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Describes the dilemma Martin Kamarck faced as president of the Export-Import Bank in whether to provide U.S. companies financing for China's Three Gorges Dam project.

Supplements the (A) case.

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.

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."

In June 1999, Spain's former state-owned oil giant Repsol, acquired 97% of YPF, despite opposition from YPF management. The case describes the status of the two companies at the time of the acquisition and highlights concerns expressed by industry analysts on the deal.

Under the leadership of Nicholas Hayek, the Swatch Group, makers of the Swatch watch, is widely credited with revitalizing the Swiss watch industry by offering a consistent set of brands addressing all segments of the global watch market. New opportunities beyond the watch market have been explored recently (e.g., telecom, cars), but they did not live up to expectations. In October 1998, the Swatch Group launched Swatch Internet Time (SIT). SIT divided every day into 1,000 "beats" equivalent to 86.4 seconds each. Each day began with @000 (@ was the abbreviation for beats) and noon was @500. A new meridian line was created that passed over Swatch headquarters in Biel, Switzerland, making Biel Mean Time (BMT) the official reference for Internet time. Many questioned Swatch's motive behind SIT. Some believed that launching SIT was merely a way to reenergize the Swatch brand in markets such as the United States where sales and the Swatch image had been suffering. And others questioned whether the concept of SIT would catch on.

Supplements the case.

In July 1999, the Australian Wheat Board (AWB), a statutory national and international grain marketing organization, would become grower-owned. As a private corporation, the AWB would no longer receive government borrowing guarantees and would have to rely on its own capital base for investments. Along with a new structure, the AWB's wheat export monopoly was in jeopardy as domestic and international grain traders called for open competition. The case describes CEO Murray Roger's challenges in navigating the AWB into a new era.

Discusses the politics of change and how Brazilian President Fernando Henrique Cardoso, elected in 1994, has fought to promote systemic change in Brazil. While his Real Plan has stabilized inflation and attracted foreign investment, the nation's deficit continues to grow. Meanwhile Brazil continues to be plagued by gross social inequalities.

In 1994, just 10 years after its filmed entertainment division lost $33 million, Disney's animated creation "The Lion King" became the second highest grossing film ever. In addition to drawing $740 million in worldwide box office sales, its merchandise sales exceeded $1.5 billion. This case describes Disney CEO Michael Eisner's strategy in rebuilding the filmed entertainment division, the making of "The Lion King," and the design and execution of a mini-Lion King retail industry. Along with the movie's achievements, Disney was experiencing internal chaos.

In the late 1980s, Disney CEO Michael Eisner introduced a synergy group to the company's organizational structure. The synergy group was responsible for keeping all of Disney's divisions informed and updated on company projects and marketing strategies.

Three of Disney's animated films that followed "The Lion King"-"Pocahontas," "Toy Story," and "The Hunchback of Notre Dame"-were significantly less successful at the box office and in retail sales. Meanwhile, Disney was focusing on developing live-action blockbusters.

Supplements the (A) case.

Since its creation in 1964, executive search firm Egon Zehnder International (EZI) marketed its consultants as "generalists." As searches became more global and industry-specific in the 1990s, CEO Daniel Meiland decided the firm needed to offer specialized services. By 1995, industry-specific practice groups were incorporated into EZI's organizational structure. The case examines how practice groups might affect EZI's ability to maintain its "one firm" egalitarian philosophy. A rewritten version of an earlier case.

In 1994, Egon Zehnder faced stagnation in the U.S. market and needed to discuss plans for intiating growth. Due to market demand the firm was not forced to implement options contemplated in 1994 to initiate growth.