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LBT Acquisition Corp. (LBTAC) made a Cdn$24 per share hostile takeover bid for John Labatt Limited (Labatt). LBTAC was a subsidiary of Onex Corporation (Onex), a Toronto-based conglomerate which secured financial assistance from Quilmes Industrial S.A., a Luxembourg-based holding company. Prior to the Onex bid, Labatt had been negotiating a merger with Interbrew S.A./N.V., Belgium's largest brewer. People close to the negotiations indicated they had heard rumors that the Dutch Brewer, Heineken N.V., and others were prepared to make bids. The case is from the perspective of Wood Gundy, the financial advisor to Labatt. The challenge for the student is to structure a deal in order to maximize shareholder value.

A portfolio strategist for the Pegasus Pension Fund, was reviewing a research paper investigating international tactical asset allocation that had been forwarded to him from a colleague. The president of the Pegasus Pension Fund had recently become concerned with the fund's shrinking surplus and had given a directive to the portfolio strategist to investigate new strategies that could enhance the fund's performance. He thought that adopting an international equity investment strategy might be appropriate to enhance the fund's performance. He was scheduled to make a presentation to the President the following week regarding the merits, risks, and possible introduction of one such strategy: international tactical asset allocation.

Mekong, a joint venture among Japanese, Korean and Vietnamese auto assemblers, is facing significant changes in the business environment in Vietnam. As the government of Vietnam has implemented its economic and administrative reform program, foreign and domestic companies in Vietnam have had to deal with changes in regulations and competitive forces. In addition, Vietnam's membership in ASEAN (Association of South-East Asian Nations) has further complicated the business decisions that foreign companies have to make in this newly-opened economy. Students will be challenged to devise a strategy for Mekong as a multi-national company operating in the Far East.

Kim Tomar has to evaluate bids from potential suppliers for aircraft parts for de Havilland's Dash 8 aircraft. As a financial analyst, Tomar has to make a recommendation to de Havilland's Source Selection Board on the selection of a new supplier. Tomar's recommendation must be based on the prices quoted by the bidders, and her assessment of the firms' ability to be a long-term supplier to de Havilland. This requires a financial analysis of the bidder firms.

Studds, the leading India-based manufacturer of bi-wheeler helmets, was at an impasse in joint venture negotiations with Nolan of Italy. The partially-implemented joint venture between the two companies appeared a perfect match. Studds had a considerable cost advantage in the production of helmets and Nolan had formidable marketing strengths. At issue is whether Studds should continue to pursue or terminate the final joint venture negotiations. This case should be used in an international business course to illustrate issues central to internationalization and problems inherent in partnering where the risks of the joint venture are substantial to both firms.

The acting controller and head of the accounting department at Texas Western Thailand has been reprimanded for developing and using a modified version of the standard company accounting system in Thailand. He believes that the modified system is more appropriate for conditions within his division and in the Thai environment. This case could be used in an international accounting class to discuss problems arising from different accounting methods among countries; in an international cross-cultural management course, or in an international organizational behaviour course dealing with the tensions between international standardization versus local responsiveness.

The CEO of a Singapore-based computer company, with successful operations in Europe and Asia, was contemplating whether to pursue growth opportunities in the United States. The company had to decide between developing its own subsidiary, acquiring a small mail-order company based in Austin, Texas, or not entering the U.S. market at this time. If the acquisition option was pursued, there were challenges regarding fixing an appropriate value for the company, as well as integrating the American subsidiary into its own global network.

The management of the Samsung Group has to decide whether to enter the Korean theme park industry. The case focuses on three main issues in the context of the entry decision:<ul><li>The underlying forces that shape industry structure, competitive interaction, and profits.</li><li>The impact of globalization on industry structure.</li><li>The relationship between a firm’s resources and its strategy.</li></ul>Porter’s Five Forces model is used to analyze the impact of the competitive forces on profitability. A 15-minute video, product # 7A96M006, can be purchased for this case.

Escorts, a large historically successful Indian conglomerate, was confronted with a dramatic change in its external environment caused by liberalization policies in its domestic market. At issue is the formulation and implementation of the company's restructuring strategy in response to the changed conditions. The case should be used in a general management/business policy course to illustrate the formulation and implementation of strategic responses to similar environmental changes occurring in a number of developed and developing countries. A second case, Escorts: A Restructuring Plan, 9A95M011, documents Escorts' 1994 plan of response. A third case, Escorts: The Tractor Division, 9A95M010 concerns a specific division and illustrates implementation barriers otherwise unapparent in the previous cases.

