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The Crescent Standard Investment Bank Limited (CSIBL) was the largest investment bank quoted on all the stock exchanges in Pakistan, so when it declared a huge loss of Rs2.1 billion (US$35.5 million) for the year December 31, 2005, the market was taken by surprise. There had been some rumours that all was not well and that the investment banking regulator, Securities and Exchange Commission of Pakistan (SECP), had sent a team to investigate the affairs of the bank. Since the main shareholders were individuals or companies of the well-known business group known as the Crescent Group, there was enormous interest in the CSIBL affairs by financial and political circles.The case describes the various types of entities that were merged to form the CSIBL, principally to protect the stakeholders by creating an entity with a large capitalization. The bank had reported in its annual reports that all the internal control mechanisms for good governance stipulated by the SECP were in place and the auditors (internal and external) had reported that these were satisfactory. Yet, when subjected to an investigation, it was revealed that the internal management was involved in a variety of acts of misrepresentation and concealment. The case focuses on the weaknesses in the structure of the corporate governance regime in Pakistan. The fact remains that no amount of internal or external checks can stop internal management from colluding to perpetrate fraud.

In the spring of 2007, a vacationer is upset by the poor hotel experience he has had on the island of Guam. At the onset, the reasons for the bad experience seem to point to seemingly minor issues: bad management, poor service and old rooms. The value of the case lies in the analysis of the symptoms and arriving at the root causes of the problem, particularly the profit maximization strategy of the hotel's owners in a mature industry. The case uses a different method of analysis, starting with micro indicators and moving to macro indicators: the analysis of symptoms, arriving at root causes, determining company strategy and finally assessing the company's position using the Product Life Cycle Model.

Multiple delays of the Airbus A380 have shocked analysts and investors alike. What are the causes of these delays and how should investors respond to the signals they may be sending about the company's outlook?

On January 11, 2006, residents of New Orleans's Broadmoor neighborhood, which still bore the deep scars left by Hurricane Katrina, were shocked by the headlines in The Times-Picayune. The Urban Planning Committee of a mayoral commission charged with developing a reconstruction plan for the hurricane-ravaged city had proposed giving hard-hit neighborhoods like Broadmoor four months to prove that they were still viable and, hence, worth rebuilding. Worse still, the paper had printed a composite map, drawn from the committee's report, which showed six green dots indicating low-lying areas that could be turned into parks and "greenspace." One of those green dots covered Broadmoor. Incensed at what they viewed as a betrayal by their own city government, Broadmoor residents who had returned to salvage their flood-damaged homes began to consider how to save their neighborhood from the bulldozers. Their efforts quickly coalesced around the Broadmoor Improvement Association-a venerable neighborhood organization-and a determination to create their own plan for recovery. A core group of residents-many of whom had never met each other and none of whom had ever worked on a redevelopment plan-would take the lead in organizing the planning process for the still-scattered community.

Supplement case for KS1016.

On January 11, 2006, residents of New Orleans's Broadmoor neighborhood, which still bore the deep scars left by Hurricane Katrina, were shocked by the headlines in The Times-Picayune. The Urban Planning Committee of a mayoral commission charged with developing a reconstruction plan for the hurricane-ravaged city had proposed giving hard-hit neighborhoods like Broadmoor four months to prove that they were still viable and, hence, worth rebuilding. Worse still, the paper had printed a composite map, drawn from the committee's report, which showed six green dots indicating low-lying areas that could be turned into parks and "greenspace." One of those green dots covered Broadmoor. Incensed at what they viewed as a betrayal by their own city government, Broadmoor residents who had returned to salvage their flood-damaged homes began to consider how to save their neighborhood from the bulldozers. Their efforts quickly coalesced around the Broadmoor Improvement Association-a venerable neighborhood organization-and a determination to create their own plan for recovery. A core group of residents-many of whom had never met each other and none of whom had ever worked on a redevelopment plan-would take the lead in organizing the planning process for the still-scattered community.

This case deals with H&R, a company that distributes sewing equipment in Toronto, Ontario, Canada. Its future is in jeopardy because of fundamental changes in the global sewing industries stemming from changes in trade restrictions. The consequence is that Canadian sewing activities are in decline as activities in low-cost foreign countries grow rapidly. As Canadian activities decline, H&R's performance has been suffering. But the management of the family-owned company has had trouble seeing the challenge it faces because it has been highly successful for two generations. The case asks what the new CEO and third generation owner should do to save the company.

The new country director of CHF International (CHF), a U.S.-based organization that initiated operations in Sudan with USAID funding, must review the successes of CHF's early interventions, and its strategic interest in the fuel efficient stoves project. The practical decision concerns a US$65,000 investment in a local manufacturing facility that would allow CHF to scale up the production of a stove design endorsed by the Lawrence Berkeley National lab using locally tested prototypes with USAID support. Students are asked to contemplate whether and how economies of scale would bring the costs down to a tipping point where internally displaced persons (IDPs) in Darfuri camps could afford the benefits of greater efficiency and convenience. They also need to balance cost cutting considerations with alternative decision criteria for local development: the success of this project depends on IDPs' preference among alternative stove providers - which encompasses, in addition to fuel economies, the characteristics of the stoves themselves (i.e. quality, fuel efficiency), the engagement of the community in their production, and the ability to use and repair the stoves. The role play supplements 9B08M062A to 9B08M062F will highlight several aspects of the competitive dynamics among the key players. A summary of the dynamic interaction between the players is provided in the supplement Competing for Development (C): Success, Bittersweet.

