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Spreadsheet supplement for case 508-047.

Supplements the (A) case.

The three-part China Aviation Oil (CAO) case series documents the overseas adventure - the rise, fall and subsequent restructuring and rebuilding - of a leading Chinese state-owned enterprise over the last ten or so years. The case is designed to address in an integrative manner issues commonly faced by (1) the increasing number of Chinese executives now playing in the international arena and (2) Western executives who have experience of working with Chinese companies and Chinese executives, or who would like to do so - either in China or their own marketplace. There have been many cases of multinationals going to China, where cultural differences have been blamed for things that did not work, for things that were not understood, or even for frustrations when working with Chinese companies and Chinese executives. However, the real questions are: Are we aware of other differences, e.g. financial and legal? Do we understand them and, perhaps more importantly, how we can work with them? The case series describes the first overseas restructuring of a state-owned Chinese company. As such, it provides participants with a totally different angle for looking at the dilemma of working with China: How to make things work outside China from a Chinese perspective. Learning objectives: The case series has been designed to enable participants to gain a clear understanding of some broad issues, including: 1) The strategic considerations for a Chinese company wishing to expand overseas, and the key success factors. 2) The fact that many of the factors contributing to failure are similar and equally applicable to different business contexts - even though the types of failure might differ. 3) The need to be open-minded - the "rules of the game" are different inside and outside China. 4) The need for increased awareness and a better understanding of the differences - financial, legal, cultural and even moral. 5) The need to work with the differences rather than avoiding them.

The three-part China Aviation Oil (CAO) case series documents the overseas adventure-the rise, fall and subsequent restructuring and rebuilding-of a leading Chinese state-owned enterprise over the last ten or so years. The case is designed to address in an integrative manner issues commonly faced by (1) the increasing number of Chinese executives now playing in the international arena and (2) Western executives who have experience of working with Chinese companies and Chinese executives, or who would like to do so - either in China or their own marketplace. There have been many cases of multinationals going to China, where cultural differences have been blamed for things that did not work, for things that were not understood, or even for frustrations when working with Chinese companies and Chinese executives. However, the real questions are: Are we aware of other differences, e.g. financial and legal? Do we understand them and, perhaps more importantly, how we can work with them? The case series describes the first overseas restructuring of a state-owned Chinese company. As such, it provides participants with a totally different angle for looking at the dilemma of working with China: How to make things work outside China from a Chinese perspective. Learning objectives: The case series has been designed to enable participants to gain a clear understanding of some broad issues, including: 1) The strategic considerations for a Chinese company wishing to expand overseas, and the key success factors. 2) The fact that many of the factors contributing to failure are similar and equally applicable to different business contexts - even though the types of failure might differ. 3) The need to be open-minded - the "rules of the game" are different inside and outside China. 4) The need for increased awareness and a better understanding of the differences - financial, legal, cultural and even moral. 5) The need to work with the differences rather than avoiding them.

The three-part China Aviation Oil (CAO) case series documents the overseas adventure - the rise, fall and subsequent restructuring and rebuilding - of a leading Chinese state-owned enterprise over the last ten or so years. The case is designed to address in an integrative manner issues commonly faced by (1) the increasing number of Chinese executives now playing in the international arena and (2) Western executives who have experience of working with Chinese companies and Chinese executives, or who would like to do so - either in China or their own marketplace. There have been many cases of multinationals going to China, where cultural differences have been blamed for things that did not work, for things that were not understood, or even for frustrations when working with Chinese companies and Chinese executives. However, the real questions are: Are we aware of other differences, e.g. financial and legal? Do we understand them and, perhaps more importantly, how we can work with them? The case series describes the first overseas restructuring of a state-owned Chinese company. As such, it provides participants with a totally different angle for looking at the dilemma of working with China: How to make things work outside China from a Chinese perspective. Learning objectives: The case series has been designed to enable participants to gain a clear understanding of some broad issues, including: 1) The strategic considerations for a Chinese company wishing to expand overseas, and the key success factors. 2) The fact that many of the factors contributing to failure are similar and equally applicable to different business contexts - even though the types of failure might differ. 3) The need to be open-minded - the "rules of the game" are different inside and outside China. 4) The need for increased awareness and a better understanding of the differences - financial, legal, cultural and even moral. 5) The need to work with the differences rather than avoiding them.

