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This auto parts company has just ousted its longtime CEO and founder, and the new, professional CEO is badly in need of a coherent strategy, clear objectives and metrics, and initiatives that are aligned with the strategy and objectives. Will the balanced scorecard approach help his leadership team create an action plan that makes sense for the company's strategy? This case is designed to be used with the "Balanced Scorecard Simulation Game."

When ISS, a large shareholder advisory group, recommended a "no" vote on Jeff Immelt's award of 2 million stock options in April 2011, GE's compensation committee had to decide whether to rescind or amend the award or ignore the ISS recommendation. Was Immelt's 2010 pay in line with his performance? How would shareholders vote on the advisory "say on pay" ballot question at GE's annual meeting in April?

Spreadsheet supplement for case number 102070.

Spreadsheet supplement for case number 101072.

Spreadsheet supplement for case number 100055.

Spreadsheet Supplement for case 11063

Owens & Minor (O&M) performed lean inventory services for Virginia Mason (VM) as its alpha vendor, but the outdated industry pricing model created perverse incentives and could not capture O&M's costs. Together, O&M and VM created an activity-based pricing model called the total supply chain costs (TSCC), which incented both companies to be more efficient and to streamline their distribution activities. After beta testing the TSCC for one year, VM's Daniel Borunda and O&M's Michael Stefanic believed that TSCC was a better and more cost-effective pricing model, but could they convince their companies to continue to invest in TSCC?

This case examines the causes and consequences of the credit crisis of 2008 from a national and global perspective and explores the actions taken and proposed by the U.S. and European governments.

Founded as a for-profit microfinance company, Equitas had acquired nearly a million clients in the short two years since it was founded. The founder, Vasu, and his management team wished to accelerate the already impressive spurt to 3 million clients in the next two years. The case describes the company's business model, which attempts to integrate microfinance with social development, and provides students with the opportunity to discuss the scaling options and challenges facing the founder.

The Brigham and Women's Physician's Organization (BWPO) and its corporate parent disagree over who has jurisdiction over significant legacy funds. Are they controlled by the BWPO or do they belong to BWPO's corporate parent? The BWPO and its corporate parent must negotiate who has control of the funds which impacts how the funds may be used.

The case describes the various reactions of doctors and administrators to the solutions they developed.

The case describes how the Brigham and Women's Physicians Organization and its corporate parent resolved the issue of how the disputed funds would be distributed and used.

The case describes the formation of Indus Towers, the largest telecom tower company in the world which has a joint venture created to build and manage the passive infrastructure of wireless telecom operators by bringing together three competitors in India's tough telecom market-Bharti AirteI, Vodafone Essar, and Idea Cellular-and merging their tower holdings. It focuses on the issue as to how do you collaborate with your competitors in setting up towers but engage in a brutal competition with them in the market place?

Supplements the Sara Campbell Ltd. (A) and (B) cases by revealing the aftermath of issues presented in the (B) case. The students are given context to discuss how this situation could have been prevented.

Spreadsheet Supplement for case 110027.

Supplements the (A) case.

Transworld Auto Parts had to implement its new strategy flawlessly to survive the auto industry upheaval. The new CEO asked her leadership team to craft strategy maps and balanced scorecards to help each division implement their strategies.

The pet and pet supply industry was one of the few bright lights in an otherwise dismal retail outlook in 2009. This case gives background pet retail industry information and strategic positioning information for both PetSmart and PETCO to enable students to develop their own Balanced Scorecards and strategy maps for the two companies.

A series of caselets exploring the accounting for liabilities.

As the recession lingered on into 2009, the U.S. government sought to limit executive pay and excessive risk. The debate raged over what constituted excessive risk and how best to mitigate it. This case describes the government restrictions on executive pay for TARP recipients and delves into the debate on executive compensation and incentives that encourage excessive risk.