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Spreadsheet Supplement for case 104053.

In 1997, the U.S. Treasury was deciding whether to proceed with a proposal to issue inflation-indexed bonds. This case explores the challenges facing innovation in the financial markets as the Treasury tries to determine whether to introduce Treasury Inflation-Protection Securities.

Describes some of the classic conflicts managers face in trying to live and work by their personal values and uses Hirschman's "exit, loyalty, and voice" framework to suggest ways for resolving these conflicts.

For a century, Tata Steel has provided a level of compassion that is unmatched in its sector or its country. But the onslaught of global competition and, crucially, global capital markets have sparked serious debate on the role, level and the sustainability of social spending at Tata Steel. In particular, a new emphasis on EVA risks upsetting the century-old commitment to CSR.

The set of three cases Online Music (A), (B) and (C) trace the tumultuous developments in the online media sector since the commercialization of the Internet. Heralded by Napster, Internet-based sharing programs revolutionized the consumption and sharing of music in the late 1990s. Music majors struggled to respond to the technology-driven changes around them. The case series traces the responses of players such as Apple, who introduced a new model in the music business, and ends with a discussion in Case (C) on the lessons for the movie sector from the experience of the music industry.

The set of three cases Online Music (A), (B) and (C) trace the tumultuous developments in the online media sector since the commercialization of the Internet. Heralded by Napster, Internet-based sharing programs revolutionized the consumption and sharing of music in the late 1990s. Music majors struggled to respond to the technology-driven changes around them. The case series traces the responses of players such as Apple, who introduced a new model in the music business, and ends with a discussion in Case (C) on the lessons for the movie sector from the experience of the music industry.

The set of three cases Online Music (A), (B) and (C) trace the tumultuous developments in the online media sector since the commercialization of the Internet. Heralded by Napster, Internet-based sharing programs revolutionized the consumption and sharing of music in the late 1990s. Music majors struggled to respond to the technology-driven changes around them. The case series traces the responses of players such as Apple, who introduced a new model in the music business, and ends with a discussion in Case (C) on the lessons for the movie sector from the experience of the music industry.

The case covers the use of partnerships by a business development group of Motorola to gain quick access to new, complementary technologies and highlights how Motorola manages collaborations with smaller, entrepreneurial firms. The case ends with questions about how Motorola will jockey for position in an ecosystem formed by its customer, BT. customer's ecosystem, which regrouped firms such as Vodafone, a mobile operator, and Ericsson and Alcatel, competitors in some of Motorola's markets.

Founded by Mr. Yuen Shu-Wah in 1982, Manfield Coatings Co. Ltd. was a niche player producing customized industrial coatings for various industrial products. A quality management system was first implemented at Manfield in 1996. By 1997, Manfield was certified for ISO 9001:1994. In the following years, Yuen continually pitched the company against audits and examinations through award applications, and Manfield continued to receive quality awards and certificates.

This case describes the dramatic rise and fall of Saatchi and Saatchi in the Advertising industry, based on their vision of scale, globalization and diversification, driven by an aggressive acquisition strategy. The (A) case, set in 1988, is a condensed version based on the earlier INSEAD case by Sumantra Ghoshal and Alice Aves (INSEAD, 1989).

The (B) case provides an update of the subsequent events leading to the downfall and further developments up to 2002, with WPP, led by the former S and S Finance Director, Martin Sorell, coming out as the winner in this global consolidation game.

Serves as a brief introduction to incentive design and implementation. The analysis first locates incentive strategy within the larger structure of organizations and markets and then helps to define the central components and difficulties of incentive design. Focuses on the principal difficulties in implementing incentive systems, including the tradeoff between objective and subjective performance metrics, how to design incentive systems in team environments, and the inherent problems with designing incentive systems in environments where workers are involved in multiple activities. A rewritten version of an earlier note.

Legal policy has a long history of protecting confidentiality of negotiations that are designed to produce settlement. However, within the past several decades there has been a significant push toward openness. Compelling arguments support confidentiality: It helps promote candid discussion when sensitive material is involved and may make settlements possible. On the other hand, ethical concern where public health and safety are involved has prompted some states to pass laws requiring the disclosure of settlement agreements or to revise their procedures governing confidentiality of discovery, protective orders, and sealing of litigation records. This case summarizes the legal and ethical debate. It identifies the major issues surrounding confidentiality in settlement negotiations and illustrates them with several examples.

This Wine Industry Note examines the wine industry as the basis for discussing how competitive advantage is created and how advantage can be lost when innovative strategies challenge the incumbent players. The wine industry in 2003 was in a state of transition. Historically, a plethora of products and fragmented international markets made it nearly impossible for a company to establish a dominant international position. In addition, because wine was an agricultural product and subject to the vagaries of the weather, reliability of supply was unpredictable. However, well-capitalized international winemakers were emphasizing global presence and brand recognition. The tremendous success New World producers had experienced in markets traditionally dominated by European winemakers was leading to increased emphasis on creating recognized brands, stable distribution arrangements, and focused advertising campaigns. Only time would tell if the wine industry remained one where terror and the mystery of the wine prevailed, or global brands displaced the local and regional winemakers.

Employees, officers, and directors of Texas Gulf Sulphur acquired or tipped off others to acquire common stock or options before and concurrent with the announcement of a major discovery of ore. The question is whether any of these acquisitions violated either federal securities law, state fiduciary law, or ethical standards.

Examines Mondavi Winery's struggle to communicate its value proposition to the market following an apparently successful IPO. The Mondavi Winery had a strong reputation for innovation in the wine industry and had undertaken an IPO to secure the funding needed to continue to build on this tradition. Although the IPO was an initial success, the stock price soon began to fall. Places students in the role of the company founder, Robert Mondavi, as he considers how to communicate the vision of his family's company to investors. Beyond the primary issue of developing a communication strategy, this case allows students to consider the demands for communication created by an IPO and the impact on the management of the company.

Spreadsheet Supplement for case 104056.

This case describes how the Boston archdiocese of the Roman Catholic Church handled allegations of clergy sexual abuse during the 1990s. In 2002, the archdiocese was confronted by public revelations of how the allegations were handled. Professional organizations first and foremost must protect the interests of those whom the profession serves. Professional organizations, however, also protect and further the interests of their members. The case also describes the Boston archdiocese's initial response to the storm of public criticism that followed the revelations.

In 2002, the Boston archdiocese of the Roman Catholic Church was confronted by public revelations of how allegations of clergy sexual abuse were handled by the archdiocese during the 1990s. This case describes how the Boston archdiocese addressed the issue over the next two years. It also describes the reverberations of the scandal nationwide, theories on the root causes of the problem, and emerging sentiment in church hierarchy and the laity. Professional organizations first and foremost must protect the interests of those whom the profession serves. Professional organizations, however, also protect and further the interests of their members.

This case explores how the public reputation of a profession evolves as its membership changes. The public reputation of a professional relies on its association's credibility for ensuring, through rigorous certification and self-regulation, that its members place client interests foremost. It demonstrates that if associations deviate from this objective and focus instead on the well-being of their members, the public goodwill of the profession suffers.