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Differences of opinion continue between Caliterra and Mondavi's marketing team. Caliterra's managers believed that Americans simply did not understand the difference between images of Chile and other Latin American countries. From their perspective, communications developed in California did not conform to the Caliterra vision, to be the quality and image leader in the super premium Chilean wine category. This case is a supplement to Robert Mondavi Corporation: Caliterra (A), case number 9A99C004.

Supplements the (A) case.

Supplements the (A) case.

The managing director's approach to team based selling, was not being received as well as he expected. It seemed that top executives, members of his Management Operating Committee, were suggesting stopping his changes before they got out of hand. He found himself starting to have doubts about what he was doing.

In 1998, Chile remained a country divided. Despite the revelations made by human rights investigations, 20 per cent of Chileans were still staunch supporters of Pinochet, and ideological extremes continued to dominate the political landscape, even among the young. Although many Chileans lived under a reign of terror, many more welcomed the social and economic changes implemented under military rule. Chilean society became polarized because of differences in opinion regarding the dictatorship.

Ellen Moore, a systems consultant, was sent to Korea to manage a project involving a team of North American and Korean consultants representing a joint venture between a major Korean conglomerate and a significant North American information technology company. The Americans were to be involved for the first seven months in order to transfer expertise and knowledge to the South Koreans, who had little experience in this area. Ellen's superior had played an integral part in securing the contract in Korea due to his depth of knowledge on the subject. He chose Ellen to be the key North American project manager because she had significant project management skills and impressive international experience. Upon Ellen's arrival, she discovered that the Korean consultants were far less skilled than she had expected. In addition, Ellen had understood that she and the Korean manager were to be co-managers, but immediately tensions arose regarding who was giving direction to the team, and the scope of the project. Tensions escalated until it was clear that the project was behind schedule and the Koreans were not taking direction from Ellen. The Koreans insisted that Ellen was the problem. Ellen’s superior disagreed; he and Ellen needed to decide how to proceed. The challenge was to balance strategic goals with individual action.

Ellen Moore, a systems consultant, was sent to Korea to manage a project involving a team of three North American and five Korean consultants representing a joint venture between a major Korean conglomerate and a significant North American information technology company. The Americans were to be involved for the first seven months in order to transfer expertise and knowledge to the South Koreans, who had little experience in this area. Andrew Kilpatrick, Ellen's superior, had played an integral part in securing the contract in Korea due to his depth of knowledge on the subject. Andrew chose Ellen Moore to be the key north American project manager because she had significant project management skills and impressive international experience. Upon Ellen's arrival, she discovered that the Korean consultants were far less skilled than she had expected. In addition, Ellen had understood that she and the Korean manager, Jack, were to be co-managers, but tensions immediately arose between them regarding who was given direction to the team and the scope of the project. Tensions escalated until it was clear that the project was behind schedule and the Koreans were not taking direction from Ellen. The Koreans insisted that Ellen was the problem. Andrew strongly disagreed. Andrew and Ellen must decide how to proceed.

The director of human resources for Grupo Industrial Bimbo, S.A., was involved in a corporate re-engineering initiative. In response to the changing Mexican business environment, the company's senior executives had initiated a review of operations in an attempt to increase competitiveness and ensure the company's survival. The conclusions of the initial benchmarking studies, and some people dedicated to the re-engineering effort, recommended laying off 6,000 of the company's 40,000 workers to reduce and control costs. The directors were concerned about how the company could preserve its corporate culture. A follow-up case (9A98M011) is available.

The director of human resources for Grupo Industrial Bimbo, S.A., was involved in a corporate re-engineering initiative. The conclusions of the initial benchmarking studies recommended laying off 6,000 of the company's 40,000 workers to reduce and control costs. This case describes what the company did and is intended to be used in conjunction with the (A) case, 9A98M010.

A small team of Canadian managers from a large financial institution is faced with the challenges of managing a recently acquired Mexican operation. Managers must cope with a language barrier and cultural differences as they try to restructure the over-staffed Mexican financial institution. A second teaching note (5A97L01) discusses how to use this case from a cross-cultural orientation perspective.

A small team of Canadian managers from the Bank of Nova Scotia are faced with the challenge of managing a recently acquired Mexican operation. Managers must cope with a language barrier and cultural differences as they try to restructure the over-staffed Mexican financial institution.

This case allows students to experience a day as Sanjiv Yajnik, a new market manager, as he manages a continuous flow of decisions within the context of operating and strategy objectives and severe time constraints. The case series illustrates the day-to-day reality of strategy implementation. The (A) case is Sanjiv's schedule for the day; the (B) and (C) cases are collections of e-mail messages and phone calls requiring his attention. (A 19-minute video can be purchased with the case, Taco Bell: A Day in the Life - Video.)

A new market manager must make numerous decisions within the context of operating and strategy objectives. The manager must deal with a number of e-mail and telephone messages. This case supplements Taco Bell: A Day in the Life (A).

A new market manager must make numerous decisions within the context of operating and strategy objectives. The manager must deal with a number of e-mail and telephone messages. This case supplements Taco Bell: A Day in the Life (A).

The president and owner of a small sandal factory decided to implement TQC in his company factory. This case outlines the steps he followed, the problems he encountered and the measures he took to correct them as he introduced his employees to TQC. This case is intended to be used in conjunction with Sandalias Finas de Cuernavaca, S.A.: Total Quality Management (A), case 9A95C018.

The president and owner of a small sandal factory realizes that if his company is to survive in the long-run, the manufacturing operation would need to become more efficient. Relaxed tariff barriers had increased the level of foreign competition in the country, particularly in the footwear industry. He had recently attended a seminar on total quality control (TQC) sponsored by the local trade association. Despite the potential benefits of TQC and its record of past successes, John was uncertain whether the Mexican employees would be able to implement TQC, a system that appeared to be based on different norms and values than those of Mexican workers.

The general manager and director of training are becoming frustrated with the significant obstacles they must face. The challenge they face is converting an unfinished building into a Western-style hotel. Achieving this standard of quality and service did not come easily and the hotel required twice as many employees to operate than comparable hotels in the West. There were 20 expatriates managing the hotel when it opened. This number was to be reduced to 10 but it increased to 22. The number of employees and expatriate managers had a major impact on the budget. The inability to interest the staff in a career in the hotel or to want to become supervisors are significant obstacles facing management.

The financial results of Euro Disney and the problems experienced after its start-up are described. It can be used as a follow-up to the Harvard Business School case Euro Disney: The First 100 Days, HBS 693013.

It has been four years since the president had first travelled to Russia to find a partner so that the Ben & Jerry's finest quality, socially conscious and economically feasible super-premium ice cream could be produced in Russia. Now, just a few months in operation, the joint venture was up and running and already profitable. The partners wanted to expand and opportunities were readily available but the president questioned the feasibility of such a move. This case presents a common dilemma faced by international companies - how to manage divergent partner goals and perspectives. May be used with Ben & Jerry's Homemade Inc.: Background Note and Iceverks (B): Summer of 1993.

Ben & Jerry's makes super-premium ice cream under a tri-part mission to produce the finest quality all-natural ice cream, to be socially conscious and improve the quality of life of a broad community, and to operate profitably so that shareholder values continue to grow and employees enjoy career opportunities and financial rewards. The company has grown from one small ice cream parlor in a converted gas station to achieving sales of over $130 million in 1992. This note provides the background for the decision to be made in Iceverks (A): Ben & Jerry's in Russia.