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The book Fundamentals of Global Strategy was written by Cornelis A. DeKluyver, Dean of the Lundquist College of Business at the University of Oregon, and published by Business Expert Press. This book examines the opportunities and risks associated with staking out a global competitive presence and introduces the fundamentals of global strategic thinking. The author defines crafting a global strategy in terms of change: how a company should change and adapt its core (domestic) business model to achieve a competitive advantage as it expands globally. The conceptual framework behind this definition has three fundamental building blocks: a company's core business model, the various strategic decisions a company needs to make as it globalizes its operations, and a range of globalization strategies for creating a global competitive advantage. Numerous mini-cases illuminate key themes. Chapter 7, "Global Branding," topics include global branding vs. global positioning; determinants of global brand structures; formulating a global brand strategy; and managing key strategic brands.

The book Fundamentals of Global Strategy was written by Cornelis A. DeKluyver, Dean of the Lundquist College of Business at the University of Oregon, and published by Business Expert Press. This book examines the opportunities and risks associated with staking out a global competitive presence and introduces the fundamentals of global strategic thinking. The author defines crafting a global strategy in terms of change: how a company should change and adapt its core (domestic) business model to achieve a competitive advantage as it expands globally. The conceptual framework behind this definition has three fundamental building blocks: a company's core business model, the various strategic decisions a company needs to make as it globalizes its operations, and a range of globalization strategies for creating a global competitive advantage. Numerous mini-cases illuminate key themes. Chapter 8, "Globalizing the Value Chain Infrastructure," looks at the globalization of the value-chain infrastructure, from research and development, to product development, to manufacturing, to distribution, to after-sale service.

The book Fundamentals of Global Strategy was written by Cornelis A. DeKluyver, Dean of the Lundquist College of Business at the University of Oregon, and published by Business Expert Press. This book examines the opportunities and risks associated with staking out a global competitive presence and introduces the fundamentals of global strategic thinking. The author defines crafting a global strategy in terms of change: how a company should change and adapt its core (domestic) business model to achieve a competitive advantage as it expands globally. The conceptual framework behind this definition has three fundamental building blocks: a company's core business model, the various strategic decisions a company needs to make as it globalizes its operations, and a range of globalization strategies for creating a global competitive advantage. Numerous mini-cases illuminate key themes. Chapter 9, "Global Supply-Chain Management," covers topics including supply-chain agility and resiliency; making supply chains adaptable; and creating supply-chain alignment.

The book Fundamentals of Global Strategy was written by Cornelis A. DeKluyver, Dean of the Lundquist College of Business at the University of Oregon, and published by Business Expert Press. This book examines the opportunities and risks associated with staking out a global competitive presence and introduces the fundamentals of global strategic thinking. The author defines crafting a global strategy in terms of change: how a company should change and adapt its core (domestic) business model to achieve a competitive advantage as it expands globally. The conceptual framework behind this definition has three fundamental building blocks: a company's core business model, the various strategic decisions a company needs to make as it globalizes its operations, and a range of globalization strategies for creating a global competitive advantage. Numerous mini-cases illuminate key themes. In the book's final chapter -- Chapter 10, "Globalizing the Management Model" - the author returns to a broader strategic and general-management perspective, addressing topics such as pitfalls in globalizing a management model; the importance of a global mindset; and realigning and restructuring for global competitive advantage.

This case introduces the Statement of Cash Flows by way of a general explanation of the purpose and format of the statement, followed by an assignment involving the analysis of three very different companies' statements of cash flows. The latter should stimulate significant in-class discussions and learning opportunities. Although all 3 statements are IFRS-compliant, the examples include both the direct and indirect methods.

In 2007, the Women's Tennis Association (WTA) was facing a saturated market for women's tennis and identified the emerging middle-class in Asia as a growth area. The chief operating officer (COO) of the WTA was faced with a dilemma: He had to decide the new location of the Asian regional office of the WTA and present his recommendation at both the next board meeting and the WTA Global Advisory Council. The COO's presentation had to include the rationale for the chosen location and a strategy to increase the sport's popularity in the Asian market. With several cities to choose from, the COO had to weigh the pros and cons of each to present the most logical choice.

