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The regional HR manager of a multinational conglomerate faces increasing pressure to evacuate management as the crisis intensifies in the politically unstable country. Concurrently, it becomes increasingly clear that individual managers are making evacuation plans independent of central control, making implementation of a prearranged plan very difficult. The decision to evacuate ethnic Chinese managers and family members is made, and the offer of assistance is extended to all employees. Further logistical challenges in the evacuation plan become more problematic by increased pressure felt by the decision-maker due to the deteriorating situation in the country, as well as an increased sense of desperation among managers both in the country and those abroad with families present. Making matters even more difficult for the decision-maker is the loss of communication with his evacuation team, insufficient cash available to the evacuees, mounting costs to the firm, and an inability to clarify exit documentation requirements of evacuation employees and their families. This is a supplement to the A case, 9A99C001.

The decision-maker responsible for evacuating company managers and their families from a crisis situation now faces a political hot-potato due to second-guessing from superiors, peers and subordinates as a result of decisions he made during the evacuation. The employees who were scheduled for evacuation had dispersed and had unilaterally planned their exit itineraries, resulting in the company incurring a $75,000 bill to facilitate the evacuation of a group of employees from another company. Despite the organizational and logistical challenges, all expatriates and their families were safely evacuated. The teaching objectives of this supplement to the A (9A99C001) and B (9A99C002) cases are to expose students to the politics during the post-crisis review of decisions made during those stressful and ambiguous times.

DuPont had spent six years helping licensee manufacturers to develop the domestic market for non-stick cookware. While DuPont Teflon brand coating held 80 per cent of the non-stick market, the non-stick market overall represented 2 per cent of the domestic cookware market. Moreover, the amount of money spent on developing the non-stick market exceeded the revenue that DuPont received in the Chinese market. If DuPont decided to take a different role in the market, it faced many obstacles that required significant additional investment. It appeared that the domestic market offered tremendous opportunity, but it would require new efforts, skills, distribution channels and patience. The case examines the issues around leadership and product development that DuPont considered in their decision to go from licensing the manufacture of non-stick coating technology in China, to introducing a wholly owned brand of non-stick cookware.

Through acquisitions and innovative management, Moscow Joint Stock Commercial Bank Vozrozhdeniye (V.Bank), had grown to be one of the largest banks in Russia. In a market with many competitors of varying strength and reliability in an unstable business environment, V.Bank was attempting to become a true commercial bank, fashioned after the operations of western banks. The Canadian Imperial Bank of Commerce had undertaken a World Bank contract to assist V.Bank in this process. However, in October 1998, as the Russian economy grew worse, management of V.Bank wondered if it would be able to survive the crisis, let alone continue towards its goal of transforming its operations into those that were competitive with the western banks. This case is appropriate for courses where the goal is to provide students with the ability to understand and forecast broad economic forces and incorporate this information into a decision-making process. The student is forced to make strategic decisions in a situation of uncertainty and instability, and in crisis mode, in an emerging market. Issues that need to be resolved include privatization, economic and monetary policy, IMF and World Bank intervention, societal stability, and government regulation.

The senior vice president of one of the world's leading producers of premium wine and head of a joint venture, faces a series of quality problems with the brand. At the same time, he has the unprecedented task of building a state of the art winery in less than 10 months or he risks losing the entire harvest. This case is intended to be used in conjunction with the Robert Mondavi Corporation: Caliterra (B) case, number 9A99C005, and the (C) case, number 9A99C006.

A new independent management staff was hired and most, including the new general manager, came from outside the wine industry. The new managers are having a difficult time trying to convince their parent to accept their judgement. Marketing is an area where significant differences in opinion began to arise. This case is a supplement to Robert Mondavi Corporation: Caliterra (A), case number 9A99C004.

Differences of opinion continue between Caliterra and Mondavi's marketing team. Caliterra's managers believed that Americans simply did not understand the difference between images of Chile and other Latin American countries. From their perspective, communications developed in California did not conform to the Caliterra vision, to be the quality and image leader in the super premium Chilean wine category. This case is a supplement to Robert Mondavi Corporation: Caliterra (A), case number 9A99C004.

The managing director of a health services company wonders how she should deal with an underperforming subsidiary. Even with a new president and intense effort, the results were exactly the same as the previous year, substantially below average.

A family-owned brick manufacturer has built an export business to Japan and other Asian markets from zero to 10 per cent of its volume in seven years. The case examines the company's export strategy and organization in light of the recent Asian economic crisis and the reasons for their competitive success both in Australia and Asia. The managing director is raising the question of whether it is time to change their regional export strategy and organizational structure.

Although it continued to operate at about 7,000 surgeries per year, by late 1997 the portion of non-Canadian patients coming to Shouldice Hospital had declined to about five per cent with a corresponding change in the Hospital's economic fortunes. A marketing consultant has developed a marketing plan for the hospital. Students have to analyse the economic, political and technological changes that have occurred since 1983, evaluate the marketing plan and decide how the hospital should proceed. This case is intended to follow the 1983 Harvard case, Shouldice Hospital Limited (9-683-068).

