Describes the position of Utility #1 in negotiating Group A with respect to 1) its SO emissions reduction requirements; 2) the costs of its alternative compliance strategies; and 3) the nature of its state regulatory environment.
Describes the position of Utility #4 in negotiating Group A with respect to 1) its SO emissions reduction requirements; 2) the costs of its alternative compliance strategies; and 3) the nature of its state regulatory environment.
Describes the position of Utility #1 in negotiating Group B with respect to 1) its SO emissions reduction requirements; 2) the costs of its alternative compliance strategies; and 3) the nature of its state regulatory environment.
Describes the position of Utility #2 in negotiating Group B with respect to 1) its SO emissions reduction requirements; 2) the costs of its alternative compliance strategies; and 3) the nature of its state regulatory environment.
Describes the position of Utility #4 in negotiating Group B with respect to 1) its SO emissions reduction requirements; 2) the costs of its alternative compliance strategies; and 3) the nature of its state regulatory environment.
Describes the position of Utility #1 in negotiating Group C with respect to 1) its SO emissions reduction requirements; 2) the costs of its alternative compliance strategies; and 3) the nature of its state regulatory environment.
Describes the position of Utility #2 in negotiating Group C with respect to 1) its SO emissions reduction requirements; 2) the costs of its alternative compliance strategies; and 3) the nature of its state regulatory environment.
Describes the position of Utility #3 in negotiating Group C with respect to 1) its SO emissions reduction requirements; 2) the costs of its alternative compliance strategies; and 3) the nature of its state regulatory environment.
Describes the position of Utility #4 in negotiating Group C with respect to 1) its SO emissions reduction requirements; 2) the costs of its alternative compliance strategies; and 3) the nature of its state regulatory environment.
The marketing director for the largest division of a health care products company is reviewing the structure and staffing of the division's marketing organization. The division has authorization to hire an additional marketing manager. Hence, the immediate case decisions are: 1) whether to hire an additional manager; and 2) if so, what should be the role and responsibilities of a new manager within the marketing organization. Industry developments, budgetary considerations, and changing field sales and service requirements make this a complex decision with larger implications for the division's marketing strategy and implementation.
In October 1990, the president of this bank (the 9th largest in Japan and 15th largest in the world) must design a financing plan with which to bring the bank into compliance with the new worldwide Bank for International Settlements' (BIS) capital-adequacy standards. The alternatives include (1) slowing the growth of the bank, (2) issuing equity, and (3) issuing convertible subordinated debentures. The tasks of the student are to compare and contrast the equity and convertibles tactics and to recommend a possible price or coupon rate for the convertible issue.
In April 1992, this multinational consumer foods and beverages company is the focus of takeover rumors, which have prompted an assessment of the firm's returns. The student must choose among the principal methods of estimating the weighted-average cost of capital (WACC) for GrandMet and its three main business segments, and must then produce WACC estimates in order to evaluate the firm's performance.
Focuses on the young general manager of a new cable TV system and on its customer service department. Jeanne LaFrance, the general manager, has an uneasy feeling about the way in which the department is being managed. She sees symptoms of what she suspects are serious problems. It takes too long for customer service reps to answer the phones, and many customers hang up before their calls are answered. There is little in the way of performance standards, measures, or controls. Yet there is not enough data in the case for students to resolve these issues. The objective is to develop a plan for learning about these problems. What are their hypotheses about the issues? What analysis would they need to do to address these issues? How would they get the data to do this?
ImmuLogic Pharmaceutical Corp., a development-stage biotechnology company, is considering making an initial offering of common stock. The rationales for and problems of high-technology start-ups are explored. The challenges posed by "windows" for public offerings are highlighted.
Illustrates a simple technique for diagramming operations flows in service companies. Can be used to help structure analysis and discussion of cases involving sequenced operations.
In early 1991, Reynolds Metals, the makers of aluminum products, decided to sell its holding of Eskimo Pie, a marketer of branded frozen novelties. Reynolds had an offer from Nestle to acquire Eskimo Pie. However, Reynolds decided instead to make an initial public offering of Eskimo Pie shares. The case analyzes this decision.
In the several years preceding 1992, there had been a dramatic rise in the public's concern for environmental issues. Yet the Roper Organization reported that fewer than one in ten Americans made personal efforts to help solve environmental problems on a regular basis. The Environmental Federation approached the Advertising Council in New York to develop an advertising campaign to motivate individuals and businesses to modify their actions to restore and protect the environment. The case details three phases of campaign development: research, strategy, and execution.