個案總覽

Over the course of 12 months in 1997 and 1998, Egghead senior management decided to shut down its 180 brick-and-mortar retail stores and move to an electronic store. The case describes the evolution of that process, and the role of its CEO George Orban, and poses questions on the company's future viability.

Fola Adeola, the CEO of Nigeria's Guaranty Trust Bank and one of its founders in 1991, is considering what should be done to maintain the bank's original vision and vitality in the face of its rapid growth and success in the marketplace. Known for its high ethical standards, the bank is planning to expand inside and outside Nigeria. Among Adeola's concerns is what to do about employees' insistence on underpaying their personal income taxes--a practice he regards as inconsistent with the bank's mission of being a role model for society. A rewritten version of an earlier case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Volant brought innovation to the ski equipment industry in 1989 by developing a stainless steel ski. He claimed the skis could turn more easily, could hold an edge in icy conditions, and were more stable than aluminum or fiberglass skis. The company's "soft-flex" technology was patented, and soon word spread throughout the skiing community about the new high-performance ski. The company decided to offer a narrow product line. In 1995, Volant was unable to fulfill all its orders due to lingering manufacturing problems. A new operations manager came in and improved manufacturing yields, lowered costs significantly, and brought in a CAD/CAM system to streamline prototype design. The 1997 season was heralded by on-time delivery of promised shipments, and the company's reputation climbed. With the leader in the ski equipment industry capturing less than 25% of the market, Volant considered its strategy for competing in a fragmented market. In 1994, hourglass-shaped skis became a new trend, and Volant decided to make shaped skis exclusively. They also acquired the rights to a snowboard design at its manufacturing facility in Denver. Although Volant was the fourth best-selling supplier in the United States by 1998, it still was not a profitable company. It had to consider new growth strategies to become a leader in its industry and to yield a return for its investors.

To teach present value analysis.

Securicor Wireless (SWN) sold software products to wireless telephone carriers. The company was incorporated in January of 1995 as a 40%-owned subsidiary of Securicor Telesciences (STI), itself a wholly-owned subsidiary of British security giant Securicor PLC. Just over a year later, in February of 1996, SWN had the opportunity to merge with STI, creating a 70%-owned subsidiary of Securicor PLC and bringing it further under the umbrella of the British conglomerate. In presenting the events leading up to this decision, this case examines the dynamics of starting up a company with a large corporate investor, including the interplay between such a corporate partner and their traditional venture capitalist co-investors. Also touches on issues of corporate culture and differences in attitudes between U.S.-and U.K.-based companies/investors.

A synopsis of the writings of Edgar Schein, Modesto Maidique, and B.J. Zirger on what organizational culture is, where it comes from, how it can be changed, and how it inhibits change.

Jim Lee, president of Cimetrics (a young, fast growing, software start-up) is reevaluating his small company's geographically dispersed product development model. To take advantage of talented low-cost labor in Russia, the company has relied on two software engineering teams in Russia to develop its products. Bridging cultural differences between the Russian teams, their Toronto-based manager, and the company's Boston-based leadership has not been easy, however. After a Russian engineer (brought to Boston at Cimetrics' expense) asks to relocate back to Russia, Lee decides to reevaluate the situation.

Supplements the (A1) case.

Reviews Tektronix's implementation of an Enterprise Resource Planning (ERP) solution in all three of its global business divisions. This case tells the story of three implementations, each with its own character and requirements. Tektronix managers needed to synchronize the requirements of each division with the company's overall need to standardize business practices and its desire to adhere to a common business model across the enterprise. Details the difficulty of major business change in a mature business and technical environment.

Examines InterGen's breakthrough Quezon power project, located in the Philippines. Explores how InterGen evaluates and manages project risk through partner selection, the use of operating contracts, and project finance techniques.

Examines an innovative, village-based management program in Zimbabwe. While the program has been quite successful, executive director Steven Kasere is concerned about the future. The program has become quite controversial in the environmental community, and the U.S. Agency for International Development (USAID) support may be in peril.

In June 1998, Bain's compensation and policy committee meets to review candidates for elevation to partnership. The case presents the profiles of four candidates and ends with the promotion committee debating the merits of the candidates.

Spreadsheet supplement for case 699-043.

As part of its efforts to recover from hyperinflation and an oversized public sector, the government of Argentinaspecifically the province of Buenos Airesseeks to control costs and improve service in local government. To do so, the provincial government tries a bold strategy: it splits up three large suburban Buenos Aires municipalities into eight new, smaller, jurisdictions. This budgeting, financial management, and political strategy case focuses on the implementation of the move toward smaller, more local government, through the prism of the creation of one of the new municipalities: the town of Hurlingham. The case describes the nuts-and-bolts budget decisions which a transition team of officials must make how to structure the new government, how to increase tax receipts and the political decisions which its new mayor confronts. He must decide which parts of the new town will get service priority: high-voting wealthy districts where tax collection has been low, or poorer neighborhoods from which the new mayor drew key electoral support? This case allows both for rigorous budget analysis and assessment of budget-related political strategy. HKS Case Number 1493.0

As part of its efforts to recover from hyperinflation and an oversized public sector, the government of Argentinaspecifically the province of Buenos Airesseeks to control costs and improve service in local government. To do so, the provincial government tries a bold strategy: it splits up three large suburban Buenos Aires municipalities into eight new, smaller, jurisdictions. This budgeting, financial management, and political strategy case focuses on the implementation of the move toward smaller, more local government, through the prism of the creation of one of the new municipalities: the town of Hurlingham. The case describes the nuts-and-bolts budget decisions which a transition team of officials must make: how to structure the new government, how to increase tax receipts and the political decisions which its new mayor confronts. He must decide which parts of the new town will get service priority: high-voting wealthy districts where tax collection has been low, or poorer neighborhoods from which the new mayor drew key electoral support? This case allows both for rigorous budget analysis and assessment of budget-related political strategy. HKS Case Number 1493.1

Supplements the (A) case.

Supplements the (A) case.