Exotic Adventures Inc. operates expedition-style voyages in various locations around the globe, including the Amazon River basin. In early 1998, Exotic Adventures began marketing a low-water season voyage up the Amazon to take place in October. By August, 99 passengers had booked passage with Exotic Adventures. However, in early September the company began receiving messages from their agents in Brazil advising that water levels were unusually low. The company must decide whether to cancel the voyage now (and refund payments received) or to continue it with the risk of subsequent higher costs.

Canada's largest privately owned department store, The T. Eaton Company Limited, founded in 1869, had recently emerged from bankruptcy protection and was now planning to raise $175 million through an initial public offering (IPO). Investment bankers must determine the appropriate share price and consider the appropriateness of the timing for the issue. The case describes North American retail industry trends and the bankruptcy protection process, and provides a detailed discussion of the IPO process and valuation considerations. Detailed comparables are provided for such firms as Federated, Nordstrom's and Dillard. The case provides an opportunity to apply a number of valuation techniques including discounted cash flow, price-to-earnings multiples and enterprise value-to-EBITDA multiples.

The Acer Group was one of the world's largest PC and computer component manufacturers. Members of Acer's R&D management team were considering the location of a new R&D lab with a view to maximizing the effectiveness of their global R&D strategy. They must examine the strategic role the lab should take, based on country strengths in China, as well as how logistical, communication, and cross-cultural issues should be managed, taking into account the social, political and economic environment in China. The case also looks at how critical an effective intellectual property protection strategy is in the globalization of R&D strategy.

The president of Joong-Ang Development Company was concerned with the level of service quality at Yongin Farmland, the company's theme park located just south of Seoul, South Korea. Despite the service quality program he had initiated since he assumed his present position 14 months ago, service quality seemed to be less than that of its competitors. He wondered if he had made the right moves, how Farmland could achieve international service quality standards, whether it would be worth doing, and if it would really provide a sustainable competitive advantage. This case and its companion (B) case, 9A97D017, are intended for use in a service quality module of a service management course.

Shanghai Jahwa is the largest domestically owned Chinese manufacturer of cosmetics and personal care products. In recent years, it has been part of a booming market with growth rates of 35 per cent per year. This spectacular growth rate has attracted and been fuelled by the entry of major multinationals, including Unilever, Procter & Gamble, Shiseido, Kao, and others. The marketing challenge for Shanghai Jahwa is to carve out viable and defensible positions in the marketplace, in the face of competition from some of the most powerful global players in the industry. The case illustrates management issues with respect to extending a very successful brand of Chinese eau-de-toilette named into the shower cream product category. Unilever already has a strong and established shower cream on the market under its well-known Lux brand. In addition, other international players are entering in the market. The case calls for the development of a brand strategy, taking into consideration market position, brand extension, and competitive issues. A follow-up case (9A98A024) is available.

Shanghai Jahwa is the largest domestically-owned Chinese manufacturer of cosmetics and personal care products. The (A) case, 9A98A023, illustrates management issues with respect to extending a very successful brand of Chinese eau-de-toilette named into the shower cream product category. This case provides an update of the market; specifically, the new competitive situation faced by Jahwa in the shower cream market in 1996.

Shanghai Jahwa is the largest domestically owned Chinese manufacturer of cosmetics and personal care products. In recent years, it has been part of a booming market with growth rates of 35 per cent per year. This spectacular growth rate has attracted and been fuelled by the entry of major multinationals, including Unilever, Procter & Gamble, Shiseido, Kao, and others. The marketing challenge for Shanghai Jahwa is to carve out viable and defensible positions in the marketplace, in the face of competition from some of the most powerful global players in the industry. This case illustrates management issues relating to a successful brand of cream. The two main flagship products, the Maxam Tremella Pearl Cream and the Maxam Hand Cream, have evolved in very different directions. The Tremella Pearl Cream is still popular in rural areas and is considered a mainstay of rural cosmetic use. The Maxam Hand Cream, on the other hand, is primarily an urban brand which meets the need of urban women looking to soften their hands after they have been exposed to the cold and to detergents. However, in urban areas the brand is losing its appeal, as foreign competitors roll out their international brands and products. The challenge is to renew the Maxam brand without losing the loyal customers of Tremella Pearl Cream.

Beijing Mirror Corporation owned the patent for a newly invented rearview mirror which eliminated the usual blind spot. At issue for the company was how to introduce the product to both the domestic and international markets. More specifically, should the company try to commercialize the technology independently, or via joint venture? Should they do so with a local or foreign company? What pricing, promotional and distribution approaches made sense? What is their resource position relative to these decisions?

A diversified global interests company, which is financed through medium and long-term loans, is preparing a US$1 billion bond offering. Students will have to figure the individual bond price, including the possible cost of the issue, while considering the receptiveness of the market, given the change in sovereignty over Hong Kong.

The managing director of health services company is becoming increasingly concerned about the state of leadership at the company's subsidiary. The source of the concern was the president of a wholly-owned subsidiary who had been instrumental in ensuring the very successful launch of the operation during its start-up. Since then, however, the president's behaviour had become increasingly problematic, to the point where he has become very disruptive to the operation. Therefore, it is necessary to craft a leadership development plan for him, or else face the unpleasant task of having to terminate him.