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In 1987, Komatsu Ltd., looking to expand its presence in the U.S. earth-moving equipment (EME) industry, enters into a 50-50 joint venture with Dresser. The management of the Komatsu Dresser joint venture faces difficulty in bringing the two halves together. The rift between the dealership networks of the two parent companies reflects dissension within the organization. Even as management is trying to come to grips with the internal problems, the industry confronts a severe recession. A rewritten version of earlier cases.

Examines various approaches to measuring mutual fund performance. The approaches include the use of risk exposure and the Sharpe Ratio, as well as the Morningstar star system for rating mutual funds. Applies the approaches to a variety of mutual funds to demonstrate the effect of using different metrics to measure fund performance.

Morningstar, Inc., a publisher of information for mutual fund investors, is considering alternative strategies for broadening its subscriber base and increasing its revenues. Potential strategies include tailoring information for the defined contribution pension fund marketplace, and licensing Morningstar's performance ratings to fund complexes. This case provides a setting in which to discuss the U.S. mutual fund industry, with particular focus on mutual fund performance measurement and the information needs of consumers of mutual funds.

TSAT A/S is a small, global satellite communications manufacturer based in Oslo, Norway. The company is a niche player, specializing in VSAT (very small aperture terminal) satellite networks for mostly SCADA (supervisory control and data acquisition) applications. The case is written from the perspective of the marketing manager for Southern Europe and Latin America. The company is looking to expand into Latin America--the second fastest growing market in the world for VSAT applications. The marketing manager has identified three possible means by which to do so, and must decide which option is best. This case is useful for introducing satellite communications technology and for discussing channel choices and the diffusion of technological products. As such, it is best suited for undergraduate and graduate courses in data or telecommunications and marketing strategy.

Presents a call to manage the sales force actively in today's intensely competitive world. Suggests five steps that are necessary to make the sales force effective, beginning with clear specification of the sales task to be achieved.

British Petroleum (BP) had very profitable years in 1996 and l997. However, CEO John Browne knew that BP could not rest on its laurels. In Browne's view, the company's ability to compete was based on the extent to which it could foster learning across units.

Diagnose the economic situation, evaluate the available options, and recommend a course of action.

An inventor must prepare financial statements to obtain financing for the commercial use of his invention.

The owner of a gas station must prepare financial statements.

Executives at this Internet-based company evaluate the results of a pricing survey to decide what changes to make, if any, to the annual fee charged for the company's junk mail elimination services. Founded in 1996, Adios Junk Mail provides comprehensive elimination of unwanted direct-marketing solicitations. Clients select what types of direct marketing they want stopped. Once a month, the company generates a list of customers and their elimination preferences. It then mails the list to direct-mail companies, telemarketers, and database companies, requesting that the customers' names be suppressed.

This case examines the economics of a municipality, and then explores its financial position from the perspective of a bond rating firm.

Describes the merchandising decision process (organization, structure, and incentives) at Nine West retail stores, a large footwear retailer in the United States. Also describes changes currently occurring at Nine West and thus provides a context in which students can recommend changes to the merchandising process and the structure of the merchandising organization. To explain how merchandising decisions are made at a fashion retailer and to explore how changes in the environment will impact the merchandising organization.

Is ethical negotiating not only "the right thing to do," but also effective in achieving desired outcomes? Various ethical criteria (the Golden Rule, Universalism, Utilitarianism, Distributive Justice) are used to evaluate ten commonly used negotiation tactics (lies, puffery, deception, weakening the opponent, strengthening one's own position, nondisclosure, information exploitation, change of mind, distraction, and maximization). Some negotiating ploys are unqualifiedly unethical; some are inherently ethical; some are contingently ethical. Unethical bargaining can reap onetime benefits, but in the long run it damages relationships, sullies reputations, and actually closes the door on many potentially fruitful transactions.

Presents a survey discussion of retailing and current issues. Examines the impact of changing consumer attitudes on the industry and outlines the industry's response: consolidation, adoption of technology, use of brands and private labels, and changing relationships with vendors.

Presents an overview of managed care. Describes the relationship between provider and insurance companies, examines the implications for consumers, and discusses financial arrangements and operational characteristics commonly observed in the industry. Also provides a background to other HBS health care cases.

Chung Yong, president of Samsung China Headquarters (SCH), was considering a recent meeting with the SCH marketing director responsible for developing a marketing strategy for the entire China market. The topic at the meeting was the marketing strategy for color TV, which had been chosen as the flagship product for the China market. Samsung had to decide whether it should focus on the low- or high-end market segment (or both), and whether to import or produce locally.

A stop-action simulation case takes participants through the process whereby four people (three young entrepreneurs and an investor) take a machine vision company from start-up to acquisition by a major publicly-traded company. Over several years, they have to reconcile their differing priorities and objectives in order to negotiate the terms of a number of rounds of additional capital infusion and new partners and deal with the stresses this creates in their relationship.

Describes the financing history of Teleswitch, a maker of small digital telephone switches for the wireless/cellular industry. As the case ends, Teleswitch is revisiting its selection of an investment banker for its hoped-for IPO. A rewritten version of an earlier case.

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

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