Mac Monroe had grand plans for Georgia Building Supplies, the company he had started with a friend almost 50 years ago, selling construction materials wholesale to contractors. In the mid-1980s, Mac bought out his disgruntled partner's share of the company and put his oldest son, Mac Monroe IV, at the helm. It was all falling into place. But Mac Four, as his parents called him, died tragically in a car accident. The family and the company never recovered. Mac sold GBS two years later. Now Mac is trying it again, bankrolling Carolina Construction Supply with his youngest boy, John "Little Bit" Monroe, at the helm. The tech-savvy Little Bit would like Mac and CCS to embrace the Internet for on-line transactions and service. But Mac keeps emphasizing sales, and he's lured two heavy-hitter salesmen from the competition--including his middle son, Mike Monroe. In its first two years, CCS has lost $1 million, and the ghost of Mac Four lingers at the company--Mac is constantly invoking his name, alluding to what Mac Four would have done if he were still alive. Complicating matters is the Monroe family's overprotective matriarch, Bea, who doesn't want to hear anything bad about her boys, and who'd like more time to spend with her 70-something husband. Mac's got plenty of doubts about CCS's future--that's why he's called on P. Dee Chambers, a consultant to small businesses, for advice. What should she tell him? Can Carolina Construction Supply be saved? In R00308 and R00315, five commentators, Gerry Boschwitz, Rudy Boschwitz, Mary F. Whiteside, Joe Mattos, and John L. Ward, review this fictional account and offer their advice.

Mac Monroe had grand plans for Georgia Building Supplies, the company he had started with a friend almost 50 years ago, selling construction materials wholesale to contractors. In the mid-1980s, Mac bought out his disgruntled partner's share of the company and put his oldest son, Mac Monroe IV, at the helm. It was all falling into place. But Mac Four, as his parents called him, died tragically in a car accident. The family and the company never recovered. Mac sold GBS two years later. Now Mac is trying it again, bankrolling Carolina Construction Supply with his youngest boy, John "Little Bit" Monroe, at the helm. The tech-savvy Little Bit would like Mac and CCS to embrace the Internet for on-line transactions and service. But Mac keeps emphasizing sales, and he's lured two heavy-hitter salesmen from the competition--including his middle son, Mike Monroe. In its first two years, CCS has lost $1 million, and the ghost of Mac Four lingers at the company--Mac is constantly invoking his name, alluding to what Mac Four would have done if he were still alive. Complicating matters is the Monroe family's overprotective matriarch, Bea, who doesn't want to hear anything bad about her boys, and who'd like more time to spend with her 70-something husband. Mac's got plenty of doubts about CCS's future--that's why he's called on P. Dee Chambers, a consultant to small businesses, for advice. What should she tell him? Can Carolina Construction Supply be saved? In R00308 and R00315, five commentators, Gerry Boschwitz, Rudy Boschwitz, Mary F. Whiteside, Joe Mattos, and John L. Ward, review this fictional account and offer their advice.

Mac Monroe had grand plans for Georgia Building Supplies, the company he had started with a friend almost 50 years ago, selling construction materials wholesale to contractors. In the mid-1980s, Mac bought out his disgruntled partner's share of the company and put his oldest son, Mac Monroe IV, at the helm. It was all falling into place. But Mac Four, as his parents called him, died tragically in a car accident. The family and the company never recovered. Mac sold GBS two years later. Now Mac is trying it again, bankrolling Carolina Construction Supply with his youngest boy, John "Little Bit" Monroe, at the helm. The tech-savvy Little Bit would like Mac and CCS to embrace the Internet for on-line transactions and service. But Mac keeps emphasizing sales, and he's lured two heavy-hitter salesmen from the competition--including his middle son, Mike Monroe. In its first two years, CCS has lost $1 million, and the ghost of Mac Four lingers at the company--Mac is constantly invoking his name, alluding to what Mac Four would have done if he were still alive. Complicating matters is the Monroe family's overprotective matriarch, Bea, who doesn't want to hear anything bad about her boys, and who'd like more time to spend with her 70-something husband. Mac's got plenty of doubts about CCS's future--that's why he's called on P. Dee Chambers, a consultant to small businesses, for advice. What should she tell him? Can Carolina Construction Supply be saved? In R00308 and R00315, five commentators, Gerry Boschwitz, Rudy Boschwitz, Mary F. Whiteside, Joe Mattos, and John L. Ward, review this fictional account and offer their advice.

