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The Singapore Public Library system was transformed from being mediocre at best to world class using information technology, progressive human resources management, and marketing approaches unusual for governmental agencies.

Spreadsheet Supplement for case 200062

In February 2001, the CEO of a new technology start-up had to decide how to present his firm's value proposition to future clients, customers, and business partners. The technology allowed distribution of full-motion video clips of sports highlights to "third generation" (3G) mobile phones. The plan was to target sports enthusiasts initially in Europe along with mobile phone companies, sports leagues, and networks.

Describes a leading pharmaceutical company's approach to developing e-business capabilities throughout the organization. Highlights the company's decision to approach e-business on a more centralized manner.

Supplements the (A) case.

The top management team at India's leading home finance company must decide how to deal with the emergence of intense competition at the end of the 1990s. Having founded the industry and dominated it for nearly 20 years, the well-respected company faces a bevy of new entrants from the banking, mortgage finance, and insurance sectors. In particular, management must decide how to respond to an aggressive new competitor who has copied HDFC's processes, lured away some of its key staff, and whose misleading, but lawful, advertising of interest rates is drawing customers away from HDFC.

In June 2000, Novartis reorganized its pharmaceutical business to form global business units in oncology, transplantation, ophthalmology, and mature products. The remaining primary care products continued to be managed within global functions (e.g., R&D and marketing). The new organization created a matrix structure and new roles and responsibilities for heads of business functions, CEOs of new business units, and country managers operating in over 100 countries.

Spreadsheet Supplement for case 101030.

As the food industry becomes more sophisticated, and as genomics and other factors provide for quality control from the producers to the consumers in the food chain, the beef industry has been one of the last commodity systems to organize the vertical systems to satisfy consumers' needs for high-quality, consistently tender beef. The desire to also provide traceability has led Friona Industries to develop partnerships in the vertical chain to achieve these results with case-ready meat for supermarkets and consistent supplies for institutions such as McDonalds.

This case focuses on the strategic issues of an emerging dot-com in a rapidly emerging Internet nation-China. Alibaba, a bulletin board company based in Hangzhou, China, is trying to carve out a niche in the B-to-B e-commerce world. It also shows the speed and complexity of strategy evolution and the fascinating set of problems that a player in this new space must confront. Whether the company will ultimately survive or not is very much a question. The issues are surprisingly similar to those which confront companies in Western Europe and the United States.

The World Trade Organization and NAFTA are reviewing the sweetener system and governmental sugar programs and their impact on world trade. What position should Jose Pinto take, and how will this affect his company, Mexico, and the global sugar players?

By November 2000, Hewlett-Packard's Home Products Division (HPD) had been selling its Pavilion line of personal computers in Europe for almost five years. During that time, HPD had entered and exited Germany, struggled in France and the United Kingdom, and significantly reorganized its European operations twice. Some at HP felt that the European operation had become what HP should be. Others wondered why it had been so hard and whether the model of "operational excellence" adopted by HPD to compete in Europe was adequate for a very fast-changing market.

Supplements the (A) case.

Supplements the (A) case.

Describes the situation faced by Omnitel soon after launching its mobile telecommunication services in Italy in December 1995. Competing against the Italian monopoly, TIM, Omnitel had positioned its services to be better on the quality dimension. However, sales were significantly below expectations. In order to develop a new strategy, Omnitel conducted extensive marketing research. This research identified the varying needs of different customer segments. Omnitel now had to decide whether to attack a new segment with a new service plan, "LIBERO," to improve on past performance.

Describes the rationale behind the strategy and structure of Dell Computer Corp.'s VC arm, Dell Ventures. While Dell Ventures had a phenomenal year one, it faced a number of challenges including dealing with market risks, finding and retaining talent, maintaining focus, and gaining the attention of Wall Street.

Chronicles M. Douglas Ivester's 26-month term as chairman and CEO of The Coca-Cola Co., and how he navigated the company through a series of what some considered "small crises."

Describes Douglas Daft's first quarter as chairman and CEO of The Coca-Cola Co. Highlights actions taken to resolve issues that arose under M. Douglas Ivester's 26-month term.

Supplements the (A) case.

Smithfield has become the number-one pork producer and processor in the world--given all the changes in the global agribusiness industry. How does the company develop its future strategy? A rewritten version of an earlier case.