Issues of seniority versus performance, performance evaluation, and lack of consensus of values dominate the discussions. A rewritten version of an earlier case.