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Follows the career of Katie Burke, HBS MBA 1995. Offers the opportunity to discuss a variety of issues, including innovation, software development, entrepreneurship, new venture design, and career choices.

Supplements the (A) case.

On October 15, 1996, Virginia-based CSX and Pennsylvania-based Consolidated Rail (Conrail), the first and third largest railroads in the eastern United States, announced their intent to merge in a friendly deal worth $8.3 billion. This deal was part of an industry-wide trend toward consolidation and promised to change the competitive dynamics of the Eastern rail market. Students, as shareholders, must decide whether to tender shares into the front-end of a two-tiered acquisition offer. To make this decision, they must value Conrail as an acquisition target and understand the structure of CSX's offer.

Eight days after CSX announced it was going to buy Consolidated Rail (Conrail) for $88.65 per share, Norfolk Southern made a hostile $100 per share bid for Conrail. Over the next several months, the potential acquirers upped their bids while exchanging criticism in the popular press, prompting analysts to call this one of the nastiest takeover battles of the 1990s. The case is set in January 1997, just before Conrail shareholders are scheduled to vote on the proposed deal with CSX. It analyzes the trend toward consolidation in the U.S. railroad industry, the bidding war for Conrail, and the various provisions in Pennsylvania's anti-takeover laws, which restrict the market for corporate control. It also explores the strategic and financial implications of a bidding war and challenges the assumption that failure to acquire is a zero net present value endeavor. Finally, it examines the nature of and economic basis for regulating the market for corporate control.

In early 1997, Cephalon, awaited an FDA panel's decision on whether its drug, Myotrophin, would be approved. If the drug was approved, the firm might need substantial additional funds to commercialize as well as to buy back rights to it (which had been sold earlier to finance its development). The firm's CFO is considering a variety of financing strategies, including buying call options on the firm's own stock and paying for those options by issuing shares at the current time.

Spreadsheet Supplement for case 298116

The Computer Shoppe has five year's worth of customer information of past computer system purchasers in its database. While sales are good, the owner is wondering how he can use the customer information available to him to increase sales.

Classic Pen has diversified from its core blue and black pen business by introducing new specialized colors. But costs have risen and margins on blue and black pens are decreasing. The controller turns to activity-based costing (ABC) for an explanation.

Spreadsheet Supplement for case 198117

Supplements the (A) case.

Geffen Records faces new challenges due to emerging technologies, namely, streaming audio and CD-recordable drives. These technologies have the ability to reshape the foundation on which the music industry is founded. A rewritten version of an earlier case.

Discusses Amazon.com's newest and biggest challenge: The threat of Barnes & Noble's entrance into the on-line bookselling industry with its new site--barnesandnoble.com.

Describes how a credit derivative may be used to structure a profitable transaction between a bank and its client. Design and risk management issues are discussed in the context of this new class of derivative security.

Two entrepreneurs, Andrew Ive and Aldo DiBerlardino, are poised to launch their first product. The decisions they make will have a crucial impact on the future of their company.

Supplements the (A) case.

In 1992, Daizburo Shinoda, a senior R&D manager at NEC, has to deal with a succession issue regarding the leadership of NEC's R&D site in Princeton, N.J. In deciding whom to appoint as the next leader of NEC's most important R&D site abroad, Shinoda has to consider a number of factors: NEC's overall company strategy, the history of the Princeton site, and human resource constraints faced by NEC.

Presents the conclusions of a 1992 mail survey of Harvard MBAs who started their own businesses. Questions focused on 4 areas: 1) development of the business concept, 2) sales and marketing, 3) finance, and 4) building a staff. The entrepreneurs surveyed include 24 in consulting, 17 in professional services (most financial), and 46 in "traditional" ventures ranging from farming to manufacturing to long-distance phone service. Throughout, the survey responses are directly compared with those from an earlier study of 100 entrepreneurs drawn from the "Inc. 500" list of fast-growing new businesses. Despite differences in the education and capital resources of the two groups, they are shown to be remarkably similar. Includes 82 exhibits and concludes with a summary of "travel tips" for aspiring entrepreneurs. Points to skills, attitudes, and knowledge that will help students considering entrepreneurial careers. Also contains a wealth of data that can provide useful background information on virtually all the topics that a typical entrepreneurship course covers.

Guidant is a successful IPO start-up selling pacemakers and defibrillators. The case describes how managers install systems to balance innovation and control. Three parts of a shareholder value strategy are described. Controls include incentive systems, beliefs systems, and risk management systems.

How does a firm in a high-tech industry compete when both innovation and cost effectiveness are critical? T.J. Rodgers, founder and CEO of Cypress Semiconductor, has developed a unique human resources system that attempts to do both. Describes the elements of this system and raises a series of questions about how aligned the HR system is with the business strategy. Also illustrates the role of formal and social control (culture) in stimulating innovation and change.

Supplements the (A) case.