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In 2009, Geert Rijkaard, the founder of a Dutch currency management firm whose investment models had made him one of the richest men in the world, sued a large U.S. bank for more than $300 million for breaking a joint-venture agreement. The judgment would depend largely on the answer to a single question: Was Rijkaard's firm truly capable of delivering the returns it had promised? Both sides offer detailed financial analyses supported by their own research. This case places students in the role of the court tribunal, and asks them to interpret the evidence and determine the appropriate ruling.

In 2009, Geert Rijkaard, the founder of a Dutch currency management firm whose investment models had made him one of the richest men in the world, sued a large U.S. bank for more than $300 million for breaking a joint-venture agreement. The judgment would depend largely on the answer to a single question: Was Rijkaard's firm truly capable of delivering the returns it had promised? Both sides offer detailed financial analyses supported by their own research. This case places students in the role of the court tribunal, and asks them to interpret the evidence and determine the appropriate ruling.

In March 2007, the vice-chairman and managing director of Eureka Forbes Ltd. is reflecting upon 25 years of market leadership in the water purifier business in India, but is troubled by the very low penetration compared to potential. In 25 years, the company has undergone significant evolution in all of its key strategic levers - technology, brands and channels. Can the company use its vast market learning and experience to achieve a breakthrough in penetrating the mass market for water purifiers in India? Other external pressures also apply. With climate concerns reaching a crescendo globally, water sustainability issues are in the spotlight, especially in large and rapidly industrializing countries such as India. This presents both enormous challenges and opportunities for Eureka Forbes. The vice-chairman and managing director is looking to his top 150 managers who will assemble at the company's annual strategic planning meeting to come up with fresh market strategies.

The case first describes the evolution of Cisco Systems of San Jose, California, from a narrowly-focused routing and switching equipment vendor, with a highly effective competitive strategy, into a diversified networking and IT giant. This growth was fuelled by many acquisitions, the rationale of which developed over time, in light of the growth opportunities and challenges which Cisco encountered. The events described in the case took place in early 2007, while Cisco was considering the acquisition of IronPort, a security software company. A decision to purchase IronPort would symbol a continual divergence from Cisco's old and famous acquisition strategy of acquiring young entrepreneurial firms, to complement its internal development efforts and become a one-stop-shop for its networking customers. This divergence started a few years earlier, with the acquisition of large firms like Linksys and Scientific Atlanta, labeled by Cisco's management as "platform" deals.

In May 2009 the Office of the Chief Actuary for the U.S. Social Security Administration projected that by 2016 the Social Security Trust Fund would begin to spend more money than it took in through tax revenue. Further, by 2037 the balance in the Trust Fund would be down to zero, necessitating cuts in benefits to retirees. The U.S. Social Security system thus faced a long-term financial problem that needed to be addressed sooner rather than later. The experience of other countries in reforming their own systems of old-age insurance might provide some guidance for U.S. policymakers as they attempt to deal with the long-run fiscal challenges facing the U.S. Social Security system. This case focuses on reforms of old-age insurance systems in three countries: Australia, Mexico, and Sweden.

What material should be included in a teaching note, the instructional tool that accompanies your business school case study -- and makes its use far more likely? All good teaching notes have several characteristics in common. This technical note can help any business school professor, case writer, or collaborator create a teaching note that helps an instructor use your case to its fullest potential.

Aravind, a network of hospitals in India, is the largest provider of eye care in the world. Aravind performs approximately 270,000 surgeries per year and serves over 2 million patients. Aravind's leadership has set the goal of one million surgeries and 100 hospitals by 2015. This case asks students to evaluate Aravind's history, strategy, organizational structure, etc. to determine what steps it needs to take to reach that goal. Particular questions are focused on human resources, process standardization, and business model development.

Spreadsheet Supplement for case 210022

Recommended for MBAs, this case is one of a pair of cases used in a merger negotiation exercise. It is designed to be used with "Mars, Incorporated" (UVA-F-1612), but it can also be used on its own. One-half the class prepares only the Wrigley case, and the other half uses the Mars case. Wrigley and Mars are considering a merger and are in the process of negotiating a merger agreement. Macroeconomic assumptions, particularly forecasting future sugar prices in an uncertain environment, and assumptions about Wrigley's value make Wrigley's future cash flows difficult to predict.

