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This short technical note shows students how to use StatTools to complete a simple regression analysis.

Spreadsheet Supplement for case 205037

Covers the first international nonperforming loan securitization done in Korea. The CEO of KAMCO is trying to dispose of a portfolio of nonperforming commercial loans that the organization acquired from a number of banks. A group of investment bankers have proposed securitizing the loans and selling them to institutional investors. Securitization of loans (or any other type of assets) is not common in Korea, so the CEO must think through several factors as he decides whether to accept this proposal, the most important of which is the recovery price.

Examines the start-up process of a new, small high school inside the New York City public school system, with funding from the Bill and Melinda Gates Foundation. Covers the entrepreneurial process, the specific performance challenges in public high schools in the United States, and the quest for sustainability in a new enterprise. Also addresses the small high school movement in the United States.

By the end of 2002, Qwest Communications Inc., a major U.S. communications company, was reaching a precarious level of illiquidity in the face of huge debts. To reduce that debt, Qwest offered its institutional investors a chance to exchange some unsecured bonds for new senior-subordinated secured notes. But bondholders had no reliable data on Qwest's financials, and there is a two-day deadline for accepting Qwest's offer. See also the B case (UV3889).

By the end of 2002, Qwest Communications Inc., a major U.S. communications company, was reaching a precarious level of illiquidity in the face of huge debts. To reduce that debt, Qwest offered its institutional investors a chance to exchange some unsecured bonds for new senior-subordinated secured notes. But bondholders had no reliable data on Qwest's financials, and there is a two-day deadline for accepting Qwest's offer. See also the B case (UV3889).

Describes four disguised deals with different characteristics from the perspective of the acquirer. Asks students to compare, contrast, and rank the opportunities.

Distills the negotiation advice of more than a dozen general books on negotiation. Compares and contrasts specific prescriptions and organizes the books into five loose categories: win-win or mutual gains negotiation, negotiation analysis, relational negotiation, negotiation in context, and the school of hard knocks. An appendix provides a more extensive bibliography.

Explores the predicament Louis Vuitton Moet Hennessy (LVMH), one of the world's leading luxury products makers, faces with respect to brand management while expanding operations in China. LVMH, a $13 billion group of companies with operations across the world--1,500 retail stores in about 60 countries--had conquered the luxury goods market successfully in Europe, the United States, and some parts of Asia. In the early 1990s, LVMH decided to expand its operations in China and South Korea. A decade later, LVMH made its entry into India. In 2004, Asia accounted for about 40% of the sales of LVMH. LVMH is determined to capture the growing Asian market. However, it faces several challenges in its expansion plans in Asia; one of its major concerns is protecting its brand against dilution. Although China is a huge market, phony branding is endemic there. In addition, LVMH's expansion plans in Asia introduced the issue of private ownership vs. franchising with regard to the profitability of companies in the luxury goods industry.

In 2000, Xerox faces bankruptcy amid a liquidity crisis, collapsed profitability, and an expanding SEC investigation. Traces the career and leadership development of Anne Mulcahy, a former sales executive unexpectedly named COO of the beleaguered company as a last effort to turn Xerox around. Describes how Mulcahy assembles and motivates her team, frames her priorities, and fills her knowledge gaps in the face of critics doubtful of Xerox's ability to change. Raises questions in her mind about stakeholder priorities, employee motivation, difficult strategic trade-offs, and finding profitability while trying to avoid bankruptcy.

Supplements the (A) case.

Harvard Real Estate Services executives need to design the 2005 Graduate Student Housing Survey for maximum impact in anticipation of Harvard's long-term expansion project in Allston. Students are challenged to help executives in charge to (1) draw the lessons from their earlier survey experience: what survey data had most--or least--impact and why? and (2) imagine what survey data--accounting for the power and limits of survey research--could be most useful for the Allston initiative. Provides a complete template for survey research, while at the same time raises critical issues--technical issues as well as more managerial questions related to the proactive management of market research in organizations.

Mars Inc., one of the world's largest privately owned businesses, purchased over $4 billion of materials annually and was aware that many major firms were achieving savings of around 5% through the use of online procurement auctions. The vice-president for business solutions at Mars wondered whether it was possible to design an online auction to meet the special needs of Mars while enabling Mars to achieve the savings necessary to allow the company to prosper and grow in its highly competitive markets.

In 1996, Gillette acquired Duracell for $7.3 billion in stock. The purchase was met with optimism not only by Gillette's senior management and its highly visible director, Warren Buffet, but also Wall Street analysts. Highlights the numerous challenges that Gillette has encountered since the acquisition. Despite the initial enthusiasm, Duracell has proven to be a drain on Gillette's earnings and has cost Michael Hawley, James Kilt's predecessor as CEO, his job after only 18 months in the position--in large part for his inability to turn around the financial hemorrhaging at the Duracell division. The key strategy questions revolve around what can be done to turn around the battery business to help it achieve the potential for Gillette that everyone had assumed it possessed.

After successful litigation against tobacco companies, a handful of lawyers turned their attention to the fast food industry and its possible connection to obesity. McDonald's was a prime target. Details McDonald's response to the litigation and the question of its role in the rise of obesity in the United States. Study questions guide students in analyzing both the market and nonmarket strategies that McDonald's employed.

Supplements the (A) case.

An abstract is not available for this product.

Supplements the (A) case.

Jonathan King and Jim Stott, the founders of Stonewall Kitchen, started out in 1992 with a simple business selling jams and jellies at local farmers' markets. By 2004, they had grown the company into a $25 million organization with 250 employees. They expanded their range of services to include high-end specialty food manufacturing and wholesaling, as well as retailing through free-standing stores and catalogs. King, who serves as president and CEO, set an aggressive growth goal: to quadruple the business to $100 million within the next five years. Challenges students to consider product/market issues as well as organizational and cultural implications. Raises questions about the impact on the business and the founders of taking on new partners.

The general partners of Gobi Partners, a venture fund located in Shanghai, are trying to decide the best way to raise money for their first fund. Their strategy of investing in early-stage digital media companies in China was well-received by strategic investors--IBM and NTT DoCoMo are cornerstone investors in the fund--but classic institutional investors are wary of such a targeted approach, despite the team's successful track record with different private equity groups. Over a year after their first closing at $30 million, the limited partners are urging Gobi to raise the balance of its $100 million fund. But how, without either abandoning the strategy that has won them a measure of success in such a short time or bringing on more strategic investors with goals that might conflict with those currently in the fund?