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Ben & Jerry's makes super-premium ice cream under a tri-part mission to produce the finest quality all-natural ice cream, to be socially conscious and improve the quality of life of a broad community, and to operate profitably so that shareholder values continue to grow and employees enjoy career opportunities and financial rewards. The company has grown from one small ice cream parlor in a converted gas station to achieving sales of over $130 million in 1992. This note provides the background for the decision to be made in Iceverks (A): Ben & Jerry's in Russia.

It has been four years since the president had first travelled to Russia to find a partner so that the Ben & Jerry's finest quality, socially conscious and economically feasible super-premium ice cream could be produced in Russia. Now, just a few months in operation, the joint venture was up and running and already profitable. The partners wanted to expand and opportunities were readily available but the president questioned the feasibility of such a move. This case presents a common dilemma faced by international companies - how to manage divergent partner goals and perspectives. May be used with Ben & Jerry's Homemade Inc.: Background Note and Iceverks (B): Summer of 1993.

This case examines a proposed marketing joint venture which would introduce Neilson brand chocolate bars to Mexican consumers. Pepsico Foods' Mexican subsidiary -- already servicing 450,000 retail stores -- has suggested a joint branding agreement. Alternative distribution arrangements are available which would allow Neilson to maintain greater control over its name, at the cost of slower market access. (A sequel to this case is available Neilson International in Mexico (B).)

Neilson linked up with Sabritas, a Pepsico Co. subsidiary, and launched Neilson brand chocolate bars in Mexico. The next year, Neilson sales to Mexico exceeded $23 million. The Mexican peso abruptly underwent a 40% devaluation which put major pressure on both partners' margins. This raised issues of future pricing and competitive response. More fundamentally, there were now concerns about the overall stability and potential of the Mexican market. (This is a supplement to Neilson International in Mexico (A).)

Labatt Breweries of Canada introduced its Ice Beer to the Canadian market, it gained rapid acceptance by consumers, and has spawned imitators and attracted the interest of brewers in the United States. The president of Labatt Breweries, Hugo Powell, must decide if and how Labatt should enter the U.S. market with its product and new brewing technology. The case provides information on the Canadian and United States beer markets, pointing out the differences that Labatt has to consider in trying to profit from its new product in the U.S. An in-depth note Note on the Mexican Beer Industry is available to accompany this case.

The business development manager for General Electric (GE) Canada, met with executives from GE Supply, a US-based distribution arm of GE. The purpose of the meeting was to discuss new business opportunities in energy management and efficiency. The business development manager had identified some opportunities for business development in Canada, while leveraging GE's strategic capabilities did not fit well with GE's corporate structure. He was keen to work with GE Supply but wanted to retain a high level of operating autonomy. The challenge was to put together an appropriate organizational structure and find a home for the new development idea. (A sequel to this case is available, GE Energy Management Initiative (B). A 12-minute video may also be purchased with this case, GE Energy Management Initiative - Video.)

Six months into the operation of the energy management business, GE Energy Management Initiative has lost a bid for a large contract. Its general manager learns that the division to which it reports is getting out of the energy management business because of a questionable strategic fit within the division, and a lack of results. The general manager wonders how to proceed. (This is a sequel to GE Energy Management Initiative (A).)

This case, the first in a six-part series, describes the situation Pierre Godfroid encountered when he took over as Sabena’s CEO in 1991. At that time, Sabena was in crisis, facing imminent bankruptcy. On the strength of a restructuring plan developed by Godfroid and his staff, the Belgian government had agreed to bail out the airline in return for assurances that this would be the last time government assistance would be requested. Godfroid’s task was to transform the company into a viable private enterprise. The case provides the opportunity to evaluate the viability of Godfroid’s strategy and more generally to explore strategy formulation in a global industry. More importantly, it sets the stage for a sequence of follow-up cases (9A94M004, 9A94M005, 9A94M006, 9A94M007, 9A94M008) dealing with the implementation of the strategy. (Sabena Belgian World Airlines - Video which is broken into segments to coincide with the case series, can be purchased with the case.)

