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Supplements the (A) case.

Supplements the (A) case.

A successful five-generation family business group in India separates its ownership role from its operational management role to meet the needs of a more global economy. This includes hiring professional nonfamily business unit managers as well as including nonfamily directors on the corporate board.

Presents the options available for a successful transition of leadership from one generation to the next, based on a family's and company's unique history, structures, and players.

Supplements the (A) case.

A large family business in banking and ranching is shifting leadership to the next generation and has developed a protocol to select board members by consensus. However, when the selection occurs, it is not made in accordance with the protocol, and a third-generation family member questions why the selection rules were changed by second-generation members without input or vote. Highlights the growing pains of developing fair processes and guidelines for nominating and selecting board members, meeting family expectations, communicating with constituents, and encouraging active roles in governance at the cousin-stage of a family business.

Supplements the (A) case.

Addresses a new product launch into the emerging interactive television industry and the role of market research in shaping the strategic marketing plan. Illustrates the challenges of measuring and understanding probable consumer response and adoption behaviors given a technically innovative product offering. The competitive environment is dynamic, with competitors also poised to launch. But this company hopes to retain its first-mover advantage, which also gives it the burden of educating the right consumers quickly and driving rapid adoption.

Rockwell Automation's Allen-Bradley division was considering how to deal with the threat posed by national distributors in the maintenance, repair, and overhaul (MRO) business for its industrial automation products. National distributors were consolidating the MRO distribution channel, offering national account customers an integrated multichannel solution for their MRO needs. Allen-Bradley had traditionally served its customers through high-touch, high-value-added local distributors, but this channel was inadequate for the demands of large MRO customers. An effort by Allen-Bradley and other manufacturers to create an industry-wide electronic sourcing consortium called SourceAlliance.com had failed. Now the company had to choose between redesigning its traditional channel by creating a virtual network of local distributors, striking an alliance with a national distributor, or withdrawing from the MRO market. It had to contend with difficult channel conflict issues in choosing a channel strategy.

In 1992, Maureen Clarry and Kelly Gilmore quit their jobs to start CONNECT: The Knowledge Network, an Information Technology Consulting company. Maureen and Kelly did not take a salary for the first six months of operation, and expected to keep expenses down by working out of their homes. When both women became pregnant, they had to redefine their business model and find a suitable office space. They found an old Victorian house with a separate building to serve as an on-site daycare center and proceeded to create a family-friendly office environment. They focused their business strategy on building a network of consultant "partners" to provide data warehousing and information systems consulting to large companies in the Denver area. In 1998, as companies attempted to expand their workforce in an increasingly tight job market, CONNECT added permanent-placement to their temporary-placement services. This new service line required an increase in CONNECT's workforce, and within a year, CONNECT expanded from 8 to 20 employees. The economic downturn of 1999-2000 prompted CONNECT to refocus the business once again, forcing a layoff of some long-time staff as well as its recently hired recruiters. This case chronicles the process that Maureen and Kelly and the entire staff of CONNECT went through in making the difficult downsizing decisions.

Supplementary Material to Product # NA0119

Bakra Beverage is a two-party, nonscorable negotiation between a beverage manufacturer and a soft drink distributor over the terms of a potential distribution contract. BebsiCo is a multi-billion-dollar, multinational soft drink manufacturer interested in expanding its operations into the Middle Eastern country of Kumar. The distributor that was supposed to handle BebsiCo's new distribution campaign, Kabir Cola, decided suddenly last week to close its Kumari operations and focus on other Middle Eastern countries. BebsiCo is eager to sign a new distribution contract with the Kumar-based Bakra Beverage, a financially troubled but reputable soft drink distributor. Bakra wants this contract, which would put it back on the map, attract additional clients, and give the company confidence and certainty about its future. The simulation includes a range of possible criteria for determining the fee as well as numerous possibilities for value-creating options.

