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In the most basic sense, a market failure occurs whenever the production or allocation of goods or services by a market is suboptimal. On one hand, this can mean that the output, price, or distribution of products is either inefficient in the sense that the overall level of economic value or social welfare could be increased. On the other hand, it can mean that the resulting allocation is inequitable or inconsistent with values of justice or fairness. From a public policy perspective, such failures are of concern because the public interest or overall social welfare is lower than it could be if the market were functioning more efficiently. Traditionally, societies have looked to government intervention to correct these market failures. Sometimes, charitable organizations got involved. However, private businesses were rarely called upon (or expected) to respond to breakdowns in efficient market operations by modifying their behaviors in a free-market system. However, a new class of actors has recently gained recognition. These individuals often found and manage organizations drawing on innovative ideas, using entrepreneurial skills, and leveraging market principles, but with one important difference from traditional entrepreneurs: they prioritize social impact over the creation of wealth. These "social entrepreneurs" have discovered and implemented new ways of creating social and environmental value by serving the needs of poor, disadvantaged, and neglected communities. Examines the insights, aspirations, and impact of three leading social entrepreneurs, their organizations, and their efforts to correct a diverse array of classical market failures.

This note describes the metrics that are used to monitor sales-force efficiency and effectiveness. It addresses sales territories, sales potential, and territory changes, as well as forecasting and measuring results. Finally, the note reviews pipeline analysis and the sales funnel.

Poses challenges facing a firm that undertakes innovative social initiatives, initially in response to threats (land invasions, assaults) derived from the poverty of its immediate surroundings and a highly polarized social and political environment. C. A. Ron Santa Teresa (CARST) is one of Venezuela's oldest family-owned firms. Rum making is among Venezuela's best known industries, going back to colonial times. CARST is the world's fourth largest rum producer (1.3 million eight-liter boxes). Focuses on April 2004, when Alberto C. Vollmer, newly designated CEO and son of the largest shareholder, must persuade CARST's board of directors of the strategic implications of their social initiatives. Allows analysis of the evolution of these initiatives and their integration into the company strategy.

Provides a brief overview of the concept of bribery and the principal rationales prompting restrictions on such conduct. Also, reviews some of the most important U.S. and international laws prohibiting various forms of bribery.

Provides a brief overview of the Supreme Court of Delaware's opinion in the 1939 case of Guth v. Loft, a widely cited application of the "corporate opportunity doctrine." Explores the corporate law principles regulating when a corporate manager can or cannot take advantage of a business opportunity relating to the corporation's business, in light of the manager's fiduciary duties.

Designed to test understanding of basic theories of insider trading under U.S. law. Presents six scenarios based on actual situations in which insider trading was alleged to have violated U.S. law, as well as a seventh scenario that took place in Italy, permitting comparison of U.S. and European approaches to insider trading regulation.

Amagansett Funds has had a troubled history with its customer relationship management (CRM) system. Sales agents feel that they derive no value from it and that it is a "tax on their jobs." Amagansett is investigating whether CRM can be improved by making its data available wirelessly to Blackberry devices. These devices will also provide mobile phone and e-mail capability.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Highlights the potential value of customer data and the choices and challenges the firm faces when attempting to capture this value. Carnival collects a significant amount of individual-level behavioral and demographic customer data. Senior management must now decide how to leverage such a wealth of data to improve firm performance through customer targeting and acquisition, customer retention, and customer profitability strategies.

Andy Khubani, the CEO of Idea Village, a company that markets to consumers via direct-response TV ads, must decide whether to launch a campaign touting a hair removal product for women. Explains the direct-response industry and contrasts its methodology with traditional consumer goods marketing.

Supplements the (A) case.

Supplements the (A) case.

Investors and policymakers throughout the world were confronted with the risk of painful economic consequences arising from the large U.S. current account deficit. In 2007, the U.S. current account deficit was $731 billion, equivalent to 5.3% of GDP. The implications of the deficit were debated with intensity. At one extreme, it was argued that large deficits would eventually resolve themselves smoothly, even if they persisted for many more years. Former Federal Reserve Chairman Alan Greenspan was among those expecting a "benign resolution to the U.S. current account imbalance." Other analysts, such as economists at the World Bank, believed the large deficits raised the risk of a sharp and disorderly fall of the dollar and that necessary macroeconomic adjustment could be painful, for the United States as well as for the rest of the world. The Financial Times asked: "How long will foreigners be prepared to make such generous 'gifts' to the US?" In this environment, Berkshire Hathaway, run by legendary investor Warren Buffett, postulated that current account imbalances would lead to "some chaotic markets in which currency adjustments play a part" and announced to shareholders a plan to increase investment in overseas companies to protect against this risk. It remained to be seen what the short- and long-term implications of the current account deficit would ultimately yield.

There are two key principles in human capital strategy. One is that people are assets whose value can be enhanced through investment. The other is that an organization's human capital policies must be aligned to support the organization's shared vision. Excerpts from two GAO reports provide an excellent summary of the topic.

In 2003 a BCG survey found Rothschild Bank AG to be one of the most profitable private banks in the world. The bank's future, however, was surrounded by uncertainties related to new international regulations, increased competition as well as volatile financial markets. Rothschild bank's management was concerned to master these challenges and to assure that banks successful past will continue into the future. The task for students is to identify the key success drivers for Rothschild in the future.

The case is built on a unique and extensive dataset collected during many months of direct observation and interviews. The depth of this dataset allows the reader to analyze the myriad of perceptual factors on which collaboration and teamwork hinge.

In June 2003, General Motors Corp. (GM) successfully marketed the largest corporate debt offering in U.S. history, worth $17.6 billion. The offering included $13.6 billion worth of debt denominated in dollars, euros, and pounds and $4 billion dollars denominated in convertibles. GM announced that it would use the majority of these proceeds to shore up its heavily underfunded U.S.-defined pension plans. GM considered investing the entire contribution to its U.S. pension funds coming from the debt offering not in traditional investment grade bonds or stocks, but in a broad category GM called "alpha." GMAM believed this would help meet its new target annual return of 9%, reduce the probability of a negative return in any given year from 20% to 10%, and reduce the volatility of plan assets by 40%.

Spreadsheet Supplement for case 206001