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In 2002, Nomura, though long the market leader in Japan, lacked global presence and was beset at home by strengthened local competitors, Wall Street firms that were taking the best deals, outdated systems, controls, and staff skills. Was Nomura still a player to fear? Could it be?

The number of connecting passengers through Southwest Airlines' Baltimore station has grown 100% CAGR since 1997. Originally designed as a point-to-point network, this load of connecting passengers has been stressing Baltimore ground operations, resulting in an erosion of service quality and difficulties in achieving fast plane turnarounds--one of the key elements of Southwest's low-cost strategy. This case presents comparative data to illuminate the key elements of Southwest's operating strategy and provides detailed information about the activities and information flows required to turn around a plane, allowing for a meaningful analysis of the process--e.g., resource utilization, capacity, bottlenecks, and coordination mechanisms. A rewritten version of an earlier case.

Spreadsheet supplement for 602-156.

Supplements the case.

Set in 2002, this case looks at the potential for hybrid electric vehicles in the United States. Looks at the pressures on the automotive industry to produce a commercially viable, environmentally friendly vehicle and the consumer behavior surrounding purchase of those vehicles. Traces efforts over the years to produce electric vehicles, hybrid electric vehicles, and fuel-cell vehicles. Presents the questions of whether and why hybrid electric vehicles will succeed where other alternative-fuel vehicles have failed.

In March 2000, plans for the initial public offering of shares in PetroChina were proceeding on schedule, and institutional investors were evaluating the deal. PetroChina was China's largest oil and gas company and an attractive play on China's continued economic growth. The imminent listing on the Hong Kong and New York stock exchanges was designed to raise revenue and produce discipline for the firm. Disclosure policies and a new management compensation system with management rewards based on stock prices suggested a focus on investor interests. At the same time, the AFL-CIO drew attention both to corporate governance concerns with PetroChina and to human and labor rights issues linked to PetroChina's parent company. Was PetroChina an investment to avoid or a risk worth taking? Also raises broader questions about the roles of the state and the private sector.

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.

Discusses how Intel Corp. uses corporate venture capital to explore new technologies in new markets. Intel combines external investments with internal research and development.

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.

MasterCard must decide whether to renew the sponsorship of the World Cup and other soccer events in light of a 100% increase in the sponsorship fee and a strategic realignment by MasterCard. A rewritten version of an earlier case.

Through their competitive battle, Coca-Cola and PepsiCo have created a stable and highly profitable duopoly in the U.S. soft drink industry. As the domestic industry matured and the cola wars moved to international markets, Coke and Pepsi tried to redesign their competitive strategies as well as the vertical structure of their corporations. A rewritten version of an earlier case by Michael E. Porter and David B. Yoffie.