This case discusses the evolving strategies in the mobile chipset industry in 2014, focusing on Qualcomm, the dominant technology company in the mobile industry and the leading chipset manufacturer. The case begins with the evolution of Qualcomm's communication technology, highlighting the company's consistent ability to lead the market in modem performance by deploying the latest, fastest communication technology. The case then details the competitive dynamics of Qualcomm's strategy, including its technology adoption strategy; its "whole product strategy" (products and services); its mobile carrier strategy; and its modem and CPU (central processing unit) integration strategy. The company decided early on not to sell a "modem-only" chipset, but rather to build an entire mobile chipset solution, eliminating the need for handset manufacturers to incorporate a separate CPU chip, which reduced their costs and improved Qualcomm's competitive position. The case also discusses the transition the mobile market was going through in 2014, driven by several technological and marketplace changes. Those changes included slowing radio link improvements (as the technology approached a performance limit), which could potentially give Qualcomm's competitors an opportunity to catch up to its technology. Other industry changes included the eroding power of mobile carriers and the growth of mobile subscribers in India and China, where demand was dramatically increasing for low-cost handsets. This made room for Taiwanese-based MediaTek to emerge as a strong player in the mobile chipset industry. Qualcomm also faced emerging competition from application processing and graphical processing players such as Nvidia. The case concludes with a discussion of a potential path for Intel to become a rising contender in the mobile chipset industry through its new low-power Atom microprocessor.

In February 1994, top officials from China and Singapore signed a landmark partnership agreement to develop a massive new industrial park and residential community in the city of Suzhou in China. The ambitious project, modeled after Singapore's highly successful industrial-residential parks, would provide not only jobs for hundreds of thousands of people, but homes and community facilities as well. The agreement between the partners also called for a "software transfer," in which Singapore would share its highly-touted expertise in managing economic development with its Chinese partners. The China-Singapore Suzhou Industrial Park (CS-SIP) enjoyed the support of the highest levels of government in both nations. But the joint venture soon foundered, as CS-SIP ran into problems and fell short of its goals. The harmonious partnership between likeminded nations that their leaders envisioned did not materialize. Singaporeans accused local authorities of undermining the project, while Suzhou officials criticized the Singaporeans for taking their complaints to Beijing instead of dealing directly with them. After five years of disappointing results, Singapore pulled back from CS-SIP, dramatically reducing its share in the partnership. This case tells the story of CS-SIP in two parts: Part A describes the project and outlines the hopes both nations invested in it, as well as the potential snags that could derail it; Part B details the problems that led to a falling out between the partners. Both parts can be assigned together, or Part B can serve as a sequel to be read after classroom discussion of Part A. The case is suited for discussion of international development issues, in particular, the difficulties of doing institutional transfers across national boundaries. HKS Case Number 1859.0

In February 1994, top officials from China and Singapore signed a landmark partnership agreement to develop a massive new industrial park and residential community in the city of Suzhou in China. The ambitious project, modeled after Singapore's highly successful industrial-residential parks, would provide not only jobs for hundreds of thousands of people, but homes and community facilities as well. The agreement between the partners also called for a "software transfer," in which Singapore would share its highly-touted expertise in managing economic development with its Chinese partners. The China-Singapore Suzhou Industrial Park (CS-SIP) enjoyed the support of the highest levels of government in both nations. But the joint venture soon foundered, as CS-SIP ran into problems and fell short of its goals. The harmonious partnership between likeminded nations that their leaders envisioned did not materialize. Singaporeans accused local authorities of undermining the project, while Suzhou officials criticized the Singaporeans for taking their complaints to Beijing instead of dealing directly with them. After five years of disappointing results, Singapore pulled back from CS-SIP, dramatically reducing its share in the partnership. This case tells the story of CS-SIP in two parts: Part A describes the project and outlines the hopes both nations invested in it, as well as the potential snags that could derail it; Part B details the problems that led to a falling out between the partners. Both parts can be assigned together, or Part B can serve as a sequel to be read after classroom discussion of Part A. The case is suited for discussion of international development issues, in particular, the difficulties of doing institutional transfers across national boundaries. HKS Case Number 1860.0

As part of its efforts to recover from hyperinflation and an oversized public sector, the government of Argentinaspecifically the province of Buenos Airesseeks to control costs and improve service in local government. To do so, the provincial government tries a bold strategy: it splits up three large suburban Buenos Aires municipalities into eight new, smaller, jurisdictions. This budgeting, financial management, and political strategy case focuses on the implementation of the move toward smaller, more local government, through the prism of the creation of one of the new municipalities: the town of Hurlingham. The case describes the nuts-and-bolts budget decisions which a transition team of officials must make how to structure the new government, how to increase tax receipts and the political decisions which its new mayor confronts. He must decide which parts of the new town will get service priority: high-voting wealthy districts where tax collection has been low, or poorer neighborhoods from which the new mayor drew key electoral support? This case allows both for rigorous budget analysis and assessment of budget-related political strategy. HKS Case Number 1493.0

As part of its efforts to recover from hyperinflation and an oversized public sector, the government of Argentinaspecifically the province of Buenos Airesseeks to control costs and improve service in local government. To do so, the provincial government tries a bold strategy: it splits up three large suburban Buenos Aires municipalities into eight new, smaller, jurisdictions. This budgeting, financial management, and political strategy case focuses on the implementation of the move toward smaller, more local government, through the prism of the creation of one of the new municipalities: the town of Hurlingham. The case describes the nuts-and-bolts budget decisions which a transition team of officials must make: how to structure the new government, how to increase tax receipts and the political decisions which its new mayor confronts. He must decide which parts of the new town will get service priority: high-voting wealthy districts where tax collection has been low, or poorer neighborhoods from which the new mayor drew key electoral support? This case allows both for rigorous budget analysis and assessment of budget-related political strategy. HKS Case Number 1493.1