The export director for Cerveceria Cuauhtemoc Moctezuma, of Monterrey, Mexico, must develop a sophisticated marketing strategy in order to earn a permanent place for the brewery's SOL brand in the UK brewing market, considered to be one of the world's most dynamic and competitive beer markets. Specifically, he must decide how to position the brand; what brand characteristics, if any, should be modified; what new distribution channels, if any, should be pursued; and finally, what type of advertising and promotional campaign is necessary.

The president and owner of a small sandal factory realizes that if his company is to survive in the long-run, the manufacturing operation would need to become more efficient. Relaxed tariff barriers had increased the level of foreign competition in the country, particularly in the footwear industry. He had recently attended a seminar on total quality control (TQC) sponsored by the local trade association. Despite the potential benefits of TQC and its record of past successes, John was uncertain whether the Mexican employees would be able to implement TQC, a system that appeared to be based on different norms and values than those of Mexican workers.

The president and owner of a small sandal factory decided to implement TQC in his company factory. This case outlines the steps he followed, the problems he encountered and the measures he took to correct them as he introduced his employees to TQC. This case is intended to be used in conjunction with Sandalias Finas de Cuernavaca, S.A.: Total Quality Management (A), case 9A95C018.

The general manager and director of training are becoming frustrated with the significant obstacles they must face. The challenge they face is converting an unfinished building into a Western-style hotel. Achieving this standard of quality and service did not come easily and the hotel required twice as many employees to operate than comparable hotels in the West. There were 20 expatriates managing the hotel when it opened. This number was to be reduced to 10 but it increased to 22. The number of employees and expatriate managers had a major impact on the budget. The inability to interest the staff in a career in the hotel or to want to become supervisors are significant obstacles facing management.

Managers at Chicago Research and Trading, are at a final point in the negotiation and faced with a decision to sign the statement of intent to form a Russian-US Joint Venture. The pending decision highlights the importance of being willing to give up obtaining some additional information about the joint venture that would make MPI surer of their investment in favor of gaining the trust of their Russian partners. It also demonstrates the importance of intuition in decision making. JV Dialogue has gone on to be one of the most successful Russian-foreign joint ventures by most accounts. (A nine-minute video of the CEO answering students' key concerns about starting the joint venture can be purchased with the case, video 7A95G006.)

The financial results of Euro Disney and the problems experienced after its start-up are described. It can be used as a follow-up to the Harvard Business School case Euro Disney: The First 100 Days, HBS 693013.

The management team at Electrohome's projection systems division must decide what to do in response to a surprise new product introduction by Sony Projection Systems. The new product threatens Electrohome's position at the high end of the market. The case focuses on competitive analysis as three players from three different regions of the world vie for profitable positions in the industrial projection system market. This case presents Electrohome's perspective of the same event documented in the Barco Projection Systems (A) case (HBS 9-591-133). Two follow-up cases Electrohome (B): The Phoenix Project and Electrohome (C): The Marquee Launch are available.

This case follows Electrohome (A): Projection Systems Division, and discusses the key events that have taken place among the competitors since the (A) case date. Electrohome is developing a new projection system which has the potential to be the best projector on the market. Of key importance is an understanding of the likely actions and reactions of the major competitors in the market. If the Phoenix project fails, Electrohome will likely go bankrupt.

This case follows Electrohome (A): Projection Systems Division, and Electrohome (B): The Phoenix Project. The Phoenix project is on track for completion before a critical trade show in January 1993. It is now August and the management team must decide whether or not to pre-announce the product or delay the announcement for maximum impact and surprise.

The vice-president of Damark Packaging Inc. must decide whether to accept or reject a US$1-million order for shrink wrap packaging equipment. Should Damark focus on external markets for survival? Is there a 'fit' between the company's external environment, its internal resources and the preferences of its management team. Pedagogically the case explores the issue of external markets and the decision faced by many companies of how to decide on the external environment that presents the best opportunities for their organization.

This is the second case in a two-part case series about decisions relating to the introduction of a new product, Johnson's face powder, to the Philippines market. In the first case, J & J (Philippines), Inc. - Johnson's Face Powder (A), the student was asked to assess the merit of the strategy, both in terms of market acceptance and their calculations as to projected contribution. In this case, the marketing vice president of J&J (Philippines) gets a phone call from the U.S. headquarters telling him to cancel the introduction. The subsequent discussion focuses on the issue of how product policy should be managed in an international organization. (A two-minute video can be purchased for this case, J & J (Philippines) Inc. - Johnson's Face Powder - Video.)