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Examines the investment decision of Cabot Brown and Bill Burgin, two venture capitalists, to finance Car Wash Partners (CWP). CWP intends to purchase automatic car washes around the country. Investment strategy and deal structuring are discussed.

An investment adviser for National Securities Inc. had just met with a potential new client. His task was to help the client develop an investment policy statement and to provide advice regarding an initial asset allocation consistent with the investment policy statement. This case allows students to assess an individual's investment objectives and constraints and to determine how these factors impact on the appropriate investment mix. This is the first in a series of three cases that focus on a variety of investment decisions. (See also 98N030 and 98N031.)

An investment adviser for National Securities Inc. was meeting with a new client. Since the client had not been an active investor in equities, she had many questions for the advisor, particularly related to the notion of market efficiency. In addition, she wanted to understand the importance of different investment styles, such as growth versus value. This case is the second in a series of three cases that focus on a variety of investment decisions. (See also 98N029 and 98N031.)

An investment adviser for National Securities Inc. was meeting again with a new client. He was recommending a number of stocks for consideration as part of her investment portfolio. The client wanted to understand what the expected return and risk implications were related to investing in some of the recommended stocks. This case allows students to examine return and risk measures for both individual securities as well as portfolios. Sharpe and Treynor performance measures are also examined. This case is the third in a series of three cases that focus on a variety of investment decisions. (See also 98N029 and 98N030.)

Describes a young Japanese telecommunications equipment and software company. The founder and president, Hatsuhiro Inoue, has just seen revenues double over the last two years and expects further rapid growth. The company currently has three product lines: telecommunications hardware, telecommunications software, and Internet software. The founder needs to raise capital and is considering an initial public offering as an alternative to a private placement. While the company could go public on the over-the-counter market in Tokyo, there is also the possibility of a public offering on the NASDAQ market. Describes characteristics and listing requirements of both stock markets.

ZEFER, a young Internet professional service firm, is considering its expansion options. Organic growth versus growth by acquisition is a central theme. The firm's financing strategy will be determined by its business strategy.

This case introduces Ricardo Semler, CEO of Brazil's Semco S.A., one of the world's most respected champions of organizational change. The case portrays the internal turmoil Semco faces as ownership is passed from father to son, and the company reaches the decline stage of its business cycle. The radically changing Brazilian economy serves as the backdrop and provides a compounded sense of environmental chaos as the company evolves from a culture based on paternalistic, command-oriented management to a highly democratic, participative management structure.

This case illustrates Mitsubishi Motors Manufacturing of America's (MMMA) responses to allegations of sexual harassment in 1996 at its Normal, Illinois, facility. The majority of the case focuses on major events that took place between 1992 and spring 1996, culminating in an Equal Employment Opportunity Commission (EEOC) investigation and class-action suit, which at the time was estimated to be the most expensive suit ever filed. The decision-maker in the case is Lynn Martin, former U. S. Secretary of Labor, who had been hired by Mitsubishi to help the organization take corrective action. Exhibits include a brief history on sexual harassment law and a description of the EEOC. This case works well with MBA and executive audiences to address how to restore credibility and reputation following a scandal. It also highlights the challenges that an outside consultant faces when hired to make policy recommendations aimed at image restoration.

One month after "going live" with a new information system, Rich-Con Steel is in crisis. The new system was intended to give the company basic visibility and control over its business processes, but instead, visibility and control appear to have evaporated. Marty Sawyer, Rich-Con's president, must decide what action to take.

The management of Neiman Marcus, a highly successful luxury goods retailer, is considering ways to grow the business and continue to return in excess of 15% on capital. Among the options on the table is a jewelry store concept called The Galleries.

Lisa Frankenberg, co-founder of the Prague Post, is faced with several business and professional decisions. The English-language paper she founded is under pressure from competition and a Czech Republic recession. She must decide how to return the paper to profitability. Similarly, Frankenberg must decide whether to come back to the United States to start a consulting job.

The last in a five-part series about Bell Atlantic Corp.'s technology-in-education partnership with the Union City, New Jersey school system. Reviews the various outcomes of the partnership called Project Explore, from the perspective of Bell Atlantic managers and students, teachers, parents, and administrators in the Union City school system. Also describes efforts to replicate or expand the project. Video 9-399-501 is a short version of the case series and may be used in conjunction with it.

It is argued that professionals pledge fiduciary responsibility towards their clients to minimize the occurrence of conflicts of interest, which are socially inefficient. Professional associations are formed to ensure that in their practices, professionals live by their professional pledges.

Jack Welch and the Corporate Executive Council of General Electric are faced with a decision about whether and how to implement a six-sigma quality-improvement effort in the context of many other initiatives already undertaken at GE in recent years.

Supplements the (A) case.

Supplements the (A) case.

Apax, a private equity firm, has an opportunity to invest in a travel-related print-materials distribution business in Germany. Infox is typical of many buyout opportunities. One of the founders seeks to exit the business, and recently hired managers will have to assume an increased level of responsibility. To make its investment decision, Apax has to value the company and secure debt financing. In this context Apax has to assess not only the growth opportunities for Infox but also whether remaining management is up to the job.

Supplements the (A) case.

Designed for use with "Room for Dessert" to show the changes between creating the initial business plans and starting to serve customers. Conforti and Moore have to both manage the business and deliver service to customers on a day-to-day basis in the initial location of what will, they hope, be a chain.

The fourth in a five-part series about Bell Atlantic Corp.'s technology-in-education partnership with the Union City, New Jersey school system. Describes Bell Atlantic's planning, implementing, supporting, and assessing elements of the partnership, with special attention to the issues involved in making the partnership succeed and meeting the technology objectives of both partners. Video 9-399-501 is a short version of the case series and may be used in conjunction with it.