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Logitech was one of three companies that dominated the global market for pointing devices for computers. While Logitech had captured a large share of the Original Equipment Manufacturer mouse market, Microsoft was the clear leader in terms of industry standards and dollar share of the retail market. KYE, with a strong presence in Europe, was poised to compete aggressively in North America. Faced with the intensifying competition and eroding margin, Logitech was considering the introduction of an innovative line of ergonomic mice, which promised to change the competitive dynamics of the industry.

US price supports for domestically grown sugar become controversial because of their varying impacts on sugar-exporting nations, domestic sugar refiners and, of course, domestic growers. This case, told from the point of view of the Council of Economic Advisers, calls for an evaluation of the sugar price supports. It requires students to disentangle and quantify the complex resource allocation and income distribution consequences of the domestic sugar price support program. HKS Case Number 1128.0

The managing partner of the a new enterprise group faces a sensitive meeting with the Hong Kong native senior accountant who has indicated that he is likely to resign. A serious misunderstanding, partially involving cultural differences, has evolved over his temporary assignment to an audit, when he wants to specialize in tax. The views of a number of other partners and managers involved in the situation are included. Confusion arises over conflicting signals from the senior accountant about his willingness to take on the audit assignment. A companion case, Bob Chen, describes the situation from the senior accountant's point of view. The pair of cases are designed for use in a role play.

A senior accountant in a large accounting firm, is on the verge of resigning. He faces a sensitive meeting with the managing partner of the new venture practice. A native of Hong Kong, the senior accountant has been given a temporary assignment to audit when he wants to specialize in tax. A serious misunderstanding, partially involving cultural differences, has evolved over this assignment. A companion case, David Shorter, describes the situation from the managing partner's point of view. The pair of cases are designed for use in a role play.

Prince Edward Island Preserve Co. is a producer and marketer of specialty food products. The company president is contemplating future expansion. Two cities were of particular interest: Toronto and Tokyo. At issue was whether consumers in both markets should be pursued, and if so, how. The choices available for achieving further growth included mail order, distributors, and company controlled stores. The case helps students watch existing resources and capabilities with potential growth opportunities.

Kimberly-Clark's and Procter & Gamble (P&G) are fierce competitors in the diaper industry. 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 provides an excellent in depth view at the dynamic of competition.

As they approached their strategic session, TransAlta's senior executives confronted a changing business environment. The company's goal had always been to provide reliable electric service to their customers at the lowest possible cost. Now a new variable was entering the picture: the environment and the question of sustainable development. The release of the report of the World Commission on Environment and Development, chaired by Harlem Brundtland, gave credibility to the concept of sustainable development and has elevated environmental issues on the international agenda. How would this impact the company's business strategy and competitive advantage?

By mid-1988, Aldus Corporation was the market share leader in the global desktop publishing market. Top management was faced with the decision of whether to split Aldus's product family into two distinct product lines. Each product line would be targeted at different segments of the market: the business market and the creative graphics professional market.

The vice-president finance for a Canadian manufacturer has to decide how best to refinance a Swiss franc loan that is about to mature. The case involves consideration of interest rate risk and foreign exchange risk. The case is designed to introduce students to borrowing in international markets. It gives students an idea of the many opportunities to borrow internationally. By examining the cost of the previous loan, students should gain an appreciation of how changes in exchange rates can affect the cost of a loan.

A positive covenant on a $200 MM floating rate loan required Columbia River Pulp (CRP) to hedge a minimum of $100 MM for at least three years at a maximum rate of 12 percent. The alternatives included interest rate SWAPs, CAPs and COLLARs. What is the optimal hedging structure? Should CRP hedge all of its floating rate debt, or only the amount required under the loan agreement? (This case can be used with two related cases bearing the same name, 9A95B034 and 9A90B036. A Microsoft Excel spreadsheet is available for use with this case, product 7A90B037.)

Eagle Corp. has made a tender offer for a further 15% of the shares of Blue Jay Energy. The price is well below what some feel is the real value of the shares. The focus of the case is on strategies to close a potential value gap in the context of a hostile takeover bid. The primary alternatives are to rely on a poison pill, spin-off and a leveraged recapitalization. The case is ideal to illustrate the use of the financial markets (synthetic white knight) to negotiate a deal.

A female expatriate manager working for a large multinational financial institution must contend with gender discrimination. She had been offered a promotion and the choice of two positions. When she made her decision and informed her boss, he told her that she could not have the job she chose because it would mean periodic travel into Saudi Arabia, which, he believed, would not be possible for a woman.

This case is a supplement to Ellen Moore (A): Living and Working in Bahrain. After living and working overseas, a customer service employee recounts her experiences. She explains the decisions that she made and her experiences and opinions about women in management.

The new vice-president for Kentucky Fried Chicken in southeast Asia, must weigh the growth benefits of investing in China with alternative opportunities in the region. He is at the exploratory stage of market research and is focusing his attention on four possible locations in China. He must also balance his own personal ambitions with the possibilities for failure, not only in China, but the rest of southeast Asia. (A 31-minute video is available with this case, Kentucky Fried Chicken in China - Video.) A follow-up case Kentucky Fried Chicken in China (B) is also available.

The VP's efforts to determine whether and how to proceed with an emerging three-way partnership in China are described. Kentucky Fried Chicken has selected local partners and has been issued a license to operate a restaurant in Beijing. If he is to proceed, the VP must decide how fast he should advance the negotiations and which of three location sites in the city is most desirable. A background case Kentucky Fried Chicken in China (A) and a follow-up case Kentucky Fried Chicken in China (C) are available.

Valley Farms International (VFI) describes some of the problems and issues involved in selling and exporting dairy cattle to a middle-east country. The decision that John Roberts of VFI must make is whether or not to employ the services of a middleman in that country, a practice which is against the law of that country. This case is the first in a series of cases, Valley Farms International (A) through Valley Farms International (F).

The partner describes some of the problems and issues involved in selling and exporting dairy cattle to a middle-east country. He must decide whether or not to employ the services of a middleman in that country, a practice which is against the law of that country. The case describes John Roberts' decision on the issue in the Valley Farms International (A) case. This is the second in a series of cases, Valley Farms International (A) through Valley Farms International (F).

The partner continues to export cattle to a middle-eastern country but must decide whether to give in to the demands of an airline crew. They are demanding a cash payment as danger pay in order to take off with the load of cattle, however, this payment is outside the terms of the contract. This case is the third in a series of cases, Valley Farms International (A) through Valley Farms International (F).

Valley Farms International continues to export cattle to a middle-eastern country. This case describes some of the issues and problems associated with negotiating the contract, transportation and financing arrangements. The decision facing John Roberts in this case is whether to give in to the demands of an airline crew who are demanding a cash payment as danger pay in order to take off with the load of cattle. This payment is outside the terms of the contract. This case describes John Roberts' decision on the issue in Valley Farms International (C). This is the fourth in a series of cases, Valley Farms International (A) through Valley Farms International (F).

The partner continues to face and solve problems regarding the transportation of exported cattle. The cattle inspectors from the middle-eastern country have been called home and the cattle are on a ship at sea. The inspectors left, however, without signing all the necessary documents, however, the partner has their signatures on some blank forms. Should he use these in order to collect on the letter of credit? This is the fifth case in a series of cases, Valley Farms International (A) through Valley Farms International (F).