This a role play supplement to Competing for Development (A): Fuel Efficient Stoves for Darfur, product # 9B08M061. The role plays feature additional background, motivations and decision priorities from the key local and international players in Darfur's fuel efficient stove interventions, including the Intermediate Technology Group , renamed to Practical Action in 2005 (ITDG/PA), the Lawrence Berkeley National Lab, Aprovecho, the International Lifeline Fund, the United States Agency for International Development (USAID), and organizations representing local, female, internally displaced persons (IDPs).

This a role play supplement to Competing for Development (A): Fuel Efficient Stoves for Darfur, product # 9B08M061. The role plays feature additional background, motivations and decision priorities from the key local and international players in Darfur's fuel efficient stove interventions, including the Intermediate Technology Group , renamed to Practical Action in 2005 (ITDG/PA), the Lawrence Berkeley National Lab, Aprovecho, the International Lifeline Fund, the United States Agency for International Development (USAID), and organizations representing local, female, internally displaced persons (IDPs).

This a role play supplement to Competing for Development (A): Fuel Efficient Stoves for Darfur, product # 9B08M061. The role plays feature additional background, motivations and decision priorities from the key local and international players in Darfur's fuel efficient stove interventions, including the Intermediate Technology Group , renamed to Practical Action in 2005 (ITDG/PA), the Lawrence Berkeley National Lab, Aprovecho, the International Lifeline Fund, the United States Agency for International Development (USAID), and organizations representing local, female, internally displaced persons (IDPs).

This a role play supplement to Competing for Development (A): Fuel Efficient Stoves for Darfur, product # 9B08M061. The role plays feature additional background, motivations and decision priorities from the key local and international players in Darfur's fuel efficient stove interventions, including the Intermediate Technology Group , renamed to Practical Action in 2005 (ITDG/PA), the Lawrence Berkeley National Lab, Aprovecho, the International Lifeline Fund, the United States Agency for International Development (USAID), and organizations representing local, female, internally displaced persons (IDPs).

This a role play supplement to Competing for Development (A): Fuel Efficient Stoves for Darfur, product # 9B08M061. The role plays feature additional background, motivations and decision priorities from the key local and international players in Darfur's fuel efficient stove interventions, including the Intermediate Technology Group , renamed to Practical Action in 2005 (ITDG/PA), the Lawrence Berkeley National Lab, Aprovecho, the International Lifeline Fund, the United States Agency for International Development (USAID), and organizations representing local, female, internally displaced persons (IDPs).

This a role play supplement to Competing for Development (A): Fuel Efficient Stoves for Darfur, product # 9B08M061. The role plays feature additional background, motivations and decision priorities from the key local and international players in Darfur's fuel efficient stove interventions, including the Intermediate Technology Group , renamed to Practical Action in 2005 (ITDG/PA), the Lawrence Berkeley National Lab, Aprovecho, the International Lifeline Fund, the United States Agency for International Development (USAID), and organizations representing local, female, internally displaced persons (IDPs).

This supplement to Competing for Development (A): Fuel Efficient Stoves for Darfur (A), product 9B08M061 provides a summary of the dynamic interaction between the key players from 2007 to 2008 and offers students a new decision point for how CHF Sudan could harness the momentum of change moving forward.

To make its supply chain fit for the future, Hilti, a global player in the construction industry, is revising its current supply chain setup. In particular, the firm has identified three restructuring alternatives: (1) Low pain low gain: Keep the existing supply chain setup and pursue only minor changes. (2) Consolidate around existing structures: Increase the profitability of the existing structures and consolidate production. Closures of individual plants might be necessary. (3) Greenfield: Exploit the potential of a low-cost region and shift the entire production to new facilities in Eastern Europe. The case takes a look at the different options Hilti has and outlines the underlying strategic alternatives. Learning objectives: While discussing the case, students will specifically learn about the chances, difficulties and trade-offs between different objectives involved with supply chain reorganization.

Dr. Scott Gabu, Chairman of the Emergency Department of the world-renowned, university-based Mercy Hospital, was deeply disturbed when he read the letter from the family of John Samson, a patient who had come to the emergency room one week earlier, that described an incident that occurred at the hospital in which Dr. Jason Diliper, the attending Chief Resident in charge of Mr. Samson, irresponsibly threatened Mr. Samson's health by leaving his bedside while Mr. Samson was having difficulty breathing. Diliper had been a rising star at the hospital, but lately a number of reports about his behavior had concerned Gabu. Was Diliper burning out? What should Gabu do?

Should this gene detection firm enter the business of providing tests for the detection of genetic diseases? If so, how should it prioritize the tests it could develop?

Since the 1980's, Procter & Gamble had leveraged its purpose, values, and principles (PVP) to create a global company. When P&G faced difficult times in 2000, the new CEO, A.G. Lafley, leveraged the PVP to drive P&G's turnaround, integrate global operations, and guide decision-making in all facets of the business. But the Gillette acquisition posed a new challenge.

A.G. Lafley and P&G leaders decided to approach the Gillette integration differently from previous mergers. Using P&G's purpose, values, and principles (PVP) it treated the acquisition as a merger which sought to take the "best of both" from each company. In the integration's first phase, prior to the change of control, the strategy achieved successes while creating some unexpected challenges. How should the integration leaders address these challenges moving forward?