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A six-step technique for solving business problems is presented: stating the problem, developing a framework for analysis, identifying key issues, performing analysis, drawing conclusions, and making recommendations. Intended to be used with a case or cases that highlight the use of these tools.

In the mid-1980s, the Holland Sweetener Co. (HSC) was facing the decision whether to enter the European and Canadian aspartame markets, following the ending of NutraSweet's patents there. A major question facing HSC was whether NutraSweet would respond to entry in an accommodating, or an aggresive, manner. Thus, NutraSweet might initiate a price war in Europe or Canada as a warning to anyone considering entry into the U.S. market, once its patent expired there in 1992. On the other hand, such a response might simply be viewed as "water under the bridge" by the time the U.S. market opened up. In that case, NutraSweet might do better opting for a live-and-let-live approach in Europe and Canada. Given the uncertainty surrounding NutraSweet's reaction, HSC had to make its entry decision in a fog. This case explores some aspects of the game between a company that is established in a number of markets and companies that seek to enter those markets.

In 1991, Bill George, CEO of Medtronic, the world's largest manufacturer of pacemakers, was evaluating his strategic options in light of the changing economic environment. In the United States, Europe, and Japan, governments were considering regulatory changes to reduce health care expenditures, including reduction in pacemaker prices. The case outlines Medtronics development of the cardiac pacemaker and its diversified businesses. It then examines Medtronic's pacemaker operations and the changing health care environment in the United States, Europe, and Japan.

Discusses FCB and Publicis, partners in a global advertising agency alliance, working together with their clients to provide excellent service. May be used with FCB and Publicis (A): Forming the Alliance and (C): The German-Led Network.

Supplements the (B1) case.

Describes the legal and institutional framework by which troubled companies are dealt with in the United States, United Kingdom, Japan, Germany, and France. Deals with both out-of-court and in-court restructuring. Provides perspective on how approaches for dealing with troubled companies in certain foreign countries vary from U.S. practice. Particularly useful as a companion to cases on foreign companies that undergo restructuring.

Relates the expert system's pilot phase of implementation.

The finance director of the Texas High-Speed Rail Corp. (THSRC) is considering modifications to the financing program designed to support the development, construction, and operations of THSRC's planned high-speed rail system. The current plan achieves many objectives, including raising $6.5 billion from private sources, but a few problems remain to be addressed. These include temporary overfunding, unutilized tax losses, and certain important contingencies. Designed to highlight the shortcomings of simple valuation tools in a static analysis when applied to a dynamic project. The class discussion should isolate specific analytical issues, which may then be addressed in subsequent class sessions.

Spreadsheet Supplement for case 293072

Information is a critical resource in the information economy and Information Technology (IT) enables information to be managed as a strategic resource. However, IT is extremely complex and fast-changing. As a result, the general manager cannot leave IT decisions strictly to IT technologists and cannot hope to be technically competent to make the "right" IT decisions for the firm. This dilemma is resolved by the construction of an "IT architecture"--the bridge between strategy and technology.

Mark Ain is the founder and manager of Kronos, which has grown to a $33 million dollar company in 13 years. The case focuses on Ain's rrole in the company. Presents data from a personality assessment of Ain and his senior management team as input to this decision. .

Provides a follow-up to Kronos (A). Describes Mark Ain's resolution of the issues, and his perspectives on the rationale for his choices.

Supplements the case.

The marketing director of Warner-Lambert's Irish subsidiary is completing the marketing plan for the launch of Niconil, a transdermal skin patch to facilitate smoking cessation.

A new company producing computer games must begin to capitalize computer software development cost. To do so requires a cost accounting system, decisions about which costs to capitalize, and how to match costs to future revenues. Teaches accounting standards for computer software development costs.

Allied, Benevolent, and Caring Services are three nonprofit social service providers competing for state social service funding. The state funding agency has decided to increase its annual budget but will provide additional funds only to a consortium of two or more providers. Each provider must decide whether to cooperate with the other providers in order to pursue state funds, and if so, how these funds should be divided among the cooperating providers.

Spreadsheet Supplement for case 293093

The setting is a food manufacturing company that has stumbled in terms of its historic growth and profit achievements. In trying to recapture its momentum, the president has used information technology as one element in his program of transition. The case focuses on the strategic problem and setting, the use of information technology for organizational change, and the associated implementation problems.

Describes the "adjusted present value" (APV) approach to discounted cash flow analysis. Much of the note is devoted to a critical comparison of APV and an approach based on the wrighted average cost of capital (WACC). Argues that APV is usually, if not always, simpler, more accurate, and/or more informative than using the WACC. Designed to be distributed in conjunction with a case on valuation and captial budgeting. Assumes students are familiar with the WACC but not with APV.

Documents a pricing anomaly in the large and liquid treasury bond market. The prices of callable treasury bonds seem to be inconsistent with the prices of noncallable treasuries and an arbitrage opportunity appears to exist. Permits instructors to introduce the treasury market, the concept of creating synthetic instruments, principles of arbitrage, and institutional frictions in the bond markets.