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The manager of information and technology at a flower auction house must decide on the pace at which information technology changes should be introduced. The issues raised in the case pertain to the formulation and implementation of information technology strategies, and illustrate the potentially integrative role of information technology, different levels of information technology strategy, online bidding, and the establishment and maintenance of information systems for clearing channels.

The manager of information and technology at a flower auction house must decide on the pace at which information technology changes should be introduced. The issues raised in the case pertain to the formulation and implementation of information technology strategies, and illustrate the potentially integrative role of information technology, different levels of information technology strategy, online bidding, and the establishment and maintenance of information systems for clearing channels.

The Gulf War-the US led effort to oust Iraq's armed forces from neighboring, oil-rich Kuwait-may be best remembered for the sheer effectiveness of the tactics and power which achieved the US military objectives in short order. But between the time of the Iraqi invasion of Kuwait and the subsequent US-led counter-offensive, there ensued a series of delicate negotiations through which the Bush administration put together the political building blocks which allowed Operation Desert Storm to commence. This case is the first history focused specifically on the details and dynamics of those negotiations-with regional Arab powers, members of the UN Security Council and key members of Congress-and the variety of tactics which were employed. The case is based on original interviews with a number of key players, including then-Secretary of Defense Richard Cheney, US Ambassador to the United Nations Thomas Pickering, and National Security Advisor Brent Scowcroft. It is part of a series about US military interventions and negotiations against a backdrop of military threats. All are useful for those interested in negotiations theory, diplomacy and the politics of military interventions. See also Carrots, Sticks, and Question Marks: Negotiating the North Korean Nuclear Crisis (C18-95-1297.0 and 1298.0; and A `Seamless' Transition: United States and United Nations Operations in Somalia, 1992-1993 (C16-96-1324.0 and 1325.0). HKS Case Number 1264.0

In late June 1987, Ron MacKenzie, executive vice-president of Quadra Logic Technologies Inc. (QLT) located in Vancouver, was thinking over the firm's latest opportunity to commercialize a product. The small company's research group had come up with a drug which, when combined with laser technology, could be used in the treatment of cancer. Killing malignant tumours with beams of light ... it's right out of science fiction, he muttered to himself. We've got to market this product. But how? Can we do it ourselves or should we sell it to someone else? Maybe we should wait until we're in a better position to support it. A follow-up case, Quadra Logic Technologies Inc. (B) is also available.

The vice-president of Advanced Technologies contemplates the appropriate strategy to manage the firm's U.S. dollar exposure. Alternatives considered include call options, forwards, and tunnels.

General Mills and Nestle were meeting to discuss the possibility of cooperation between the two companies in the breakfast cereal business. Executives from General Mills were arriving in a week's time and an executive vice-president at Nestle was charged with preparing a briefing on General Mills before their arrival. The executive vice-president had recently decided that Nestle should consider taking a partner in the breakfast cereal business and had collected some information on General Mills. The joint venture was of interest to Nestle because its European breakfast cereal business had been performing poorly. General Mills was interested because it has no significant breakfast cereal business outside of the United States. However, the fundamental issue was why Nestle had not made a success of the business in Europe, and what changes the company would need to make for the business to be a success. The balance between global strategy and local operations is central to this case.

Senior management of Hydro-Quebec were faced with the problem of how to avoid the possible cancellation of its multibillion dollar hydroelectric development project due to highly publicized opposition from aboriginal rights groups and environmental activists. This opposition was jeopardizing a major export contract by the New York Power Authority. Hydro-Quebec's financial performance, in particular its ability to continue servicing its large U.S.-denominated debt, was an important factor in the economic health and potential sovereignty of the Province of Quebec. The focus on stakeholder analysis is an excellent review of the complexity of decision-making in a highly volatile setting.

The chairman and CEO of Imasco Limited was reviewing an acquisition proposal from one of its operating units, Hardee's Food Systems, to purchase the Roy Rogers Restaurant chain. While he was inclined to support the proposal, he wanted to carefully weigh its broader impact for Imasco as a whole. The probable price of $390 million represented a substantial commitment of funds, at a time of slowing growth in the U.S. fast food business.

Northern Telecom Canada is launching its new payphone system, Millennium. The marketing director for the new line of pay telephones is considering how to price the terminal part of the system. There are many considerations, including an extensive evaluation of the economic value of the system to the telephone company's customers, pay telephone agents, users and, of course, Northern Telecom itself. A complete marketing plan is required to sell to telcos, agents, and end users. This case requires much greater than usual preparation time.

