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The newly privatized Chilean telephone company, Compania de Telefonos de Chile (CTC) must raise substantial new funds externally in order to finance its expansion program. This task is complicated by Chile's small, illiquid capital markets and the skeptical view of Latin American borrowers held by investors outside of the region. CTC's chief financial officer must determine if listing American Depository Receipts (ADRs) on the New York Stock Exchange is a viable financing option for the company.

Spreadsheet supplement for case 693-013.

Spreadsheet Supplement for case 293015

A two-year bank employee is at a decision point in her career. She must assess whether or not the actions and recommendations of the Task Force on the Advancement of Women in the bank will be successful in managing change. Specifically, she is concerned with the glass ceiling - the barriers to the advancement of women - and the process used by the bank to eliminate the barriers. (A sequel to this case, The Bank of Montreal - The Task Force on the Advancement of Women in the Bank (B) is available.)

A project team manager faces the issues of managing employee's expectations and minimizing the resistance to change while implementing an automated Job Vacancy Notification System (JVNS) at the bank. The JVNS was proposed by the Task Force on the Advancement of Women to promote equal access to job information to all employees. This is a continuation of The Bank of Montreal - The Task Force on the Advancement of Women in the Bank (A).

Spreadsheet supplement to 193029.

Introduces and describes meaning and uses for financial ratios to assess profitability, activity, solvency and leverage, and returns to shareholders.

Introduces the accounting framework, basic financial statements, and eleven accounting concepts.

Describes the purpose, preparation, and uses of the statement of cash flows. Intended as an introduction to the statement. Illustrates and explains the differences and similarities between direct cash flow statements, indirect cash flow statements, and funds flow statements.

A two-party, integrative, negotiation exercise involving several pre-specified issues to be resolved. Each party is given a pre-specified scoring system in monetary units. Side payments, within limits are possible. Face-to-face negotiations take place with no restrictive time limit. The negotiation is between Riverside Lumber Co., who is allegedly polluting the Blue River, and the Department of Environmental Conservation.

One year after opening a gift shop, a young entrepreneur reviews his results. This exercise requires students to record the business transactions and necessary adjusting entries for the year, and prepare an income statement and balance sheet. This is an introductory transaction analysis case for an introductory finance course.

Laura Wollen, a group marketing director for ARPCO, Inc., must decide whether to recommend a high performance product manager for a choice position overseas. The supervisor overseas resists the hire because of the candidate's race and Wollen fears that insisting will set her candidate up for failure. On the other hand, she believes she is the best candidate and should not be denied the position.

Describes a new investment which is linked to an index of commmodity futures prices. Explores how the index is constructed, how commodity futures (as opposed to other futures and spot prices) behave, and what the portfolio impacts of such an investment might be.

Describes how commodity futures work, what products and exchanges are available, and who the players in the commodity markets are. Also presents a careful discussion of the pricing of futures in commodity markets, focusing on cost of carry and risk premium approaches, and explaining backwardation and contango markets.

Preparing a bank reconciliation given limited information. Difficult.

The corporate raiders of the 1980s have turned into corporate boardmembers of the 1990s. In this new role, the takeover experts are not plunderers, nor are they creating quick profit at the expense of companies' long-term health; rather, they are defying expectations and, in a number of important respects, successfully implementing the agenda of the gurus of good management. Setting the pace in this new arena is the leveraged buyout firm of Kohlberg Kravis Roberts & Co. KKR's partners hold board seats at nine different companies with $1 billion a year or more in sales. KKR is practicing a surprising amount of what might be regarded as a textbook version of sound management methods--including rigorously evaluating CEO performance, devising proper management incentives, and making budgets count.

Japan is organized in a fundamentally different way from the economies of the rest of the industrialized world. It is a nation girded by cartels and bound by keiretsu, or families of interrelated businesses, which would seem alien and even illegal in the United States. Pure cartels have great power over Japan's markets. Even political parties operate like cartels. U.S. businesses cannot merely wait for the Japanese to accept fair trade policies as determined by governments of the West. They must be alert for opportunities to join keiretsu, use U.S. political muscle, and exploit any openings in Japan's closely knit business network.

Europe's capitalist system may be better suited to meet the demands of a global economy than its American or Japanese counterparts. In the years ahead, every country must face the challenge of incorporating diverse groups under one roof and improving the quality of life for all. Here Europe's history gives its managers a decided advantage. Because their national markets are small, European companies have long been internationally oriented. And unlike their peers in the United States or Japan, European managers are accustomed to working within the bounds of an implicit social compact. A new generation of "Europreneurs," such as Edzard Reuter of Daimler-Benz and Percy Barnevik of ABB, has appeared to meet the challenges of emerging global markets.

While it is easy to recognize leadership in action, defining the essence of leadership is hard because it cannot be reduced to a set of personal attributes or particular activities. Intent on capturing the essence of leadership, Chan Kim and Renee Mauborgne turned to lessons that Kim had learned as a youth in the temples of Korea's Kyung Nam province. These lessons dealt with the qualities that define true leaders. Their points were made through stories, not through statistics or research. Thus they provided the inspiration for five parables of leadership.

Behind Nike's catchy slogans and flashy TV commercials is the vision of founder, chairman, and CEO Phil Knight. Knight has taken Nike from a small-time distributor of Japanese track shoes to the top of the athletic shoe and apparel market. He has transformed his technology company into a marketing company whose product is its most important marketing tool. Knight learned how to build brands and understand consumers, and then how to split those brands into sub-brands to help keep the company growing. That approach brought Nike to a broader range of consumers while preserving the customer base. To create an emotional tie with the consumer, Nike started advertising on TV. "Sports is at the heart of American culture," Knight says. "You can't explain much in 60 seconds, but when you show Michael Jordan, you don't have to. It's that simple."