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In the Second Edition of Portfolio Management for New Products, published and distributed by Perseus Books, Professors Cooper, Edgett, and Kleinschmidt (all of McMaster University) present a rigorous and practical approach to managing a company's product portfolio as you would a financial portfolio - by investing for maximum long-term growth. Numerous mini-cases illuminate key themes. This is a useful book for practitioners and educators alike. Chapter 3, "Portfolio Management Methods: Maximizing the Value of the Portfolio," is the first of three chapters that examine the methods that leading corporations employ to manage their new product project portfolios and allocate their R&D resources. Chapter 3 looks at approaches used to maximize the value of a portfolio.

In the Second Edition of Portfolio Management for New Products, published and distributed by Perseus Books, Professors Cooper, Edgett, and Kleinschmidt (all of McMaster University) present a rigorous and practical approach to managing a company's product portfolio as you would a financial portfolio - by investing for maximum long-term growth. Numerous mini-cases illuminate key themes. This is a useful book for practitioners and educators alike. Chapter 5, "Portfolio Management Methods: A Strong Link to Strategy," Used and Performance Results Achieved," is the third of three chapters that examine the methods that leading corporations employ to manage their new product portfolios and allocate their R&D resources. Chapter 5 looks at approaches used to develop a strong link to strategy; topics include: product and technology roadmaps; strategic buckets-a powerful top-down approach; an analysis of bottom-up approaches; and a top-down/bottom-up approach. The authors conclude with a brief discussion on "how much should we spend?"

In the Second Edition of Portfolio Management for New Products, published and distributed by Perseus Books, Professors Cooper, Edgett, and Kleinschmidt (all of McMaster University) present a rigorous and practical approach to managing a company's product portfolio as you would a financial portfolio - by investing for maximum long-term growth. Numerous mini-cases illuminate key themes. This is a useful book for practitioners and educators alike. Chapter 6, "Portfolio Management Methods Used and Performance Results Achieved," lowers the microscope on portfolio performance. The authors reveal the performance results achieved by each portfolio management method and how users rate the various methods.

In the Second Edition of Portfolio Management for New Products, published and distributed by Perseus Books, Professors Cooper, Edgett, and Kleinschmidt (all of McMaster University) present a rigorous and practical approach to managing a company's product portfolio as you would a financial portfolio - by investing for maximum long-term growth. Numerous mini-cases illuminate key themes. This is a useful book for practitioners and educators alike. Chapter 7, "Challenges and Unresolved Issues," examines the pitfalls, hurdles, and concerns that managers are addressing as they attempt to implement portfolio management.

In the Second Edition of Portfolio Management for New Products, published by Perseus Books, Professors Cooper, Edgett, and Kleinschmidt (all of McMaster University) present a rigorous and practical approach to managing a company's product portfolio as you would a financial portfolio - by investing for maximum long-term growth. Numerous mini-cases illuminate key themes. This is a useful book for practitioners and educators alike. In Chapter 8, "Data Integrity: Obtaining Reliable Information," the authors propose methods for improving estimates for such things as market and revenue forecasts, pricing, costing, and probabilities of success.

In the Second Edition of Portfolio Management for New Products, published by Perseus Books, Professors Cooper, Edgett, and Kleinschmidt (all of McMaster University) present a rigorous and practical approach to managing a company's product portfolio as you would a financial portfolio - by investing for maximum long-term growth. Numerous mini-cases illuminate key themes. This is a useful book for practitioners and educators alike. Chapter 9, "Making Strategic Allocations of Resources: Deployment," is the first of two chapters that present in detail the authors' model Portfolio Management Process. Among the topics: resource allocation across units; estimating resource requirements; and tools for dealing with uncertainty, including sensitivity analysis and Monte Carlo simulation.

