This case presents the start-up of operations in Beijing and discusses the difficulties Kentucky Fried Chicken (KFC) is having with its local partners. By March 1988, KFC has established its largest restaurant in the world in Beijing with sales that are booming and showing no sign of slowing down. Nevertheless, the extent of operational problems and the shortage of hard currency profits is raising concerns over whether further expansion is warranted.

Ellen Moore is working for a large multinational financial institution in Bahrain and is offered a promotion to one of two jobs, between which she can choose. When she informs her boss of her choice several days later, he tells her she cannot have the one she chose because it would mean periodic travel in Saudi Arabia, which he believes would not be possible for a woman.

Presents an edited transcript of questions that students asked Ellen Moore when she visited classes. Describes the decision Ellen Moore made and describes more of her experiences and opinions about women in management..

The note describes a short-run operating decision-making model that may be used to evaluate alternate courses of action. The note covers qualitative versus quantitative analysis, relevant costs for the model, and differential investments. As well, cost behaviour, financial charges on new investments and divestments are also covered.

In April 1988, The Naval Sea Systems Command (NavSea) came under fire from the naval inspector general for its excessive reliance on contractors to carry out day-to-day functions in support of its mission: the acquisition, maintenance, modernization, and deactivation of the Navy's ships and onboard systems. In the course of a routine review, the inspector general found that many NavSea contracts had no clearly stated performance requirements and that contractors were involved in sensitive activities, such as acquisition planning and source selection, that should be reserved to government employees with responsibility for protecting the public interest. The inspector general's report recommended that NavSea reduce its use of contractor support services by 50 percent over the next three years. NavSea officials quietly set about reviewing individual contracts and preparing a response to the report, but the matter was not destined to remain quiet for long. On June 14, reporters broke the story of Operation Ill Wind, a two-year investigation into illegal dealings among Navy and other Pentagon officials, defense contractors, and independent consultants. This case details the various phases of policy that took place within the US Government as pertains to NavSea. It should be paired with HKS827 (Part B). HKS Case Number 997.0.

HKS Case Number 998.0. In April 1988, The Naval Sea Systems Command (NavSea) came under fire from the naval inspector general for its excessive reliance on contractors to carry out day-to-day functions in support of its mission: the acquisition, maintenance, modernization, and deactivation of the Navy's ships and onboard systems. In the course of a routine review, the inspector general found that many NavSea contracts had no clearly stated performance requirements and that contractors were involved in sensitive activities, such as acquisition planning and source selection, that should be reserved to government employees with responsibility for protecting the public interest. The inspector general's report recommended that NavSea reduce its use of contractor support services by 50 percent over the next three years. NavSea officials quietly set about reviewing individual contracts and preparing a response to the report, but the matter was not destined to remain quiet for long. On June 14, reporters broke the story of Operation Ill Wind, a two-year investigation into illegal dealings among Navy and other Pentagon officials, defense contractors, and independent consultants. This case details the various phases of policy that took place within the US Government as pertains to NavSea. It should be paired with HKS826 (Part A). HKS Case Number 998.0.

This hypothetical case is a paradigm of the privatization decision facing many jurisdictions as they struggle with budget pressures. It tells the story of the town manager of a small Texas municipality who has reason to believe that, if she were to accept the bid of a private firm to pick up and dispose of trash, she could balance the town's budget and save enough money to avoid cutting back the hours of the town's lone social worker. Privatization, however, will mean firing two popular long-time town sanitation employees who also do assorted maintenance tasks once they've finished hauling the trash. The case calls on students to take the role of the town manager and decide, after analyzing the town's current budget and costs, as well as the private trash collection bid, whether or not to "go private." HKS Case Number 1033.0.

The dramatic story of how the Japanese American community successfully lobbied Congress and the White House for legislation mandating financial compensation for those of their number sent to detention camps in the wake of the attack on Pearl Harbor. The case not only tells the inside story of a decade-long lobbying campaign-including a carefully-researched personal approach which changed Ronald Reagan's mind on the subject-but serves as a model of how bills really become laws. Aspects of this process explored in the narrative include internal legislative strategy, the role of the press, the role of grassroots organization, and the structure and nature of coalitions. HKS Case Number 1006.0

This is a case which might inspire discussion both about political strategy and the relation of marginalized cultural groups to the mainstream. It tells the story of a 1988 attempt via referendum to declare English to be the official language of the state of Florida-an attempt, in part, inspired by tension and jealousy surrounding the arrival and relative affluence of the large Spanish-speaking population of South Florida. The alternative strategies which they conceive reflect both their views about the likely nature of the campaign and their views about how a minority relates to the majority. HKS Case Number 990.0

