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GolfLogix has developed a small, GPS-based device to help golfers track their play. They must decide how best to distribute these devices: 1) sell them directly to golfers through traditional retail channels; 2) sell them to courses, which would then provide them to golfers as part of their greens fee or for a nominal rental charge; or 3) simultaneously sell them to both groups. Complicating the decision is the fact that GolfLogix has two devices it is trying to sell: a distance-only device, which tells golfers how far they are from the green, and a complete device that additionally allows golfers to track how far and how accurately they are hitting the ball with each club and how many putts they are taking on each hole. The distance-only device is easy to use and explain, whereas the complete device likely requires some support from the golf courses. Contains color exhibits.

Metro, a German wholesaler, sued Cartier, a French luxury retailer, to require Cartier to honor Cartier's guarantee on its watches that Metro sold, even though Metro is not part of Cartier's selective distribution network. Is such a network incompatible with the European Union Treaty?

Silhouette, an Austrian eyeglass frame manufacturer, sued Hartlauer, an Austrian retail discounter, for reselling Silhouette frames within the European Union (EU) that Hartlauer had purchased outside the EU. Does the EU follow the principle of exhaustion of trademarks?

Sell-side financial analysts are important to a firm because they affect both investor behavior and the firm's reputation in the business community. The effective implementation of strategy requires that the firm effectively communicate with these analysts regarding its strategy. Here, the focus is on the relationship that exists between companies and analysts, as well as its implications, from a communication strategy standpoint, for companies' investor relations activities.

Quality award-winning firms use seven key activities that dramatically improve the contribution of customer value and satisfaction (CVS) data. Although CVS as a management process cannot be reduced to just these seven keys, the goal here is to help firms focus on the most important applications and elements of CVS programs. A research study was undertaken to examine these leading-edge firms and find out how they apply their best practices: a customer-focused culture; executive support, persistence, and intensity; a set of customer listening tools; training, training, and more training; linking performance measures; identifying improvement opportunities; and evaluating and rewarding CVS performance.

Co-branding is an important strategy for the transition of brands. For multinational companies with global brands, it raises the chances of success in local markets. For local firms with strong brands, it secures their future through foreign investment and access to technology while maintaining consumer franchise and loyalty. In this review of co-branding and its relationship to consumer choice behavior, two case studies in the food industry lead to a set of guidelines for managers who want to use a co-branding strategy in brand transitions.

This case examines issues of asset control for Ben & Jerry's Homemade, Inc., in light of the outstanding takeover offers by Chartwell Investments, Dreyer's Grand, Unilever, and Meadowbrook Lane Capital in January 2000. The case provides a unique opportunity to discuss fundamental firm objectives and the implications of a nontraditional corporate orientation; it reviews the development of Ben & Jerry's strong social consciousness and the takeover-defense mechanisms that maintain management's control on company assets. Students, in the role of outside board members, are invited to review management's performance, estimate the economic cost of its social agenda, and evaluate the implications of takeover defense strategies. Ultimately, they must take a position on whether Ben & Jerry's should continue to independently pursue its social agenda or accept one of the attractive takeover offers and accept a shift toward greater profit orientation. The case requires relatively little prior finance knowledge, and is designed largely to provide a stimulating introduction to the principles of a traditional corporate finance curriculum.

This technical note explains in detail the investment evaluation techniques introduced in "Bonnie Road", HBS case no. 813-186.

In Egypt, Genzyme's humanitarian commitment to treat all sufferers of the rare Gaucher disease worldwide first confronts its commercial imperative to recoup the huge investment required to bring the drug Cerezyme to market. Here Tomye Tierney must decide how to balance the demands of the sales organization that faces saturating developed markets, but major growth opportunities in developing economies. They believe that as long as the Gaucher Initiative-Genzyme's partnership with Project Hope-is providing free Cerezyme, they will be unable to convince the Egyptian government to authorize reimbursement, which can run from $200,000 to $300,000 per patient annually. CEO Henri Termeer believes Genzyme can hold firm to both the humanitarian commitment and its strong patient-focused commercial objectives. But it is Tierney who is on the front line and negotiates the delicate agreement between Genzyme sales, Project Hope, and Egyptian authorities.

This case is reflection on the importance of acquiring presence of mind in negotiations. Using a variety of metaphors, the case explores different ways for negotiators to achieve this selfawareness. Athletes experience the phenomenon of "being in the zone," artists and writers speak of being "in flow," and practitioners of mediation strive for "mindfulness." These different experiences all provide insight for negotiators as they face complex interpersonal and contextual discussions. This case resents a vivid example of a firefighter facing an extreme situation--and using an enviable presence of mind to see it through.

