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Omega Paw is a small, entrepreneurial and successful company ($1 million in sales in the first year) which needs to position itself as a major player in the pet industry. Omega has developed and has begun to market many pet products, among them the Self-Cleaning Litter Box, and is faced with the challenge of where, how and through whom the next stage of its growth strategy will take place. Students must examine the typical consumers, trade channels and the competition, and then consider which of the five marketing alternatives best meets the company's objectives.

A father and son working together in their family-owned publishing company are at a decision point because the son feels he is ready to become president at the age of 31.

Supplements the (A) case.

Explores the management of family and business issues and helps to identify a range of topics with which families in business wrestle. Describes a dilemma faced by sixty-eight-year-old Charles Anderson, the semi-retired founder of the company and the father of three sons who work with him. Charles's youngest son, Peter, who recently joined the company, is proposing that the company do long-term planning and is suggesting ideas that he believes will improve the company's customer service. His brothers have routinely turned down Peter's proposals, and tension among the three brothers is growing. Charles wants to resolve the growing tension among his sons.

Copyrighted by John Davis.

This case tells the story of McAfee Associates, which was the leader in anti-virus software. The case gives extensive background on John McAfee, the founder, as well as the anti-virus software industry as it emerged in the late 1980's and early 1990's. John McAfee realized the potential opportunity in protecting computers from viruses and created a small software package that would help solve the problem. He distributed the product primarily by shareware, giving the product out for free to individuals. However, corporate customers were required to pay for the software. With this, McAfee Associates grew to be a $5 million revenue business with 90% operating margin, and had strong prospects for continued rapid growth. John was approached by the CEO of Symantec, which wanted to purchase McAfee, with an attractive acquisition offer. At about the same time, he was approached by two VC firms, which wanted to invest $10 million for 50% of the business. Now, he had to decide which of the financial offers, if any, to take.

Describes the business and legal context surrounding personal and corporate bankruptcy.

After a 15-year absence, the Royal Bank of Canada returned to Thailand in 1997. During a period of high economic instability, the bank must weigh the merits of Thailand versus other markets within Asia-Pacific. The case provides details on subsidiary start up costs (including staff, capital expenses) and requires decisions on organization/human resources issues as well as the best strategic approach to the market.

The founder and CEO of Medisys Health Group Inc., a corporate health care services provider, has decided the company needs a web presence. The vice president of operations, has been tasked with carrying out this idea. In order to do so, she must determine the company's needs with respect to a web site, set achievable, measurable performance objectives, and otherwise see to the implementation and administration of the site. She faces two main challenges: obtaining the necessary information, and creating consensus in the organization. The case forces readers to consider the role of the Internet in a service organization's marketing strategy, and the possible impediments which need to be overcome in order to be successful.

Omega Paw is a small, entrepreneurial and successful company ($1 million in sales in the first year) which needs to position itself as a major player in the pet industry. Omega has developed and has begun to market many pet products, among them the Self-Cleaning Litter Box, and is faced with the challenge of where, how and through whom the next stage of its growth strategy will take place. Students must examine the typical consumers, trade channels and the competition, and then consider which of the five marketing alternatives best meets the company's objectives.

Describes the financing history of Teleswitch, a maker of small digital telephone switches for the wireless/cellular industry. As the case ends, Teleswitch is revisiting its selection of an investment banker for its hoped-for IPO. A rewritten version of an earlier case.

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

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

Diamond Technology Partners, a consulting firm based in Chicago, was founded in 1994 by Mel Bergstein and Chris Moffitt, with investment from founding partners and Safeguard Scientifics. In April 1996, just after fiscal year-end, the two largest clients withdrew from projects representing 50% of the previous quarter's revenues. A few weeks earlier, management had put together a $50 million revenue forecast for the year, had hired 28 new employees to start the following September, and had promised employees year-end bonuses. Management also anticipated that the company would go public within the next 12 months. Bergstein wonders whether there is a future for Diamond.

Supplements the (A) case.

Describes the various legal forms of organization including proprietorships, partnerships, limited partnerships, corporations, and limited liability companies. Explains the tax and liability attributes of each form, as well as other issues, which may influence the choice of legal form.

Jim Sharpe, president of Extrusion Technology, describes the first five years at the aluminum extrusion company he purchased. He begins with day one as he introduced himself to the employees in 1987 and assured them of the company's continuity. Over the next two years, his efforts to make the company profitable included cost cutting, decertifying the union, and developing relationships with suppliers. Sharpe learned from mistakes in forecasting aluminum inventory and purchasing capital equipment for a new product line whose market never developed. At the end of five years, Extrusion Technology was profitable and well poised for growth.

Describes several classes of intellectual property: patents, copyrights, trade secrets, trademarks, and confidential business information. A rewritten version of an earlier note.

Hambrecht & Quist (H&Q), an investment bank headquartered in San Francisco, has a very unique culture relative to its Wall Street counterparts. Firm members and even competitors describe the culture as entrepreneurial, team-driven, non-bureaucratic, and change-oriented. H&Q's unique culture has given it a number of competitive advantages, including the ability to attract high-quality staff, the ability to win business among its target group of emerging growth companies, and the ability to maintain below-average SG&A costs. However, competition in the investment banking industry is intensifying in 1997-98 due to an unprecedented wave of mega-mergers between investment banks and commercial banks. The new combined banking entities are able to offer customers a broader array of products and services than H&Q is able to offer, creating a significant amount of pressure for H&Q to sell to, or merge with, another financial institution itself. Industry analysts believe it is not a question of whether, but rather of when H&Q will lose its independence. However, H&Q management believes that "selling out" would destroy the very culture that made the firm successful. What action should Dan Case, the CEO and chairman of H&Q, take to balance the seemingly competing demands of maintaining the firm's culture and positioning the firm for future growth?

Follows the career of Katie Burke, HBS MBA 1995. Offers the opportunity to discuss a variety of issues, including innovation, software development, entrepreneurship, new venture design, and career choices.