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The partner describes some of the problems and issues involved in selling and exporting dairy cattle to a middle-east country. He must decide whether or not to employ the services of a middleman in that country, a practice which is against the law of that country. The case describes John Roberts' decision on the issue in the Valley Farms International (A) case. This is the second in a series of cases, Valley Farms International (A) through Valley Farms International (F).

The partner continues to export cattle to a middle-eastern country but must decide whether to give in to the demands of an airline crew. They are demanding a cash payment as danger pay in order to take off with the load of cattle, however, this payment is outside the terms of the contract. This case is the third in a series of cases, Valley Farms International (A) through Valley Farms International (F).

Valley Farms International continues to export cattle to a middle-eastern country. This case describes some of the issues and problems associated with negotiating the contract, transportation and financing arrangements. The decision facing John Roberts in this case is whether to give in to the demands of an airline crew who are demanding a cash payment as danger pay in order to take off with the load of cattle. This payment is outside the terms of the contract. This case describes John Roberts' decision on the issue in Valley Farms International (C). This is the fourth in a series of cases, Valley Farms International (A) through Valley Farms International (F).

The partner continues to face and solve problems regarding the transportation of exported cattle. The cattle inspectors from the middle-eastern country have been called home and the cattle are on a ship at sea. The inspectors left, however, without signing all the necessary documents, however, the partner has their signatures on some blank forms. Should he use these in order to collect on the letter of credit? This is the fifth case in a series of cases, Valley Farms International (A) through Valley Farms International (F).

The partner continues to export cattle and to face and solve problems regarding transportation. The cattle inspectors from the middle-eastern country have been called home and the cattle are on a ship at sea. The inspectors left without signing all the necessary documents, however, he has their signatures on some blank forms. Should he use these in order to collect on the letter of credit? The case describes John Roberts' decision on the issue in Valley Farms International (E). This is the sixth in a series of cases, Valley Farms International (A) through Valley Farms International (F).

Lisa's Waterbed Emporium Inc. is a mini case requiring completion of an income statement, statement of retained earnings and a balance sheet. The case tests the students' knowledge of these three statements as well as the individual accounts.

The manager of human resources wonders what disciplinary actions he should recommend to the vice-president of human resources in a case of assault. He learns that a maintenance technician assaulted a fellow technician and the situation is complicated by the fact that the assailant is a mentally challenged employee. The conflict arose as the result of a misunderstanding. Subsequently, the assailant's actions stunned his co-workers as well as the human resources manager.

Focuses on the decision Intel's top management faces at the end of 1984 of whether to exit the DRAM (dynamic random access memory) business. Discusses the evolution of Intel's distinctive technological competencies and of the critical linkages between its corporate, technology, marketing, and manufacturing strategies. Examines the effect of apparent industry structural changes on the relative importance of different technological competencies and the linkages between corporate, technology, marketing, and manufacturing strategies. Intel was the first successful mover with DRAM products, yet it finds itself with an inconsequential market share at the end of 1984. While the organization still believes that DRAMs are critical both from market and technology viewpoints, DRAMs have actually played a minor role in Intel's product mix in the past five years. Logic products based on microprocessor technology have replaced memory products as Intel's core business. Leads to discussions about the implications of organizational beliefs on technology and manufacturing strategy and top management's role in evaluating those beliefs during changing times.

Presents common-sized financials for two companies, each of which is in a number of industries. The companies have different market niches, and students are asked to identify the companies from details provided. Also allows for financial comparisons among industries.

Veritas and Pulchra are neighboring countries with a long history of friendly, mutually beneficial relations. Recently, however, relations between the two countries have been strained due to a catastrophic industrial accident wherein a concentrated form of the Class M chemical pesticide DS-30 leaked from a chemical plant in Veritas near the Pulchran border, adversely affecting a large tract of Pulchran farmland. To comply with Pulchran regulations on Class M pesticides, a significant amount of Pulchran wheat had to be destroyed because of excessive exposure to DS-30. Compensation and emergency relief to affected Pulchran farmers are central issues in that country's upcoming elections, but the Pulchran National Legislature is unwilling to appropriate any money without first getting some commitment from Veritas to pay for the damage it caused. There are a wide range of standards that the two countries could use to determine the amount and nature of compensation. Because of significant political concerns, negotiators from each country's Foreign Ministry have been asked to meet and settle this case quickly.

Chronology of Events for PON611.

Confidential instructions for Pulchra, for PON611, "DS-30".

Confidential instructions for Veritas, for PON611, "DS-30".

Two-party negotiation between a developer and a city representative over the amount of money the developer will pay the city to defray costs associated with development. Manatee Townhomes, Inc., has proposed a residential development for a harbor island in Bay City. Before proceeding it must obtain the approval of Bay City's Department of Streets and Thoroughfares. Streets and Thoroughfares will grant approval only if Manatee agrees to pay a sum money in the form of a traffic impact exaction. In this exercise, the two groups meet to determine the amount of the exaction. Manatee wants a low exaction in order to keep its profits high; Streets and Thoroughfares wants a high exaction in order to minimize future tax levies. Neither side knows too much about the interests of the other side.

Two-party negotiation between a developer and a city representative over the amount of money the developer will pay the city to defray costs associated with development. Manatee Townhomes, Inc., has proposed a residential development for a harbor island in Bay City. Before proceeding it must obtain the approval of Bay City's Department of Streets and Thoroughfares. Streets and Thoroughfares will grant approval only if Manatee agrees to pay a sum money in the form of a traffic impact exaction. In this exercise, the two groups meet to determine the amount of the exaction. Manatee wants a low exaction in order to keep its profits high; Streets and Thoroughfares wants a high exaction in order to minimize future tax levies. Neither side knows too much about the interests of the other side.

Explores many of the issues that face rapidly growing venture-backed companies in high technology industries. Provides an opportunity for students to examine the issues involved in managing a cash flow crisis. Begins with the new MIPS CEO, Robert Miller, facing a number of serious problems. Overall, MIPS has been performing poorly. When Miller assumes his position, the company's cash account contains only $700,000 less than one month's funds. His cash problems are compounded by serious internal disagreement between the company's functional departments, which hold differing points of view regarding the direction the company should take both strategically and tactically. Provides a history of the company and its technology, beginning with its founding in 1983 based on a completely new technology that had been developed at Stanford University. Describes the goals of founding management and the company's subsequent difficulties in meeting these expectations. Students are asked to put themselves in the role of the CEO, examining what options they have and what process should they follow to reach a solution.

At the end of 1984 the Pabst Brewing Co. was the object of a takeover contest for the second time in three years. Nearly two years after a reorganization in early 1983 Pabst still suffered from low margins and high debt service costs. This case describes the takeover contests and asks students to analyze the position of S&P Co., one of the bidders. S&P had several choices including buying all of Pabst or buying part in a deal involving a third party. The decision requires students to estimate the value of Pabst to different bidders, and to consider both product market strategy and bidding strategy.

Spreadsheet Supplement for case 289031.

Presents basic framework for country analysis as used in Business, Government, and the International Economy course.

At a time of great changes in the corporate environment, Larry Yoshino, a design lab manager at Parsons Controls Corp., faces a delay in a costly defense project due to the inability of one of his subordinates to gain the cooperation of engineers at Parsons' manufacturing plant. The physical distance between the plants, different functions, and unequal power relations feed the conflict, forcing Yoshino to reexamine his role. The case promotes discussion of 1) friction between design and manufacturing, 2) managing self-managing professionals, and 3) changing behaviors to reflect new competitive situations.