In the Second Edition of Portfolio Management for New Products, published by Perseus Books, Professors Cooper, Edgett, and Kleinschmidt (all of McMaster University) present a rigorous and practical approach to managing a company's product portfolio as you would a financial portfolio - by investing for maximum long-term growth. Numerous mini-cases illuminate key themes. This is a useful book for practitioners and educators alike. Chapter 10, "Making Strategic Allocations of Resources: Deployment," is the second of two chapters that present in detail the authors' model Portfolio Management Process. The authors consider three drivers: strategy, gating, and portfolio reviews. They also present two alternative approaches to the process, and conclude by explaining an integrated decision system.

In the Second Edition of Portfolio Management for New Products, published by Perseus Books, Professors Cooper, Edgett, and Kleinschmidt (all of McMaster University) present a rigorous and practical approach to managing a company's product portfolio as you would a financial portfolio - by investing for maximum long-term growth. Numerous mini-cases illuminate key themes. This is a useful book for practitioners and educators alike. The last chapter of the book, Chapter 11, "Designing and Implementing the Portfolio Management Process," presents practical ideas for designing and implementing an effective Portfolio Management Process.

Provides an overview of some important aspects of the relational data models that underlie today's enterprise-level information technologies, such as enterprise resource planning and customer relationship management. Key concepts covered include relational data and integration. A stylized example is provided.

Traces the origin of Vialog Corp.--from its founding in 1996 through a roll-up of several independent teleconferencing companies in 1997 and its initial public offering (1999) and eventually to a potential merger or acquisition in June 2000. The company has grown rapidly and has the option of merging with an Internet company or another strategic partner, or selling to a European strategic partner.

Asset manager GMO underperforms the market during the 1996-2000 stock market bubble because of the focus on absolute risk. After suffering significant client withdrawals, performance again shines when the bubble collapses. Did they win the battle only to lose the war? This case reviews the quantitative investment process developed by the firm to manage assets and the philosophy behind the models and the firm. Now that performance has recovered, the partners contemplate why so much business was lost. Should they temper further bets to retain more business, or does the fiduciary duty to the client necessarily entail the risk that some clients will leave?

This case analyzes a complex ERP implementation that takes place in one of the leading companies in China. The issues are indistinguishable from those facing a U.S. organization.

Spreadsheet Supplement for case 202049.

On January 11, 2000, AOL and Time Warner announced their intention to merge, creating what AOL CEO Stephen Case and Time Warner CEO Gerald Levin called the 21st century's first fully integrated communications, media, and entertainment company. This case, prepared from public sources, enables in-depth analysis of the value of AOL Time Warner from the viewpoint of executives and analysts before their merger six months later.

In August 2001, Credit Suisse First Boston (CSFB), a major international investment bank, was removed from the foreign underwriting team that would handle a pending share offering for China Unicom Group Ltd., the second largest telecommunications company in the Chinese Mainland. Only two months earlier, CSFB was designated to deal with the U.S. portion of that offering. However, after the bank hosted overseas investment "road shows" attended by senior government officials from Taiwan (including the finance minister), it was officially dropped from the China Unicom underwriter list. The incident provoked criticism from governments in the United States and Taiwan and widespread activity in investment banking circles as several other banks dropped plans to host road shows for Taiwan.

Almost every call center strives to process inquiries and complaints quickly. But by stressing speed over service, centers usually end up annoying customers instead of helping them. Here's how to change that.

Although CEOs are cast as the bad guys when they lay off staff or move operations overseas, they are simply serving their masters--the shareholders. This article contends that giving primary concern to the interests of shareholders has become a form of entitlement.

In the 2000-2001 season, the men's basketball team at Boston College rebounded from last place to first--with essentially the same five starters. Coach Al Skinner discusses the two principles he used to turn his team around.

To thrive in a connected world, businesses need common standards. But industry consortia require collaboration from competitors, making these consortia difficult to set up and keep on track. Learn five practices that will help cross-industry groups succeed.

Anticipates an Australian innovation (not mentioned here) that Nobel's Explosives later considers. This is an abridged version of ICI--Nobel's Explosive Co. (IMD028), which considers the Australian innovation.