Early in 1989, prosecutors in Florida charged a woman with child abuse after she gave birth to her second baby born with signs of cocaine dependency. This case briefly summarizes the problem of cocaine use, the effects of prenatal exposure, and the legal issues surrounding the Florida prosecution. The case can be used to raise a variety of issues, such as the frequency with which disputes about policy are often thinly disguised, disputes about objectives and basic values, and the circumstances under which the state is justified in coercing the behavior of individuals. HKS Case Number 944.0

By mid-1988, Aldus Corporation was the market share leader in the global desktop publishing market. Top management was faced with the decision of whether to split Aldus's product family into two distinct product lines. Each product line would be targeted at different segments of the market: the business market and the creative graphics professional market.

In early 1989, with growing concern among Canadians about the impending solid waste problem, Grad Schnurr, the brand manager for Downy fabric softener, was considering the launch of a more environmentally friendly form of packaging. These Enviro-Paks would reduce the amount of plastic used in a standard 3L package by 85%, resulting in a 15% saving in total manufacturing costs. Although a similar type of packaging had already been introduced in Europe, the Enviro-Paks would be the first of their kind in North America. Because of this, Grad Schnurr faced many strategic issues and had to make decisions relating to the pricing, promotion and national launch of the paks.

Minnova Lac Shortt mine faces an important capital budgeting decision. A discounted cashflow analysis of a $19 million investment to deepen the existing mine by 300 metres is required. Given the high levels of uncertainty and flux in the external environment (e.g., U.S. exchange rate, price of gold, head grade of ore, recovery percentage, etc), managers need to conduct a sensitivity analysis. Qualitatively, Minnova's mining strategy weighs heavily on the decision because the quantitative analysis results in a slightly negative net present value.

The vice-president finance for a Canadian manufacturer has to decide how best to refinance a Swiss franc loan that is about to mature. The case involves consideration of interest rate risk and foreign exchange risk. The case is designed to introduce students to borrowing in international markets. It gives students an idea of the many opportunities to borrow internationally. By examining the cost of the previous loan, students should gain an appreciation of how changes in exchange rates can affect the cost of a loan.

The focus of the case is on the privatization of Saskatchewan Oil and Gas Corporation by way of an initial public offering. It is written from the perspective of an investment banker, Wood Gundy, who has been requested to submit a proposal to the privatization steering committee. All aspects of a deal are present; valuation, distribution, corporate governance, security design, ownership restrictions, domestic/global, institutional/retail, etc.

Unicorp Canada has announced a tender offer for Union Enterprises Ltd. Unicorp management must devise a strategy subsequent to the hostile takeover offer. The case illustrates the full range of actions, from political to scorched earth, available to a target in defending itself in a hostile situation. (This is a sequel to Unicorp Tender for Union Enterprises (A), case 9A90B034.)

A positive covenant on a $200 MM floating rate loan required Columbia River Pulp (CRP) to hedge a minimum of $100 MM for at least three years at a maximum rate of 12 percent. The alternatives included interest rate SWAPs, CAPs and COLLARs. What is the optimal hedging structure? Should CRP hedge all of its floating rate debt, or only the amount required under the loan agreement? (This case can be used with two related cases bearing the same name, 9A95B034 and 9A90B036. A Microsoft Excel spreadsheet is available for use with this case, product 7A90B037.)

The note describes what integration for tax purpose is, what its objective is and how the Canadian income tax achieves it. The note starts with the concept of perfect integration and then evaluates the assumptions underlying it. This is followed by a consideration of the actual extent of integration to determine when incorporation is advantageous and when it results in a real tax cost.

A lending officer of Confederation Bank is reviewing a request from the owners of Sophisticated Petites for a term loan to finance leasehold improvements at their planned third dress shop. The account manager must perform a complete size up of the firm's existing and proposed operation and must generate a projected income statement and balance sheet for the oncoming year.

Eagle Corp. has made a tender offer for a further 15% of the shares of Blue Jay Energy. The price is well below what some feel is the real value of the shares. The focus of the case is on strategies to close a potential value gap in the context of a hostile takeover bid. The primary alternatives are to rely on a poison pill, spin-off and a leveraged recapitalization. The case is ideal to illustrate the use of the financial markets (synthetic white knight) to negotiate a deal.