Bakra Beverage is a two-party, nonscorable negotiation between a beverage manufacturer and a soft drink distributor over the terms of a potential distribution contract. BebsiCo is a multibillion-dollar, multinational soft drink manufacturer interested in expanding its operations into the Middle Eastern country of Kumar. The distributor that was supposed to handle BebsiCo's new distribution campaign, Kabir Cola, decided suddenly last week to close its Kumari operations and focus on other Middle Eastern countries. BebsiCo is eager to sign a new distribution contract with the Kumar-based Bakra Beverage, a financially troubled but reputable soft drink distributor. Bakra wants this contract, which would put it back on the map, attract additional clients, and give the company confidence and certainty about its future. The simulation includes a range of possible criteria for determining the fee, as well as numerous possibilities for value-creating options.

Two-party or two-team, multi-issue, integrative/distributive negotiation between representatives of a new low-cost airline and a potential headquarters city over an incentives package and airport facilities. Fresh Air, a new low-cost airline, is looking for a headquarters city. It is negotiating with the city of Boston, its top choice for a headquarters location, over an incentive package and airport facilities. Fresh Air plans to build on the brand reputation of its parent airline, which stands for innovation, fun, unparalleled customer service, and empowered employees. It believes that a unique corporate culture and happy customers will allow it to charge lower prices, to fill its planes, and to run profitable operations. Boston seeks to reinvent itself as a center of American business after years of business decline. The opening of a low-cost carrier would be an important part of this effort. However, in these tight fiscal times, Boston is limited financially.

Two-party or two-team, multi-issue, integrative/distributive negotiation between representatives of a new low-cost airline and a potential headquarters city over an incentives package and airport facilities. Fresh Air, a new low-cost airline, is looking for a headquarters city. It is negotiating with the city of Boston, its top choice for a headquarters location, over an incentive package and airport facilities. Fresh Air plans to build on the brand reputation of its parent airline, which stands for innovation, fun, unparalleled customer service, and empowered employees. It believes that a unique corporate culture and happy customers will allow it to charge lower prices, to fill its planes, and to run profitable operations. Boston seeks to reinvent itself as a center of American business after years of business decline. The opening of a low-cost carrier would be an important part of this effort. However, in these tight fiscal times, Boston is limited financially.

Two-party or two-team, multi-issue, integrative/distributive negotiation between representatives of a new low-cost airline and a potential headquarters city over an incentives package and airport facilities. Fresh Air, a new low-cost airline, is looking for a headquarters city. It is negotiating with the city of Boston, its top choice for a headquarters location, over an incentive package and airport facilities. Fresh Air plans to build on the brand reputation of its parent airline, which stands for innovation, fun, unparalleled customer service, and empowered employees. It believes that a unique corporate culture and happy customers will allow it to charge lower prices, to fill its planes, and to run profitable operations. Boston seeks to reinvent itself as a center of American business after years of business decline. The opening of a low-cost carrier would be an important part of this effort. However, in these tight fiscal times, Boston is limited financially.

This case focuses on broad-gauge strategic positioning and implementation in the global financial services sector. Allianz AG, as summarized in the case, is a major German insurance company with its strongest footprint in the domestic property and casualty business, but also occupying market positions in life and health insurance, and in insurance-likes savings products such as variable and fixed annuities as well as reinsurance. This case focuses on strategic options facing management across clients, products and geographies at German, European and global levels.

The case series illustrates the decision-making process and the negotiation complexities of a leveraged buy-out proposal made by Italtel management to their holding company, Telecom Italia. In addition to Telecom Italia and Italtel's perspectives, the cases examine the point of view of the two perspective joint acquirers: Cisco Systems and Clayton Dubillier & Rice, a leading private equity investment house.

The case series illustrates the decision-making process and the negotiation complexities of a leveraged buy-out proposal made by Italtel management to their holding company, Telecom Italia. In addition to Telecom Italia and Italtel's perspectives, the cases examine the point of view of the two perspective joint acquirers: Cisco Systems and Clayton Dubillier & Rice, a leading private equity investment house.

The case series illustrates the decision-making process and the negotiation complexities of a leveraged buy-out proposal made by Italtel management to their holding company, Telecom Italia. In addition to Telecom Italia and Italtel's perspectives, the cases examine the point of view of the two perspective joint acquirers: Cisco Systems and Clayton Dubillier & Rice, a leading private equity investment house.