Recommended for MBAs, this case is one of a pair of cases used in a merger negotiation exercise. It is designed to be used with "Wm. Wrigley Jr. Company" (UVA-F-1607), but it can also be used on its own. One-half the class prepares only the Wrigley case, and the other half uses the Mars case. Wrigley and Mars are considering a merger and are in the process of negotiating a merger agreement. Macroeconomic assumptions, particularly forecasting future sugar prices in an uncertain environment, and assumptions about Wrigley's value make Wrigley's future cash flows difficult to predict.

This updated version of the popular "FMC Aberdeen" case describes the unique history and management of a startup plant, now owned by BAE Systems, that manufactures guided-missile canisters for the U.S. Navy. Management is minimized; most of the work is done by self-directed work teams. Suitable for courses or modules on organizational behavior, self-directed work-teams, manufacturing, organization design, high-performance workplaces, management, and leadership, the case reviews the plant's history, philosophy, recruiting methods, evaluation procedure, reward mechanism, career development, and information systems.

Spreadsheet Supplement for UV4276

Spreadsheet Supplement for UV4277

The Brooklyn, NY, neighborhood Down Under Manhattan Bridge Overpass (DUMBO) has seen a revitalization since the late 1970s. The neighborhood's business improvement district (BID) is charged with supplementing New York City's efforts in several areas, including safety, sanitation, marketing, promotional programs, capital improvements, and beautification. Since 2007, the DUMBO BID has done "small things that are collectively big" to improve the area and are in line with New York City's "plaNYC," a blueprint to become a "sustainable city" by increasing water quality, energy efficiency, and open space while decreasing greenhouse gas emissions. This year, the DUMBO BID must decide if it should continue its small actions or pursue a neighborhood-wide Leadership in Energy and Environmental Design (LEED) rating while constrained by its budget, staff size, and the recession.

Creative Capital provides grants to individual artists using a venture capital model-the money comes with guidance and governance. Artists receive money as milestones are reached and also receive guidance on managing their lives and business to increase their sustainability. But as Ruby Lerner, CEO of Creative Capital, looks to the organization's next decade, how can she ensure the sustainability of this high-touch, uniquely individual model?

This case provides students with an opportunity to analyze the restructuring of Chrysler in the midst of the financial crisis of 2008-2009. It describes how debtors can use section 363 of the U.S. Bankruptcy Code to sell assets quickly. It allows for discussion of who benefits and who loses in such restructurings, and it also raises a variety of policy issues concerning 363 sales and the appropriate role of government entities in restructurings.

Dassault Systemes, a leader in product lifecycle management software, has enjoyed a very profitable business model in 3D engineering design. In the past, it has successfully managed market disruptions and opportunities through acquisition and organic innovations. Its latest brands, 3DVIA, offers 3D models and life-like experiences to a new non-professional client category, the consumer. In November 2009, President and CEO Bernard Charles has to decide how to best address this new market segment, characterized by rapidly expanding open communities and new pricing models. What is the right business model for the new brand, and how will it affect the future of Dassault Systemes?

This case examines the potential purchase by a western bank of a sizeable share of a Chinese bank. Particular emphasis is on the macroeconomic environment of China, to include issues of risk for the investor related to valuation of the renminbi, the global financial crisis, China's increased trade prominence, commitment of the Chinese government to reform, the process, staging, and timing of financial reform, domestic social stability, and the Chinese economy's interdependence with the outside world.

A newly promoted assistant deputy minister of business and trade must decide which of two candidates to recommend for her previous role as executive director, business and consumer regulation. One candidate is creative, innovative, client focused and an inspirational and charismatic leader with a history of "ruffling some feathers" with other departments within the government. The other candidate seems to lack drive and innovativeness but has earned the respect of his team and others within various government departments with whom he has interacted. This appointment is being made at a time of change within the government as it faces severe budgetary pressures and believes that there are opportunities to do many of its traditional functions in new, more cost-effective ways.

The three-case series is about how a medium-sized Taiwanese company approached competition with 3M in global markets. The series covers a 14-year period. The A case starts in 1994, when 3M decides to launch a lawsuit against companies (including Hopax) selling repositionable notes that compete with 3M's highly successful Post-It notes in the United States. How should Hopax respond? The B case explains that, unlike the other players, Hopax decides to fight in court. Staples, Hopax's largest customer in the United States, decides to cancel its contract. What should Hopax do now? The C case recounts the events that follow until 2008 and explains how the company applies principles of "judo strategy" to become the second largest supplier of repositionable notes in the world. The series allows students to explore options to smaller innovative companies as they try to compete in global markets with large, resource-rich, players who do not hesitate to use courts to try to eliminate their smaller competitors.