In 2003, pharmaceutical manufacturer Eli Lilly created the MDR-TB Partnership to fight MDR-TB, a form of tuberculosis. An estimated 450,000 new cases of this disease were reported each year, primarily in China, India, and Russia. The Partnership, an alliance of 14 public and private organizations, attempted to transfer technology to increase the supply of drugs that could cure MDR-TB; train health care workers to design successful strategies for diagnosis and treatment; and publicly promote proper treatment of MDR-TB through community support, patient advocacy, and workplace awareness. The Partnership emerged as an organizational success but the reality of transferring technology across the borders of both organizations and countries was a significant challenge. It was also challenging for Lilly, a large pharmaceutical company, to establish its credibility with the NGOs whose focus was treating the patients afflicted with MDR-TB in remote areas of the world. Lilly's initial investment of $70 million was insufficient and their commitment was subsequently increased to $120 million. The case allows for discussion of questions including: What public value was created and how would it be sustained by Lilly's initiative? What were the risks of transferring pharmaceutical manufacturing technology to partners in a variety of countries? What were the motivations of the partners in this case? What could the ministers of health for each country do to make the Partnership more effective? What were the benefits and risks for a company of Lilly's stature to initiate and manage a partnership of this complexity? Were there lessons from the Lilly partnership that could be applied to other global health care challenges? HKS Case Number 1871.0

The owner of Mountainarious Sporting Co. has requested a long-term loan to cover construction costs for major alterations to the store's layout. He has also requested an increase in the business's line of credit to fund additional inventory purchases for the increased store space. The loan manager has received the company's financial statements and must decide whether to grant the loan in a short time in order that the renovations may proceed.

The launch of Apple's iPhone marked a pivotal new chapter in the story of mobile music (the uniting of digital music players with mobile phones). The iPhone combined an iPod music player, a cell phone, and a mobile Internet device, along with a camera and other features. By September 2007, just 74 days after the June launch of the iPhone, Apple and its mobile carrier partner AT&T Mobility had sold one million units. When Apple CEO Steve Jobs introduced the product in January 2007, he said that the goal behind it was to "reinvent the phone." Yet both the device and the mobile service provided by AT&T involved limitations that could hinder the long-term prospects for the iPhone. At the same time, handset makers and other mobile carriers had brought, or would soon bring, various "iPhone killers" to the market.

Introduces students to the concepts covered in the Managing in the Information Age module on Enterprise IT.

Introduces students to the concepts covered in the Managing in the Information Age module on Network IT.

Introduces students to the concepts covered in the Managing in the Information Age module on Function IT.

On August 1, 2007, 61-year-old Jan-Olaf Willums' plane was flying along the Greenland coastline on his way back to Norway after intense discussions with several prominent U.S. venture capital investors, among them Kleiner Perkins and Rockport Capital Partners, about investing in a plan to accelerate his company's entry into the North American market. A successful engineer, entrepreneur, and sustainable development champion, Willums was CEO of Think Global AS (TH!NK), a privately held Norwegian maker of electric vehicles (EVs). Having already raised $85 million in venture backing, TH!NK was just a few months away from the broad European launch of its line of EVs, the first commercially available, highway-safe cars in the world that produced zero greenhouse emissions.

Examines the strategy and experience of Indian private equity firm Blue River Capital. Blue River was established in 2005 to invest primarily in middle market, particularly family-run, businesses in India. Blue River caters to this niche as an active investor, providing capital and working with portfolio companies to improve their corporate governance. Describes the challenges faced by Blue River in identifying investments, performing due diligence, and working with portfolio companies and asks how Blue River should build itself into a top-tier private equity fund, particularly as more and more foreign firms target the growing Indian market.

Designed for use in the first year of an MBA program, can be included within a core course on leadership or used more broadly to orient students to their upcoming experience while in school. Offers a series of robust conceptual models to help students frame their leader(ship) development experiences while in a business school. How we frame our experiences has a significant impact on how we ultimately "have" our experiences, as well as what we make of them. Drawing broadly from educational, human development, and leadership training literature, as well as a recent longitudinal study of MBA students, speaks directly to business school students in their own language in an attempt to help them make the most out of their experiences while in school. For faculty, can be used as a background resource for understanding how MBA students experience their time in school and for grasping a broad review of the leadership development literature as it applies to MBA programs. Commonly asked questions explored include: Are leaders born or made? When we talk about "leader(ship) development," exactly what is it that is developing? How do leaders develop? To address these fundamental questions, integrates colorful student quotes with primary source insights from the major thought leaders in the field of leadership development. Also offers a series of "developmental propositions" to increase the likelihood that students will get the most out of their developmental journeys.

