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Introduces the student to the recently developed concept of value-at-risk (VAR) in risk analysis. By working through a stylized example using spreadsheet tools, the student learns the conceptual framework of VAR and its implementation mechanics.

Presents the history and features of credit derivatives, a new class of securities. A stylized problem is also provided.

Provides an integrated framework for creating customer value and managing the firm profitably. Focuses on the use of product/service line management and effective customer service to achieve customer satisfaction and high profitability.

Discusses typical problems experienced by managers in conducting performance appraisal interviews. The underlying causes of these problems are analyzed and ideas are presented that might help managers overcome these problems. A rewritten version of an earlier note.

Introduces students to Peter Black's tactical approach toward building coalitions.

Emergency Vehicle Positioning, Inc. (EVPI) has developed a satellite-based tracking system that continuously updates and displays the location of every vehicle in its network. A recently signed contract presents new technical challenges that may make the normally installed system inadequate. While it is possible to augment the system so that it will definitely work, doing so would entail considerable cost. This case is a modified version of "Integrated Siting Systems, Inc." [UV0355]. The only difference is that the latter case provides all possible conditional probabilities, offering a slightly different introduction to Bayes Theorem. In this case, only the recent conditional probabilities are provided. Indeed, except for the name, date, final paragraph (which mentions the other probabilities), and the exhibit on conditional probabilities, the cases are identical. Therefore, the teaching note for the Integrated Siting Systems case [UV0356] is also appropriate for this case.

Offers a brief overview of economic thinking about the nature of money and about how the central bank can affect the economy through monetary policy.

Consumer products giant Procter & Gamble is faced with an urgent need to revitalize new-product innovation, given its recent focus on incremental product improvements and its aggressive growth goals. As part of this effort, the company's top executives form a small, autonomous, cross-functional Corporate New Ventures team led by a young former brand manager. Operating within a conducive work environment, the team invents a systematic approach to gathering information and producing creative ideas for radically new product categories.

This note presents a six-step model of leadership effectiveness: (1) clarifying who you are (personal values and mission), (2) clarifying what you want (strategic vision), (3) clarifying what others can contribute (participative leadership), (4) supporting others so they can contribute (organizational redesign), (5) relentlessness, and (6) monitoring and celebrating progress.

This note describes the world-class-performance model developed by Doug Newburg at the U.Va. Medical Center. Newburg's sample includes Olympic athletes, successful CEOs, world-famous musicians, and leading heart surgeons. The model also relates to the concept of "flow" and suggests an answer to the question, "What is the meaning of life?" The note is useful in courses on leadership, career management, and organizational behavior.

Describes the construction of the balance of payments and defines frequently used measures taken from the balance of payments.

A manager's ability to build profitable firms depends upon the business environment within which firms interact. This note presents a framework to help understand, anticipate, and perhaps foster changes in the business environment. Describes building a picture of the business environment as country analysis. The country analysis framework has three interdependent components of strategy, context, and performance. Focuses on identifying and evaluating the national and international context. In particular, clarifies the role state actors, nonfirm organizations, and "rules of the game" can play in firm decision making.

The marketing director of Oscar Mayer faces a series of strategic marketing options regarding established and new products, including budget and capacity allocation decisions.

The DSL de Mexico case series consists of four cases (one primary case and three one- page case extensions) which focus on the ethical dilemmas managers often face in international business. DSL is a $200 million, US-based shipping company, which is relatively new to Mexico. The DSL (A) case documents the history of DSL in Mexico; reviews industry conditions and provides background on the devaluation of the Mexican peso. The case focuses on Lane Cook, the 28 year old General Manager of DSL de Mexico, as he contemplates how to respond to a questionable request by a potential customer. The accompanying DSL de Mexico (B) and (C) cases present a series of follow-up ethical dilemmas for Cook to address. The (D) case can be handed out at the end of the class period as an up-date. The entire case series should fill a 90-minute class.

This series of cases (see also the B [UVA-E-0108], C [UVA-E-0109], D [UVA-E-0110], and E [UVA-E-0147] cases) takes students through five design-and-manufacturing decisions confronting Albin Kalin, managing director of Rohner Textil AG, a textiles manufacturer in northeastern Switzerland. Faced with community pressure to use quieter machinery and challenged by increasingly stricter environmental regulations, Kalin has committed himself to improving the ecological profile of the mill. He has adopted a set of rule-based design imperatives proposed by William McDonough based on McDonough's concept "waste equals food." Given these strict environmental parameters, Kalin attempts to design and manufacture a compostable fabric for DesignTex, a division of the U.S. company Steelcase. The A case examines Kalin's choice of a twisting-yarn supplier: the two alternatives pose significant differences in product quality, reliability, and performance.

Supplement for case UV1821

Moral theories provide us with reasonable criteria for making moral judgments and evaluating decisions and actions. There is, however, one difficulty with approaching moral reasoning strictly from a "moral-theories" approach: Despite their knowledge of ethical theories, intelligent, reasonable people make moral mistakes. These mistakes cannot be attributed solely to ignorance or insensitivity or even merely to weakness of character, but rather to a paucity of moral imagination. Moral judgments involve a delicate balance of context, evaluation, projection of moral standards, and imagination. The linchpin of this process is a highly developed moral imagination that perceives the nuances of a situation, challenges the framework or scheme in which the event is embedded, and imagines how it might be different.

In July 1996, Jim Gulkin, managing director and founder of Bangkok-based Siam Canadian Foods Co. Ltd., was considering the emerging business opportunities in neighboring Burma (also known as Myanmar). Although relatively undeveloped compared to the rest of Southeast Asia, Burma had been experiencing increasing levels of foreign investment activity in recent years. Gulkin, who had considered entering Burma in the past but declined, needed to determine whether the time was now appropriate for him to enter the market.

Supplements the (A) case.

Introduces the concept of fiscal policy.