This negotiation case is meant to be used in conjunction with "Hybritech, Incorporated (A)"; half the class works from one case and half from the other. Lilly is considering acquiring Hybritech, but the genetic-engineering company's future cash flows are difficult to predict and value. Both companies want to effect the merger, but the cases, which provide essentially the same information in all other respects, provide widely divergent projected cash flows. The "Hybritech, Incorporated (B)" case is the follow-up case dealing with the payment structure of the acquisition.
This technical note introduces students to terminology, essential concepts, and issues involved in practical application of the Black-Scholes option-pricing model. Concepts include put-call parity, payoff diagrams, the option pricing model, and the similarities between corporate securities and options.
Describes the entry of this store and catalog retailer of classic women's clothing into the Japanese market place. Introduces such issues as cross-border management, multi-national retailing, and joint venturing.
In the days following the loss of the space shuttle Challenger and its crew in January of 1986, NASA officials were unwilling to communicate with the media or the public. A siege mentality took hold, and the press and public responded with intense criticism and inquiry. The case describes NASA's harmonious relationship with the media before Challenger, and the many obstacles William Sheehan faced when he stepped in to attempt to restore NASA's image and relationship with the media after Challenger. The issues include the special problems faced by a public institution with a history of poor internal communication, and the compounded difficulties of attempting to create effective internal policy while also trying to restore credibility with the media and deal with investigative probes.
Describes the situation confronting Giovanni Buton, an Italian distiller and beverage distributor, in 1989. The market for distilled spirits was declining and the spirits industry was consolidating via mergers and acquisitions on a worldwide basis. "Global brands" such as Dewar's Scotch were gaining share at the expense of local products. The process of market integration in the EC was scheduled to be completed by the end of 1992. In the face of these changes in the marketplace, what should Buton's strategy be for improving its position in Europe?
Helps the potential franchisee analyze the issues to be faced when considering opening or buying a franchise. What are the opportunities--what makes franchising attractive? How does someone look for and then evaluate a franchise?
Examines the challenges facing the company in light of the changing economic, regulatory, and competitive environment in the European pharmaceutical industry. Examines the steps taken by the company adapting to this changing situation as part of a total globalization strategy and aggressive growth objectives in the region. Allows examination of the changing roles of country, regional, and headquarters management.
Describes the process of establishing an independent operation in Japan in the mid-1980s as a result of a decision to make a major investment in the market. Describes the challenges in setting up such an operation and focuses on the role of the country manager in managing for rapid growth in a complex but key market.
Examines the company's global strategy and potential acquisition of Philips' major domestic appliance operations in Europe in light of increasing trends toward globilization in the major appliance industry. Allows discussions weighing the advantages and risks of entering a major market through a joint venture with an established competitor.
Ceramics Process Systems (CPS) is an advanced ceramics company facing problems with lead time in product/process development, and late delivery of prototype parts to its customers. Engineering is confronted with difficult technical problems and multiple objectives (i.e., meet customer requirements for prototype parts, build technical capability). Kathryn Sundback, head of development for molded products, must deal with the lead time and delivery problems on current products while making choices about and allocating resources to several new projects that marketing has developed. The case gives students the opportunity to examine engineering capacity, the nature of the development process, managing the set of projects as a whole (i.e., mix of project type, resource allocation) and customer interaction in a dynamic, technical, and market environment. May be used with Ceramics Process Systems Corp. (A).
A mature company seeks to rejuvenate itself with internal R&D and external acquisitions. It has developed a DCK model for analyzing the value of a proposed acquisition. A rewritten version of an earlier case by J.K. Butters.
In 1989, the performance measurement systems and compensation policies of Nordstrom Department Stores unexpectedly came under attack by employees, unions, and government regulators. The case describes the "sales-per-hour" monitoring and compensation system that many believed to be instrumental in Nordstrom's phenomenal success. Illustrates how rapid company growth, decentralized management, and unrelenting pressure to perform can distort performance measurement systems and lead to undesirable consequences. This product can be used with the free Job Design Optimization Tool (JDOT), available at: hbsp.harvard.edu/jdot
The owner of a small, privately held company decides to sell out, and a group of the company's top managers structures a leveraged buyout. A rewritten version of an earlier case.
Outlines the issues and alternatives faced by start-up businesses in attracting bank credit. The topics covered are how to lay the groundwork for establishing a banking relationship, selecting a bank, preparing an application, and negotiating a loan.
Describes the development of a new information technology-based trade document administration environment for the city-state of Singapore. A considerable effort, involving many governmental and private sector organizations, results in a new set of practices and procedures that positions Singapore for leadership as the port of preference in the Pacific Rim.
Effective presentations do not just happen, they are the result of careful planning and practice. The more appropriate to audience, situation, and topic your planning and delivery, the more likely it is that you will achieve your communication goal. An active, involved audience is one of the speaker's greatest assets.