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An abstract is not available for this product.

An abstract is not available for this product.

Describes the acquisition decision-making process employed at Polycom. Focuses on the potential acquisition of the firm's archrival, Picturetel, in mid-2001.

In the early 1990s, Enterprise Rent-A-Car was experiencing dramatic growth, but future CEO Andy Taylor grew concerned that the quality and consistency of customer service might become a victim of that growth. Under his direction, the company took the bold step of tying field managers' career advancement directly to their operations' customer satisfaction performance, as measured by a monthly customer survey, the Enterprise Service Quality index (ESQi). Many managers were skeptical at first. But after ESQi was firmly in place, the company's average score for "completely satisfied" customers began to climb--and has been climbing ever since, along with market share.

Open source software programs (OSS) such as Linux and Apache give any interested party access to the source code, leading to a distributed innovation model in which users actively participate in the product's development. Often free, OSS products are distributed under many public licenses, are more reliable, and provide greater flexibility and choice. On the other hand, OSS leads to a proliferation of versions and may appeal only to high-end users. The system leads to fascinating competitive and cooperative relationships among companies, between a company and a community, and among communities. How can managers choose?

In October 1998, VERITAS and Seagate's Network Storage and Management Group, which both sold data storage management software, agreed to merge. In terms of employee size and revenues, it was nearly a merger of equals. Until regulatory approval for the merger was granted from the government under the Hart-Scott-Rodino (HSR) Act, the two companies could share only public information, initially limiting due diligence. The companies received HSR approval on December 4, 1998. It had been clear from public information that the two companies offered different products, sold through different channels of distribution, and captured two different customer segments of the market. After all, these differences were regarded as complements and the major justification behind the merger. However, what was not so apparent until HSR approval was the clash in sales force cultures. Paul Sallaberry, an executive at pre-merger VERITAS, assumed the role of executive vice-president of worldwide sales and marketing after the merger. Sallaberry needed to design a sales force integration plan that would take the company to billions of dollars in sales within the next few years without sacrificing any short-term sales momentum. To do so, he had to resolve the issues at hand: culture clashes, disparate compensation structures, overlapping territories, and redundant management positions.

The Emprendedores Juveniles de Nicaragua (EJN, Nicaragua's Young Entrepreneurs) program was created in 1991 as an affiliate of Junior Achievement International (JAI). Since 1997, EJN developed a new approach to JAI's traditional model for young entrepreneurs' education by choosing youths at risk to participate in its programs. Although the new young entrepreneurs' model managed to get ongoing support from UNICEF, the traditional program, basically funded by private sector contributions, lost momentum and finally had no beneficiaries in 2000. In late 2002, the program's executive director had to find strong support for the traditional program and expected to keep or increase the number of beneficiaries in the new format. Provides information on the social programs developed by three private companies--Texaco, Pizza Hut, and Coca Cola--and their relationship with EJN.

Focuses on the current IT applications portfolio and plans for the world's second largest cruise line. An IT-intensive organization, it forces students to think through how IT resources should be allocated in this dynamic environment and what kind of management system is most appropriate.

An abstract is not available for this product.

Dan Schulman, the CEO of Virgin Mobile USA, must develop a pricing strategy for a new wireless phone service targeted toward consumers in their teens and twenties, many of whom are believed to have poor credit quality and uneven usage patterns. Contrary to conventional industry wisdom, Schulman is convinced that he can build a profitable business based on this underrepresented target segment. The key is pricing. Schulman is currently debating three pricing options: 1) adopting a pricing structure that is roughly equivalent to the major carriers, 2) adopting a similar pricing structure, but with actual prices below the major carriers, or 3) coming up with a radically different pricing structure. With respect to the third option, Schulman is considering various alternatives, including a reliance on prepaid (as opposed to post-paid) plans and the total elimination of contracts. Includes color exhibits.

Spreadsheet supplement for case 504-028.

Daimler-Benz AG, a large automobile manufacturer in Europe, and the Chrysler Corporation, one of the Big Three auto makers in North America, merged to create DaimlerChrysler. On the surface, everything seemed to be going as planned. In reality, all was not well. Organizational changes, conflicting information, and doubts about the future structure of the company resulted in the departure of numerous Chrysler employees, including many mid-level managers and engineers. While initially amalgamated into Daimler, the Chrysler Group ended up as one of three separate automotive divisions. In 2001, DaimlerChrysler recorded a $1.2 billion loss in operating profit (before one-time effects). Estimates for 2002 called for a break-even result, but the company was facing a $9 billion lawsuit filed by the 5th largest shareholder, who claimed that Daimler had deceived investors by touting the venture as a merger of equals.

This exercise requires students to enact an internal salary negotiation, taking on the roles of Cam Archer, a star employee, and Regan Kessel, a VP trying to attract the MBA into his department. The exercise presents a one-issue, distributive negotiation that challenges students to think about evaluating and developing best alternatives to a negotiated agreement (BATNA). It illustrates tactics for claiming value and introduces the use of decision trees for calculating reservation prices and the establishment of bargaining zones.

This exercise requires students to enact an internal salary negotiation, taking on the roles of Cam Archer, a star employee, and Regan Kessel, a VP trying to attract the MBA into his department. The exercise presents a one-issue, distributive negotiation that challenges students to think about evaluating and developing best alternatives to a negotiated agreement (BATNA). It illustrates tactics for claiming value and introduces the use of decision trees for calculating reservation prices and the establishment of bargaining zones.

This case tracks the events leading to the April 2003 industry settlement on equity research in financial services companies.

Eyeblaster management has to decide on the best course of action to sustain its momentum from enabling online rich media advertising. Pressure from competitors is forcing the company to re-evaluate its previous marketing strategy that focused primarily on getting advertising agencies to advocate use of Eyeblaster's rich media ad management product. Alternatively, more Eyeblaster sales effort, product improvements, and pricing incentives could be diverted to Web site publishers or even to advertisers. CEO Gal Trifon has to decide whether to give the green light to entering two new markets. Such a move would require the company to position itself somewhat differently in the marketplace and offer different pricing schemes. Includes color exhibits.

Compares and contrasts three different venture capital funds from the perspective of a potential investor. The first fund has a technology-enabled services preference, the second a Mid-Atlantic region preference, and the third a seed round preference. Students are asked to decide which fund (or combination of funds) would be the best investment and which fund would be the most attractive investor for entrepreneurs.

Supplements the (A) case.

Supplements the (A) case, 104023.

Minuto de Dios (MD) is a social service organization that uses alliances for the majority of its projects. Illustrates the creation, development, and full growth of a social enterprise like MD, the leadership of its founder, Eudist Father Rafael Garcia Herreros, and the several types of cross-sector collaborations developed by the organization over time. In its first 40 years, MD built more than 15,000 housing solutions in 17 Colombian cities and more than 40,000 houses in disaster relief projects.