Describes the situation Pierre Godfroid encountered when he took over as Sabena's CEO in 1991. At that time, Sabena was facing imminent bankruptcy. On the strength of a restructuring plan, developed by Godfroid and his staff, the Belgian government had agreed to bail out the airline in return for assurances that this would be the last time government assistance would be requested. Godfroid's task was to transform the company into a viable private enterprise. Provides the opportunity to evaluate the viability of Godfroid's strategy. Sets the stage for a sequence of supplemental cases dealing with the implementation of the strategy.
Concerns the troubles that Euro Disney experienced from the start. Euro Disney claimed that the major cause of its poor financial performance was the European recession and the strong French franc. The timing of the park's opening could not have been more inopportune. If the recession had been the only cause of Euro Disney's problems, the financial restructuring would only need to carry the park forward to better economic times. Only when Europeans began spending freely again would investors learn the answers to some uncomfortable questions: Was the whole idea of Euro Disney misconceived? Were there other fundamental cultural problems that could inhibit the park's success? Would Euro Disney fail to recover even though other European companies did? And, if so, why was the Disney theme park concept successful in Japan and not in France?
Reyem Affiar is interested in buying a condominium in Cambridge, Mass. Can data on previous condominium sales inform him on how to bid for the condo? The case includes 1990--1994 data on Cambridge condominium sales (nearly 500 records).
Nestle Co.'s Refrigerated Foods Division has very successfully launched its Contadina brand pasta and sauces. The new product has achieved nearly $100 million in sales in three years. The division now considers an extension into the pizza line. This case provides a detailed look at the use of simulated test markets to forecast a new product's potential.
A Montreal animated film producer and distributor requires an infusion of capital to finance its growth. The film industry can be a high risk industry and finding investors is difficult. Two venture capital companies are approached to allow the business to grow. It is now time to negotiate the deal.
This note examines an industry that is losing its competitive advantages due to globalization. Suitable for use in a section of an international strategy/business policy course which introduces the topic of industry analysis.
Explores the uses of scanning technology, interactive software, and powerful data bases to assist customer relations representatives in resolving customer complaints. Competitive alliances in international markets are noted, but the focus is on the evolving commitment to customer service and the measures, technology, and economics that come into play to recover customers who have complained.
Explores the interface of an information system that keeps track of guests and their preferences, and the people systems that deliver multiple services at Ritz-Carlton hotels. The luxury hotel chain's unique service credo and commitment to quality principles are discussed as well as the attention to hiring and training. At the heart of the case is the Ritz-Carlton commitment to serving the customer.
In October 1992, Eugene Shanks, president of Bankers Trust New York Corp., and Brian Walsh, head of the Global Investment Bank (GIB) business unit, are considering a proposal for a large and complex financing involving the North Sea Oil Co. (NSOC). The financing structure involves the use of derivatives, exposing Bankers Trust New York Corp. to substantial oil price risk and credit risk. Its size of $700 million and lengthy duration makes managing and laying off these risks in the financial markets a matter of prime concern. The proposed deal has been brought together by GIB, which was formed recently by merging Bankers Trust's capital markets and corporate finance functions. If successful, this deal will be an important barometer of the value that can be created by combining these traditionally separate functions.
Briefly describes the crude oil markets and common derivatives contracts written on oil. The contracts are oil forward and futures contracts, and over-the-counter oil price swaps.
The case addresses some basic personal financial planning issues that a couple with children may encounter. Specifically addressed are the taxation of different components of employment income, the trade-off between paying down a mortgage and investing in an RRSP and the creation of a RESP to save for a child's education.
The Marsh chain of supermarkets is challenged by the entry of Meijer Supercenters into the Indianapolis market. Marsh management must decide how to select, price, promote, and merchandise its products in order to retain the loyalty of its customers and maintain profitability.
A compensation case about Visionary Design Systems (VDS), a small, high-tech full service systems integration firm based in Silicon Valley with eleven offices throughout the country. All employees, including engineers, administrators, and receptionists, received a significant portion of their income from commissions and bonuses, and all were shareholders. The company espoused a philosophy of empowerment, under which all employees were given substantial decision-making authority, and were expected to act in the interests of the firm. This case examines one group that, although it had both the authority and the incentives to exploit a new market opportunity, continued to wait for top management's instructions and approval before making decisions or taking action.
Describes a systematic approach to selling. The author, a former IBM salesman, believes that selling requires progressing through a series of stages, which culminate in "getting the order." Describes several techniques useful in managing this progression.
Documents the emergence of the functional group management system at Olympus's camera manufacturing facility. This system increases the pressure on the work force to decrease costs and improve output by treating the facility's 10 autonomous groups as profit centers, not cost centers. This case illustrates how Japanese firms use profit pressure to improve performance.