Eighteen months after selling 75% of his company to Aer Lingus, Klaus Woerner, general manager and 25% shareholder, is proposing expansion to California. The Board thinks the move is premature, and in the wrong part of the country. This is the second in a three case series titled, Aer Lingus - ATS (A), Aer Lingus - ATS (B1) and Aer Lingus - ATS (B2) addressing minority shareholders who are also key managers.

Klaus Woerner and Aer Lingus executives have now visited the company Klaus Woerner wants to purchase in California. Opinions are divided. Klaus is adamant the move be made. Denis Hanrahan is less sure. Trust is an issue. This is the third in a three case series titled, Aer Lingus - ATS (A), Aer Lingus - ATS (B1) and Aer Lingus - ATS (B2) addressing minority shareholders who are also key managers.

An expansion in the bottling plant of a brewery leads to a reassessment of the manual palletizing operation. It is possible to purchase expensive automatic equipment and a choice of makes is involved.

The semi-annual meeting of the board of Toppan Moore, a joint venture between Toppan Printing of Japan and Moore Corporation of Canada, took place in Tokyo. With sales exceeding US$1 billion, Toppan Moore was a leader in the Japanese business forms industry and widely considered one of the most successful international joint ventures in Japan. While pleased with the venture's recent results, the issue for the board members was how to ensure continued prosperity.

The two major partners in Russki Adventures contemplated their next move. They had spent the last year and a half exploring the possibility of starting a helicopter skiing operation in Russia. Their plan was to bring clients from Europe, North America and Japan to the Caucasus Mountains to ski the vast areas of secluded mountain terrain made accessible by the use of helicopter and the recent business opportunities offered by 'glasnost'. Three options for proceeding were being considered. The first was to proceed with the venture on their own, in the Caucasus Mountains area that had been made available to them by a Soviet government agency. The second was to accept the offer of partnership with Extreme Dreams, a French tour operator that had recently begun operations in the Caucasus region. The final option was to wait, save their money and not proceed with the venture at this time. This is a good case to emphasize small-scale international ventures and the complexities of operating in a rapidly changing and politically unstable environment.

The Japanese-American Seating Inc. (JASI) case series involves a 65-35 joint venture in southwestern Ontario formed by Japanese and U.S. automotive parts companies which are leaders in their respective geographic markets. After the venture has been in operation for nearly two years, this case describes the perspective of the newly-appointed American general manager. The case addresses the strategic and operational issues which may arise in a cross-cultural venture, particularly (a) how the venture will be managed (traditional Japanese, North American or combination thereof), (b) what will be the appropriate roles and responsibilities of the president (from Japan), the general manager (from the U.S.), and the management team (mainly from Japan, with a few Canadian managers) and (c) how to overcome the cultural conflicts which are likely to occur as a result of these issues. A follow-up case Japanese-American Seating Inc. (B) is also available.

The president of Polysar's global rubber division must determine how to commercialize an award-winning new product, Tornac Rubber. This product represents a potentially critical addition to the company's core business activities. Although members of Tornac Rubber's product development team are highly committed to the product, recent market developments combined with the financial circumstances of Polysar's new parent company create uncertainty regarding whether the rubber division should commercialize Tornac Rubber independently, or whether they should instead establish an alliance with one of their major competitors globally, Bayer A.G. of Germany. (A 16-minute video can be purchased with this case, Polysar Ltd. and Tornac Rubber - Video.)

This note was written as an accompaniment to the Northern Telecom Japan Inc. case 9A92G003. It describes the background of the formation of keiretsus, the different types of keiretsus, and how they conduct business.

This industry note outlines the North American photocopier industry in 1990. Several recent developments, including a slowing of technological change and maturation of market demand for photocopiers, threaten to dramatically transform the nature of competition within this industry. This case was written to accompany the Daytun Inc. case 9A92M001, although both the case and this note may be used on a stand-alone basis.

This case highlights Kimberly-Clark's perspective on the fierce competitive battle with Procter & Gamble (P&G) in the diaper industry in 1989. The competitive struggle involves a broad range of issues including: rapid product development, international threats and opportunities, diversification options and public pressure over environmental concerns. In particular, Kimberly-Clark must decide on a response to P&G's most recent product introduction.

This case is an up-close look at the management of a large mining and smelting alliance in Australia. One partner is American, the other Australian. Although it is an equally owned venture, the Australians are the lead partners, but they are not doing a very good job. The Americans are frustrated by this, but uncertain as to how to influence their partner. The Americans also have been frustrated in their attempts to introduce a new technology to the mine and expand it. The case is an excellent vehicle for exploring the issue of management control and influence in joint ventures. Does having a lead partner make sense? What should be the role of each company vis-a-vis operating issues? Strategic issues?