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Focuses on AT&T's 2000 restructuring, in which the company broke itself into four units: business services, consumer services, broadband, and wireless. Examines the strategy of the company during this time: (1) to deliver information in any form (voice, video, data) over any distance to any place in the world; (2) its numerous acquisitions to implement its strategy; and, (3) the reasons underlying the breakup. Describes the benefits of restructuring and how the company planned to maintain relationships among the units through contractual arrangements.

Supplements the (A) case. A rewritten version of an earlier supplement.

Describes negotiation impasse between Time Warner, Inc. and The Walt Disney Co. over the retransmission of the ABC Network over Time Warner's cable systems. More broadly, the case depicts the shifting balance of power between content creators and distributors in the broadband era.

Supplements the (A) case.

&Samhoud, a small service management consulting firm in the Netherlands, grapples with the dilemma of firing its largest client while introducing Heskett's theory of the service profit chain.

Yvette Hyater-Adams, senior VP of CoreStates Bank, and CEO Terry Larsen reflect on their five-year mentor-protege relationship. They describe how building a relationship across both race and gender was challenging and ultimately highly rewarding. Their relationship develops in the context of a major culture change that Hyater-Adams and Larsen were leading the organization through. This case discusses the impact their relationship had on the organization and the change process.

In the summer of 1999, Adecco SA, one of the world's leading staffing companies, was in the midst of attempting to acquire the staffing operations of Olsten Corp., a U.S. firm. This case analyzes the economics of the staffing industry, basic valuation, cross-border issues including tax arbitrage, valuation of minority interest, and the importance of financial health in merger negotiations.

A very successful entrepreneur who has built a factoring business in Atlanta is trying to decide how to sell this business. The issues are how to value the company and the strategy of selling.

Among marketing mix variables, price alone directly affects a firm's revenue. The advent of a new medium for buyer-seller interaction, the Internet, is changing the issue of price for both customers and suppliers in an unprecedented way. On the one hand, there are Internet dynamics that flatten the customer value pyramid (defined by the value of the customer to the firm) because of technology that facilitates customer search, customer control over transactions, the provision of means by which the customer can make rather than take the price, a return to one-on-one negotiation, and commoditization of markets. Countervailing dynamics of the Internet enable the firm in some instances to differentiate pricing all the time, to create customer switching barriers, to "de-menu" pricing, to differentiate on other dimensions of the purchase decision, and to reduce transactions costs. A conceptual model is proposed for identifying Internet-based pricing dynamics and market forms according to the relative strengths of buyer and seller. These dynamics suggest that pricing decisions can be as creative as those made about the development of new products and services or advertising campaigns. Indeed, pricing may be the last frontier for marketing creativity. In the hands of the wise, the Internet might be the digital wagon that carries pricing pioneers to the edge of the digital frontier.

Discusses some of the fundamental issues of valuation in venture capital deals. Examines topics not necessarily limited to venture capital-backed companies, but that frequently surface in entrepreneurial companies that are financed either by venture capitalists or other private equity investors. Covers five sections: (1) introduces the so-called venture capital method, (2) examines the problem of determining the terminal value, (3) examines the treatment of risk, (4) examines how to determine the funding requirements and the ways of dealing with multiple financing rounds, and (5) discusses briefly the use of these methods in actual negotiations.

Spreadsheet supplement to case E95.

Presents three fictionalized but realistic situations in which a venture capitalist may find himself. One situation requires crisis intervention to quell a dispute between a vice president of sales and a CEO; another poses the problem of working out the composition of a board of directors; and the third examines the problem of dividing stock among founders.

China is one of the most popular investment destinations in the world. Throughout much of the 1990s, China accounted for 50% of foreign direct investment (FDI) going into developing countries, and between 1994 and 1997, China was the second-largest recipient of FDI in the world, after the United States. The recent agreements between China and the United States and the European Union over China's accession into the World Trade Organization (WTO) may increase China's already impressive FDI inflows significantly. This case examines the drivers of FDI flows into China and the lessons for other developing countries.

Supplements the (A) case.

Supplements the (A) case.

Introduces Grey Warner, the vice president of Merck's Latin America region, and his efforts to improve the organizational effectiveness of the region and to introduce a more global business culture and values. Discusses Merck's ethics and values, its Latin American organization, the change methodologies used, and the political and economic conditions in the region. The change methodologies included Myers Briggs personality type assessment, 360 degree feedback management evaluations, a new strategic planning process, and especially, organizational fitness profiling to discover and overcome barriers to achieving the strategic vision. Teaching Purpose: Allows students to examine the management of foreign operations--especially the management of change and the cultural implications thereof.

Supplements the (A) case.

Examines Merck's change effort in Brazil from the perspective of the local employees.

Examines Merck's change effort in Mexico from the perspective of the local employees.

Supplements the (A) case.