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Focuses on the recommendations and implementation strategy made by the organizational development group to address the division's problems. A rewritten version of an earlier case.

Supplements the (A) and (B) cases. Designed as an in-class handout. A rewritten version of an earlier supplement.

Depreciation policies at Delta Air Lines and Singapore Airlines are compared and contrasted against a summary of operating data from each airline. Questions focus attention on differing depreciation policies.

Discusses the net present value and internal rate of return methods for analyzing capital investments. Assumes prior knowledge of compound interest and present value methods.

The marketing director and finance director must set the price for an expensive yet competitive fabric. Recent price increases have not been matched by competitors, and market share has been lost. The case provides an opportunity to practice contribution analysis considering variable and fixed costs as reported in a typical cost report.

Common-size balance sheets and financial ratios are given for thirteen companies. Students must identify which company is in which of thirteen industries. Gives students practice in using financial ratios and exploring financial characteristics of companies and industries.

Spreadsheet Supplement for case 198005.

H.E. Butt Grocery Co. led the grocery industry in adopting many innovations, including category management, electronic data interchange, and continuous replenishment. They have also moved aggressively and profitably into newer applications such as Scanner-based payment and basket analysis.

The founder, president, and CEO of a leading software security company has just announced the $5.1 million cash acquisition of a key competitor. As a result, his company becomes the market share leader in Europe and number two in the United States. But now, he and the rest of the management team have to determine whether and how to integrate the worldwide marketing, sales, and distribution of the firm's two overlapping software security product lines.

Describes the contributions of strategic concepts in the business world, and how they came to be influenced by competitive thinking.

Describes the first major risk financing using catastrophe bonds. Provides a basis for discussing the securitization of insurance risks.

Numeric Investors manages equity portfolios with the use of a momentum model and a value model. The momentum model is based on earnings surprise and analysts' revisions of their earnings estimates. The firm offers long-short as well as long-only strategies, and its approach involves high portfolio turnover. Numeric has experienced rapid growth in assets under management, which has resulted in higher transaction costs. The firm has already closed many of its products to further investment, and needs to decide where to go next. The case provides a rich setting within which to discuss value investing, momentum investing, the efficiency of analysts' earnings estimates, stock market efficiency, long-short investing, transaction costs, the relationship between assets under management and performance, performance fees, and the business strategies of investment management firms.

Three brothers inherit a business in Egypt; the complications begin as each gets married, has a family, and becomes torn among different family interests. Now the third generation is appearing.

Spreadsheet Supplement for case 298007

Spreadsheet Supplement for case 298012

Senior functional officers (marketing, manufacturing, research & development, control, and human resources) clash over alternative ideas for turning around a business in decline. The general manager is faced not only with choosing between competing ideas, but also managing conflict and determining whether his consensus-oriented style is appropriate to the needs of the situation.

Documents the evolution of Best Buy, an electronics retailer, from its founding in 1966 to its very successful "Concept 2" strategy in 1996, boosting its sales ($7.2 billion) past industry #1 Circuit City. Its CEO Richard Schulze offers a new vision (Concept 3) to address the company's changed competitive and consumer environment. Reduced profitability in 1996, however, calls for creative adaptation of Concept 3.

Illustrates how a new management team at Medtronic's Cardiac Pacemaker business reversed a steep decline in market share by adopting certain management principles for new product development: clarifying strategy, aggregating project planning, accommodating the number of projects to match development capacity, and establishing a platform/derivative product architecture, and others. This case is useful in both MBA courses and executive programs.

Spreadsheet supplement for case 698-004.

Spreadsheet Supplement for case 198002