MindTree is a mid-sized Indian IT services company known for its knowledge management practices, its collaborative communities, and its strong culture and values. The CEO has set a goal of becoming a $1 billion company by 2014; to reach that goal, employees must create several new businesses. The head of knowledge management must decide how his function should change in order to become more supportive of innovation and new business development.

Note on accounting for retiree pension and health benefits under IFRS and US GAAP.

The case explores a new venture to bring clean water to Tanzanians who otherwise cannot access or afford it. Management has enough money to get their company through August 2010, but needs more capital. An HBS alum is interested in investing in the company; consequently management needs to revisit their early assumptions, decide on the incentive structure for water vendors in Tanzania, and put together a pro-forma income statement, cashflow statement, and balance sheet in anticipation of their meeting with the potential investor.

Sam Palmisano became CEO of IBM in 2002. He dramatically energized the organization through portfolio changes and a values driven approach to managing the company.

Explores the challenges of female entrepreneurship in Afghanistan through the case of Kemeli Sediqi, who built a business under the Taliban, and founded a consultancy in 2004. The case positions Sediqi's experiences against the background of Afghanistan's turbulent history, with a focus on the contested role of women in Afghani society.

Cathy Hoffmann has rapidly grown her novel facilities for day care therapy for elders with mild cognitive and physical problems. But she needs to decide whether to franchise or own the next expansion.

Management must decide which exchange rate to use to consolidate the company's Venezuelan subsidiary

Second case in the Cosmeticos de Espana case series. What should management's accounting response be to a devaluation of the Bolivar?

The third case in the Cosmeticos de Espana case series. What should management's accounting response be to a further devaluation of the Bolivar?

The fourth case in the Cosmeticos de Espana case series. What should management's accounting response b to the imposition of foreign currency controls?

Atul Mahajan nicknamed 'AM,' a wealthy Indian, sits on the board of Kisan Group, his family's chemical company (family and company names disguised). Charged with managing the Mahajan family wealth, he has formed a private equity group that helps build mid-market companies. He has also launched a few technology-enabled ventures of his own, including a company that failed in its attempts to sell a service that used encrypted and masked barcodes for document authentication and a successful company that provided administrative and data management support for pharmaceutical clinical trials. Now, apparently with sufficient resources to contemplate another entrepreneurial venture, AM wonders whether to revive the document authentication business, with a turnkey solution or one or more services that would use encrypted RFID tags instead of the older barcode technology. This teaching case was developed based on interviews with Mr. 'Mahajan' and two other employees. The case provides an opportunity for students to investigate technical, strategic and operational uncertainties and challenges associated with building a business around a new technology. For business schools that are attempting to 'globalize' their curriculum, the case offers the benefit of presenting the point of view of a well-connected Indian entrepreneur.

A married couple who have a successful industrial B2B business evaluate whether or not to sell the business to two of their offspring, who are both entrepreneurial MBA graduates. Complicating factors include the fact that the sale price and structure need to finance the couple's retirement and give fair inheritance treatment to the remaining siblings. In addition, the father has had some health issues and the business is doing well, so there is a lot of forward momentum to sell to the next generation.

A married couple who have a successful industrial B2B business evaluate whether or not to sell the business to two of their offspring, who are both entrepreneurial MBA graduates. Complicating factors include the fact that the sale price and structure need to finance the couple's retirement and give fair inheritance treatment to the remaining siblings. In addition, the father has had some health issues and the business is doing well, so there is a lot of forward momentum to sell to the next generation.

The case involves an insurance CEO choosing between different designs for a variable annuity product in light of hedging, marketing, and pricing issues. The case provides students with background on the economics and regulation of life insurance and variable annuities. Then it asks students to calculate the returns on capital of different product designs for a variable annuity based on specified assumptions including a range of hedging scenarios.