The concept of exposure, or uncertainty that matters, is developed as the target of hedging. Then, how to hedge that exposure--in particular, how to use regression analysis to obtain a hedging ratio--is described. The note concludes with a discussion of hedging multiple uncertainties and how to use correlations in developing a hedging strategy.

MedCath is a horizontally integrated chain of heart hospitals that partners with local cardiologists. It claims that its focus leads to better and cheaper results than those of an everything-for-everybody general hospital. Community hospitals generally vehemently oppose their entry into a new area. What options does MedCath have?

The management team at Athleta is attempting to raise equity capital for the company in March 2002. Athleta is a catalog and online retailer of women's athletic clothing. The company has made substantial progress, with anticipated 2002 sales over $20 million, but has been undercapitalized. Given the decline in values in the capital market in early 2002, the company has limited prospects for raising capital on attractive terms.

Describes the background, process, and aftermath of the merger between Daimler-Benz of Germany and Chrysler Corp. of America. Describes the economic structure and trends of the world automobile industry at the turn of the century as well as the individual histories and strategies of the two firms. Further describes the process and key issues in the merger negotiations. Lastly, an extensive description of the post-merger integration plan, approach, and implementation is provided, along with an explanation of the merger's impact on the performance and strategy of the combined company.

This case has been used since 2004 in Darden's first-year Global Economies and Markets MBA course in the module on exchange regimes and financial crises. In the early 1990s, in response to massive foreign capital inflows, the Chilean government restricted the flow of capital into the country in order to achieve a competitive and stable exchange rate and to control inflation. By the late 1990s, with the onset of the financial crises in emerging-market economies, investors began to pull their capital out of Chile and other emerging markets indiscriminately. This sudden reversal of capital flows was threatening to ignite a balance-of-payments crisis in Chile. The government must decide what to do. This case also contains information on the development experience of Chile, in particular, on the legacy of General Augusto Pinochet and the economic policies of the "Chicago boys." This case may also be used with the B case, "Chile: A Jungle for the Latin American Tiger (B)" (UV0920), which gives an update on the policies of the Chilean central bank up to 1999 and discusses the debate on the economic consequences of the policies. A teaching note (UV0664) is available. An abridged version of this case exists: "Chile: A Jungle for the Latin American Tiger (Abridged)" (UV0921). It focuses on the economic problems Chile faced from the early 1990s.

In the early 1990s, in the context of massive foreign capital inflows, the Chilean government restricted the flow of capital into the country to achieve a competitive and stable exchange rate and to control inflation. By the late 1990s, with the onset of the financial crises in emerging-market economies, investors began to pull their capital out of Chile and other emerging markets indiscriminately. This sudden reversal of capital flows was threatening to ignite a balance-of-payments crisis in Chile. The government had to decide what to do. This B case gives an update to the events that unfolded in the A case ("Chile: A Changed Jungle for the Latin American Tiger (A)" [UV0863]) and abridged case ("Chile: A Changed Jungle for the Latin American Tiger (Abridged)" [UV0921]).

This case illustrates managerial dilemmas that might arise when a company's offices are located in different countries, with different cultural and social styles and practices. The case also highlights how one might deal with personnel issues when many factors--including leadership, employee well-being, and different cultural norms--all present problems.

Describes a small consulting business, Business Networks, led by Les Cunningham. The firm's primary product was the establishment of groups or "networks" of similar businesses and the facilitation of each network's biannual meetings. Owners of individual firms, called networkers, met to tackle each other's business problems and share solutions. The networks were formed of like-sized remodeling contractors that specialized in similar lines of business. Provides a description of one biannual meeting and perspective from network members on the pros and cons of the process of performance improvement.

Describes how a hotel and leisure company provides high-end service through its distinctive hotels and trains. Provides an opportunity to learn about the company's unusual quality practices and puts into doubt the unquestioned use of well-known practices, such as managing for consistency, offering incentives based on nonfinancial measures, and creating a unified message for a high-end brand. The main dilemma is whether the company should develop a loyalty program across its collection of hotels.

Siebel Systems is one of the fastest growing companies in America. Tom Siebel, the company's founder, has organized the business to accommodate growth and focus on the customer. Innovative information technology systems and clear accountability prove to be essential to this new approach to organization design. For example, a new employee must successfully pass an online test to demonstrate her understanding of Siebel's management systems and practices. This product can be used with the free Job Design Optimization Tool (JDOT), available at: hbsp.harvard.edu/jdot