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Spreadsheet supplement for case 910E23.

Spreadsheet supplement for case 910E23.

The Chinese fireworks industry thrived after China adopted the open door policy in the late 1970s, and grew to make up 90 per cent of the world's fireworks export sales. However, starting from the mid-1990s, safety concerns led governments both in China and abroad to set up stricter regulations. At the same time, there was rapid growth in the number of small family-run fireworks workshops, whose relentless price-cutting drove down profit margins. Students are asked to undertake an industry analysis, estimate the industry attractiveness, and propose possible ways to improve the industry attractiveness from an individual investor's point of view. Jerry Yu is an American-born Chinese in New York who has been invited to buy a fireworks factory in Liuyang, Hunan.

A partner and owner of the Sunset Grill at Blue Mountain in the village at Blue Mountain, Ontario had very mixed emotions. The restaurant had just finished its first year of operation and had broken even, and had been named Business of the Year in the counties of Simcoe and Grey. On the other hand, the owner knew that operations were still far from perfect. This case was written for courses on operations, particularly in the section on managing capacity and demand. It could also be used in a service management or service operation course.

A marketing company has collected a large dataset on brand equity for the fast-food and travel sectors. They have come up with their way of measuring "brand equity." Various statistical techniques are used to assess the concept of brand equity. These include descriptive statistics, crosstabs, ANOVA, and MANOVA.

Spreadsheet Supplement for case 201054

Spreadsheet Supplement for case 201080

This note identifies the key issues that must be addressed in the creation of a viable venture, and provides an overview of the processes and techniques available to resolve the issues discussed.

By 2010, the National Football League (NFL) was still having trouble attracting both a global roster and fan base despite systemized attempts at internationalizing since 1989. Why? Was it simply a bad idea to try to export football, a sport that many considered uniquely American? Or was it a good idea that had been poorly executed?

The case describes the Risk-Reward framework that Morgan Stanley analysts use as a systematic approach to communicate a broader range of fundamental insights about a company rather than the traditional single point estimates. The goal of the framework is to focus the analysts' work on critical uncertainties and model a limited number of scenarios relevant to key investment debates. By outlining a bear, base and a bull case, the analysts can present the risk surrounding the expected outcome over the forecast horizon. The case outlines the key elements of the methodology and the process Morgan Stanley undertook to implement the framework on a world-wide basis starting in 2007, and discusses the challenges and opportunities that managers of the research department face as the framework is increasingly identified with their firm.

Having operated for two years in the Texas market, the company is confronting a variety of difficulties. The case looks at the organization issues of reporting relationships, control systems, and staffing.

In late 2009, the management of Mochi Media, a venture-backed startup, must decide how to invest scarce resources to achieve continued growth. Mochi has developed a three-sided platform, connecting Flash game developers, sites that aggregate these games, and advertisers. The case describes the company's history from conception through 2009, when strategic options include broadening beyond Flash games into iPhone-, Android- and Facebook-based games, and vertically integrating into the game aggregator role, which would capture more value but put Mochi into direct competition with platform partners.

The case describes CME Group, the world's largest commodities exchange, futures and options on futures contracts, history, regulation, and the strategic choices the company faced. CME Group was formed from the oldest and most well-known exchanges in the world. Traders on the exchange bought and sold contracts in order to hedge risk or speculate on future price trends. In recent decades trading had undergone significant growth. From its roots in agricultural commodities, with trading typically occurring in face-to-face transactions in pits on exchange floors, CME introduced new hedging products in metals, energy, and finance, and electronic trading, which brought new market participants. Some of these new participants, such as pension funds, were significantly larger and had different strategic agendas than the traditional agricultural related participants. The case raises the question of whether increased speculation was helping or hurting the exchange or its participants. In addition, the financial crisis of 2007 and 2008 was driving new regulation in the industry which brought new challenges and opportunities to CME.

Spreadsheet supplements case UV6301

A Lieutenant leading a platoon in Iraq must make a complex ethical, military, and leadership decision: whether to risk his life and that of other soldiers to reenter a home rigged with an explosive and save three Iraqis.

A Lieutenant leading a platoon in Iraq must make a complex ethical, military, and leadership decision: whether to risk his life and that of other soldiers to reenter a home rigged with an explosive and save three Iraqis. The (B) case describes the decision made and the rational behind it.

Technical note covering various aspects of accounting for stockholders' equity.

Bob Williams, the CEO of National Public Broadcasting (NPB), was considering an unsolicited offer to purchase the company in the early spring of 2006. The company was a media underwriting representative for public television and radio stations throughout the United States. When Williams and his wife Linda Williams started NPB in 1996, they had imagined that it would grow quickly and be acquired by a larger media representation firm in a few years. But the business proved to be more complex than they had anticipated with slower growth and less interest from strategic acquirers and, as a result, Williams had been running NPB ever since. The unsolicited offer gave the Williams and their partners the potential opportunity to realize a significant cash payment for the business. The case explores the impact on the sale of the ownership structure decisions that were made when NPB was formed and the complexity of the sales process for small businesses.

This negotiation introduces a situation full of opportunities for hard bargaining and out-of-the-box thinking about value-creating solutions. The American supplier Reed Oilwell views this business opportunity as a side door into the Petroecuador supplier network. The cross-cultural elements of the relationship are important, especially in the context of the various political aspects that shape the relationship between YPEC and its major customer, Petroecuador. The negotiation illustrates the potential for a cooperative approach but also offers the opportunity for a competitive outcome. The parties are instructed to reach a deal that satisfies their short-term goals, but their decisions will impact their ability to establish a preferred supply position in the new oil field operations.

This negotiation introduces a situation full of opportunities for hard bargaining and out-of-the-box thinking about value-creating solutions. The American supplier, Reed Oilwell, views this business opportunity as a side door into the Petroecuador supplier network. The cross-cultural elements of the relationship are important, especially in the context of the various political aspects that shape the relationship between YPEC and its major customer, Petroecuador. The negotiation illustrates the potential for a cooperative approach, but also offers the opportunity for a competitive outcome. The parties are instructed to reach a deal that satisfies their short-term goals, but their decisions will impact their ability to establish a preferred supply position in the new oilfield operations.