AllerGen, a young biotechnology firm, is heading for trouble, possibly even bankruptcy. The company's one product--a vaccine for people allergic to cats--may never make it to market. And turnover is on the rise, not only because of the vaccine's uncertain future but also because employees are increasingly unhappy working for founder and Chief Scientific Officer Harry Huston. Although Harry is an excellent scientist, he has no business background. Several years ago he recruited a president and COO to bring some much-needed business savvy to the organization, but that executive left after a year because Harry simply wouldn't let him do his job. It hasn't helped matters that AllerGen's board consists mainly of Harry's friends and family, who go along with whatever he wants. Recently some scientists at AllerGen had the phenomenal good luck to develop, almost by accident, an alternative potentially lucrative product. But Harry won't give the go-ahead to develop a business plan for it. "There has to be someone who stays the course and works for the sheer joy of finding the cure," he says. "There are people out there who need this vaccine. Some very badly. That's why we're here. Not for the money." It's up to two senior scientists to make Harry see that he is holding AllerGen back. How can they convince Harry that changing course is critical? In R00106 and R00114, commentators Matt Benasutti, Mark Lipton, George N. Hatsopoulos, Dorothy Beckert, and Warren D. Miller offer advice on this fictional case study.

AllerGen, a young biotechnology firm, is heading for trouble, possibly even bankruptcy. The company's one product--a vaccine for people allergic to cats--may never make it to market. And turnover is on the rise, not only because of the vaccine's uncertain future but also because employees are increasingly unhappy working for founder and Chief Scientific Officer Harry Huston. Although Harry is an excellent scientist, he has no business background. Several years ago he recruited a president and COO to bring some much-needed business savvy to the organization, but that executive left after a year because Harry simply wouldn't let him do his job. It hasn't helped matters that AllerGen's board consists mainly of Harry's friends and family, who go along with whatever he wants. Recently some scientists at AllerGen had the phenomenal good luck to develop, almost by accident, an alternative potentially lucrative product. But Harry won't give the go-ahead to develop a business plan for it. "There has to be someone who stays the course and works for the sheer joy of finding the cure," he says. "There are people out there who need this vaccine. Some very badly. That's why we're here. Not for the money." It's up to two senior scientists to make Harry see that he is holding AllerGen back. How can they convince Harry that changing course is critical? In R00106 and R00114, commentators Matt Benasutti, Mark Lipton, George N. Hatsopoulos, Dorothy Beckert, and Warren D. Miller offer advice on this fictional case study.

How do family businesses handle succession? What happens when siblings compete for the position of CEO? Can nonfamily board members navigate successfully through conflicts among family members? Should they even try? This fictitious case study examines a host of issues with which family businesses regularly grapple. It describes the situation that faces the board of directors of Benson Electric, a rapidly growing family enterprise, upon the unexpected death of CEO and patriarch Buck Benson. Benson, the son of the company's founder, left no succession plan. Caught in the middle of an emotionally torn and feuding family, the directors must determine how to proceed. How can they manage the succession process without alienating family members and worrying employees and customers? In 98108 and 98108Z, four commentators--Joseph A. Wolking, Kent Noble, Kelin Gersick, and Victor Ney--advise the directors on their best course of action.

How do family businesses handle succession? What happens when siblings compete for the position of CEO? Can nonfamily board members navigate successfully through conflicts among family members? Should they even try? This fictitious case study examines a host of issues with which family businesses regularly grapple. It describes the situation that faces the board of directors of Benson Electric, a rapidly growing family enterprise, upon the unexpected death of CEO and patriarch Buck Benson. Benson, the son of the company's founder, left no succession plan. Caught in the middle of an emotionally torn and feuding family, the directors must determine how to proceed. How can they manage the succession process without alienating family members and worrying employees and customers? In 98108 and 98108Z, four commentators--Joseph A. Wolking, Kent Noble, Kelin Gersick, and Victor Ney--advise the directors on their best course of action.

How do family businesses handle succession? What happens when siblings compete for the position of CEO? Can nonfamily board members navigate successfully through conflicts among family members? Should they even try? This fictitious case study examines a host of issues with which family businesses regularly grapple. It describes the situation that faces the board of directors of Benson Electric, a rapidly growing family enterprise, upon the unexpected death of CEO and patriarch Buck Benson. Benson, the son of the company's founder, left no succession plan. Caught in the middle of an emotionally torn and feuding family, the directors must determine how to proceed. How can they manage the succession process without alienating family members and worrying employees and customers? In 98108 and 98108Z, four commentators--Joseph A. Wolking, Kent Noble, Kelin Gersick, and Victor Ney--advise the directors on their best course of action.