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The efforts of Swatch to reposition itself in the increasingly competitive global watch industry are reviewed in this case. Extensive information on the history and structure of the global watch industry is provided and the shrinking time horizons decision makers face in formulating strategy and in responding to changes in the industry are highlighted. In particular, the case discusses how technology and globalization have changed industry dynamics and have caused companies to reassess their sources of competitive advantage. Like other companies, Swatch faces the difficult task of deciding whether to emphasize product breadth, or focus on a few key global brands. It also must decide whether to shift manufacturing away from Switzerland to lower cost countries like India.

Monsanto, a biotechnology giant highly committed to sustainable development efforts, needs to assess the attractiveness of the drinking water treatment industry before deciding its entry to it. Four dimensions of the global water treatment industry are described: types of products and services, applications, end-users and geographical markets. The drinking water treatment segment, which is classified into municipal drinking water treatment and residential drinking water treatment, is examined in depth. Players in these two categories produce the chemicals and equipment necessary to purify tap water supplied to consumers and residential water purification devices. The bottled water industry is considered a substitute of the drinking water treatment segment. The primary objective of the case is to answer the question Is the industry attractive? and to introduce students to industry analysis and industry segmentation.

The emphasis of this case is on the deliberate governmental policy to foster industrial structure transformation, by examining the transition of the Taiwanese economy from a manufacturing-based economy to that of a successful high-tech-oriented economy. The case affords discussion on political and societal issues pertaining to the conflicts between China and Taiwan and risk confronting businesses in this peculiar environment. It also serves as a platform to debate portability of science park concepts among different geographic regions and the necessary conditions for the continued survival of an established science park.

This note describes the history, merits and limitations associated with the establishment of a sole proprietorship, a partnership and a corporate or limited liability company in Canada in 1999. It reviews the flexibility of each option and the relative liability assumed by the principal owners when choosing the form of organization. The question of liability is then examined further with emphasis on negligence, product liability and professional liability. The note also outlines the standard of care defense that is central to staving off liability lawsuits.

When entrepreneurs become chief executives, they frequently face challenges unlike any they've faced before. To fill the gaps in their experience, many are turning to CEO peer groups.

Hope Barrows, a partner at the national accounting firm Fuller Fenton, drove to the office on Sunday and swiped her access card to enter the parking garage. She noticed that another car followed her in--without using an access card. Hope could see that the driver was a man, but she didn't recognize him. Concerned for her safety, she got out and asked to see his ID. Dillon Johnson, an associate at the same firm, was rushing to meet a colleague to review a client's file. He felt he was being unfairly questioned because he was black. Hope was white. Now it's Monday, and managing partner Jack Parsons is being deluged with calls. Some charge that the organization is racist; others are outraged that a woman was made to feel unsafe. One thing is clear: this incident is just the tip of the iceberg. Jack is trying to calm people down, but he doesn't know what his next step should be. In R00502 and R00514, commentators Robin Ely, Vera Myers, John Borgia, and Jeanette Millard offer advice on this fictional case study.

Hope Barrows, a partner at the national accounting firm Fuller Fenton, drove to the office on Sunday and swiped her access card to enter the parking garage. She noticed that another car followed her in--without using an access card. Hope could see that the driver was a man, but she didn't recognize him. Concerned for her safety, she got out and asked to see his ID. Dillon Johnson, an associate at the same firm, was rushing to meet a colleague to review a client's file. He felt he was being unfairly questioned because he was black. Hope was white. Now it's Monday, and managing partner Jack Parsons is being deluged with calls. Some charge that the organization is racist; others are outraged that a woman was made to feel unsafe. One thing is clear: this incident is just the tip of the iceberg. Jack is trying to calm people down, but he doesn't know what his next step should be. In R00502 and R00514, commentators Robin Ely, Verna Myers, John Borgia, and Jeanette Millard offer advice on this fictional case study.

Hope Barrows, a partner at the national accounting firm Fuller Fenton, drove to the office on Sunday and swiped her access card to enter the parking garage. She noticed that another car followed her in--without using an access card. Hope could see that the driver was a man, but she didn't recognize him. Concerned for her safety, she got out and asked to see his ID. Dillon Johnson, an associate at the same firm, was rushing to meet a colleague to review a client's file. He felt he was being unfairly questioned because he was black. Hope was white. Now it's Monday, and managing partner Jack Parsons is being deluged with calls. Some charge that the organization is racist; others are outraged that a woman was made to feel unsafe. One thing is clear: this incident is just the tip of the iceberg. Jack is trying to calm people down, but he doesn't know what his next step should be. In R00502 and R00514, commentators Robin Ely, Verna Myers, John Borgia, and Jeanette Millard offer advice on this fictional case study.

When a jury acquitted four Los Angeles police officers in the famous, videotaped beating of a black motorist stopped for speeding, the decision sparked shock, outrage and, in short order riot in the city's African-American South Central section. The six days of unrest that ensued left a staggering toll: 54 dead, more than 2,000 injured, and property damage of almost $1 billion. This case describes the law enforcement response to the riot, raising, in effect, the question of whether, through a different type of response, the unrest could have been controlled more quickly and damage and casualties minimized. The case provides, in some instances for the first time, a detailed look at both the plans and responses of specific law enforcement and emergency response units including the LAPD and fire department, the LA County Sheriff's office, and the California National Guard. It describes key assumptions which proved faulty, problematic inter-agency coordination, as well as heroic individual efforts by some within those departments, which helped restore order.

Supplement case for KS1025.

The part owner and general manager of Hidden River Golf Club must prepare for a shareholders' meeting where he will present an overview of the club's financial health and his recommendations on three key issues: whether or not to expand the nine-hole course to 18 holes; the pricing scheme for the upcoming golfing season; and whether to keep or eliminate seasonal golf memberships. Students will be exposed to the usefulness of analytical tools such as the statement of changes in financial position, ratio analysis, cost behavior, and projected statements. They will also see how in-depth analysis is required before any decisions can be made or potential opportunities exploited, and that differential analysis, as a management tool, can aid in decision making.

A new general manager has to propose a salary structure for the top 20 managers. His task is complicated as he learns about past performance, ambitions, interpersonal relations, and market conditions. A rewritten version of an earlier case.

Supplements the (A) case. A rewritten version of an earlier supplement.

Supplements the (A) case. A rewritten version of an earlier supplement.

Supplements the (A) case. A rewritten version of an earlier supplement.

A new general manager uses a profit-center-based system to shake up an old line company. He then faces the task of placating a board member upset by the human consequences. A rewritten version of an earlier case.

Supplements the (A) case. A rewritten version of an earlier supplement.

Supplements the (A) case. A rewritten version of an earlier supplement.

Supplements the case. Designed as an in-class handout.

After acquiring Greyhound U.S., Laidlaw, Inc. became the principal provider of intercity transit in North America. Nine months later, the board of Laidlaw asked its CEO to resign, citing performance problems and the need to divest certain operations to strengthen its balance sheet. Laidlaw's attempts to enter and to consolidate selected transportation service industries are examined. Something has gone terribly wrong and the search for the reasons pushes back to fundamental issues associated with growth by acquisition and the corporate management of (arguably) diverse businesses. This sets up a discussion of whether the CEO's strategy was reasonable or fundamentally flawed; whether something could have been done earlier by the CEO or the board, and if so, why action wasn't taken; and finally, the prospects for Laidlaw as they look ahead.