The principal of St. Clement's School was considering a potential expansion to the school's facilities. There were many issues for the principal to consider including how to fund the expansion, the impact on the school's programs, and the impact on the school of increased enrollments. Most importantly, she had to consider the impact of an expansion on the distinct culture of the school. This case is an introductory capital budgeting example set in a non-profit organization rich in context.

This supplement to Employee Engagement at Modern Appliances Inc. (A), product #907C35, looks at a specific problem situation arising from the initiative and discusses how the chief executive officer may respond to it.

Disney began internationalizing its theme park operations with the opening of Tokyo Disneyland in 1983, which is regarded as one of the most successful amusement parks in the world. Disney attempted to replicate this success in France, which is the largest consumer of Disney products outside of the United States. In 1992, they opened Disneyland Resort Paris, which is largely regarded to be much less successful than the park in Japan. This case explores Disney's efforts to open its third park outside the United States; Hong Kong Disneyland. It begins by discussing the experience of Tokyo and Paris Disneylands, and then discusses the opening of Hong Kong Disneyland, including the structure of the deal, and how the operations, human resources management and marketing were tailored to fit the Chinese cultural environment. The case also discusses the tourism industry in Hong Kong and the particular problems that were encountered during the first year of operations. The stage is set for students to discuss whether Disney's strategic assets have a good semantic fit with Chinese culture.

In January 2003, President George W. Bush was finalizing a groundbreaking proposal for Medicare, the federal health insurance program for the elderly. Under the terms of the plan, Medicare would offer a major new benefit: prescription drug coverage-a long-sought but elusive goal for seniors and their advocates. By any measure, this would seem a surprising initiative coming from a politically conservative White House. If approved by Congress, the benefit would represent the largest expansion of Medicare, or of any federal entitlement program, since its enactment almost 40 years earlier. But the Bush proposal also represented a departure from the popular government insurance program - it aimed to inject market forces into Medicare by encouraging beneficiaries to enroll in government-subsidized private health plans that would compete directly with the traditional government-run, fee-for-service program. The drug benefit would be the chief inducement for seniors to make the switch to private plans. For Bush, the stakes were high. During the 2000 presidential campaign, he had pledged to overhaul the Medicare program and to add prescription drug coverage. Seeking to deliver on that promise, Bush had put his Medicare proposal at the top of his domestic agenda for 2003. Even with its emphasis on market-driven solutions, the plan would have to win over conservative Republicans, who resisted the notion of expanding an already large and costly government program, especially in a time of soaring budget deficits. It was also likely to get a cool reception from most Democrats, who viewed private sector competition as the first step in the dismantling of Medicare as an entitlement program. Republicans had the upper hand: for the first time in decades, the GOP controlled not only the White House, but both chambers of Congress as well. HKS Case Number 1870.0

In January 2003, President George W. Bush was finalizing a groundbreaking proposal for Medicare, the federal health insurance program for the elderly. Under the terms of the plan, Medicare would offer a major new benefit: prescription drug coverage-a long-sought but elusive goal for seniors and their advocates. By any measure, this would seem a surprising initiative coming from a politically conservative White House. If approved by Congress, the benefit would represent the largest expansion of Medicare, or of any federal entitlement program, since its enactment almost 40 years earlier. But the Bush proposal also represented a departure from the popular government insurance program - it aimed to inject market forces into Medicare by encouraging beneficiaries to enroll in government-subsidized private health plans that would compete directly with the traditional government-run, fee-for-service program. The drug benefit would be the chief inducement for seniors to make the switch to private plans. For Bush, the stakes were high. During the 2000 presidential campaign, he had pledged to overhaul the Medicare program and to add prescription drug coverage. Seeking to deliver on that promise, Bush had put his Medicare proposal at the top of his domestic agenda for 2003. Even with its emphasis on market-driven solutions, the plan would have to win over conservative Republicans, who resisted the notion of expanding an already large and costly government program, especially in a time of soaring budget deficits. It was also likely to get a cool reception from most Democrats, who viewed private sector competition as the first step in the dismantling of Medicare as an entitlement program. Republicans had the upper hand: for the first time in decades, the GOP controlled not only the White House, but both chambers of Congress as well. HKS Case Number 1870.1

Addresses the following questions: What are the portfolio-level implications? What are the asset-level characteristics? How do I invest? With whom do I invest? What do I get for my investment? What protections do I have? When and how do I get out?