This case is the first supplement to Sabena Belgian World Airlines (A). It outlines the strategic changes implemented by Pierre Godfroid, Sabena’s CEO, and introduces Erik Weytjens, a recent graduate of an MBA program. This case outlines Weytjens’s first assignment to solve a major logistics problem in the dishwashing department. The case, along with the follow-on series of cases, provides the opportunity to: 1) make decisions and take action under realistic constraints of limited information, time, and credibility; and 2) reflect on how the pattern of actions supports or undermines strategy.

This case is a supplement to Sabena Belgian World Airlines (A). Set in autumn of 1992, it deals with the aftermath of Sabena’s first lay-offs, when aggressive workers tried to get their colleagues to join a strike. Background information is provided in case 9A94M003 and 9A94M004; subsequent related cases are 9A94M006, 9A94M007, and 9A94M008.

This case is a supplement to Sabena Belgian World Airlines (A). It deals with the backlash Weytjens faced when he demoted a sous-chef for violating company standards. Background information is provided in cases 9A94M003 and 9A94M004; subsequent related cases are 9A94M005, 9A94M007, and 9A94M008.

This case is a supplement to Sabena Belgian World Airlines (A). It describes Weytjens’s meeting with an aggressive union leader. Background information is provided in cases 9A94M003 and 9A94M004; subsequent related cases are 9A94M005, 9A94M006, and 9A94M008.

This case is a supplement to Sabena Belgian World Airlines (A). Dealing with Weytjens’s efforts to increase productivity in the spring of 1993, it offers the unique opportunity to reflect on how managers sustain their energy and commitment in the face of adversity. Background information is provided in cases 9A94M003 and 9A94M004; other related cases are 9A94M005, 9A94M006, and 9A94M007.

This note examines an industry that is losing its competitive advantages due to globalization. Suitable for use in a section of an international strategy/business policy course which introduces the topic of industry analysis.

The assistant plant manager was trying to decide on production scheduling and inventory management policies for the new computer diskette plant. Students are presented with three demand forecasts of increasing complexity as variability between and within product lines emerges. The case is suitable for students to do an economic order quantity (EOQ) analysis and draft a production schedule.

An introduction to a series of cases with a small, international high technology company. The subsequent cases deal with marketing S-S Technologies Inc. (B) - Marketing, measurement issues S-S Technologies Inc. (C) - Measurement Issues(C), and organizational design S-S Technologies Inc. (D) - Organizational Design.

A consultant wasn't convinced that all relevant items, for example, leading and lagging indicators, were either currently being identified and measured, or would continue to be in the future. That is, he questioned whether the company was adequately following a strategic approach to measurement. At the same time, he wondered what changes were necessary to effectively implement such an approach.

The company's CEO, president, and a consultant took on the task of designing an organization to support the company's growth. They were to develop a structure and set of administrative systems (policies, performance appraisal, compensation and partnering program) that would ensure the achievement of the company's key success factors (see S-S Technologies (A) - Introduction, case 9A94C005), the maintenance of the existing culture and the attraction of the kind of people they wanted working for them.

This is the first case in a two-part series about decisions relating to the introduction of a new product, Johnson's face powder, to the Philippines market. This case provides information about the Philippine market and the development of the introductory strategy for the product. The student is asked to assess the merit of the strategy, both in terms of market acceptance and their calculations as to projected contributions. (A two-minute video can also be purchased for this case, J & J (Philippines) Inc. - Johnson's Face Powder - Video.)

The newly appointed president of the Philippines' largest advertising firm arrives at her office to find a fax from New York. The fax says that Colgate-Palmolive is realigning its accounts worldwide. The effect of this move is that Basic/Black Zale Youngman Advertising will lose about 90% of its billings from its Philippines Colgate-Palmolive account. There are two very different discussion issues. The first issue is the decision(s) on what actions to take. The second issue is the handling of worldwide advertising in an environment which varies greatly from country to country.