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Amul Dairy has been a successful change maker in India's dairy system. How does it move from this success to the new challenges facing the Indian food system--is it an appropriate model?

Traces the founding and development of Houses for Africa, a firm established to build low-income housing in Zimbabwe. Explores entrepreneurship in an emerging market, the problems that arise when complementary markets do not function well, and the importance of distinguishing transitory opportunities from opportunities to establish first-mover advantage following liberalization.

Discusses the politics of change and how Brazilian President Fernando Henrique Cardoso, elected in 1994, has fought to promote systemic change in Brazil. While his Real Plan has stabilized inflation and attracted foreign investment, the nation's deficit continues to grow. Meanwhile Brazil continues to be plagued by gross social inequalities.

Focuses on the historical evolution of Brazil's state-owned enterprises and efforts to privatize them.

In the early 1980s, Turkey adopted policies that liberalized trade as a part of a structural adjustment program. Within the garment industry, small- and medium-scale enterprises were not well positioned to take advantage of the new opportunities to compete in international markets. In order to overcome challenges in marketing, obtaining financing, and negotiating with government trade officials, competitors came together to form Ege Giyim Sanayi ve Dis Ticaret A.S. (EGS). EGS's rapid expansion forced it to face crucial questions about both its governance structure and future diversification opportunities.

According to author Rick Yan, a vice president in the Beijing office of Bain & Company, making money in the China market in the short run is the best indicator we have that a company's current strategy and practices are well suited to success in the longer term. Despite concerns about the continuation of China's economic boom and the country's political future, multinationals are flocking to China. Why? Because China may soon be one of the world's most important economies. Companies that don't consider exploring this vast market may be overlooking a tremendous growth opportunity. Investing in China now to build sustainable long-term positions is a credible strategy. Some companies, however, have taken the long-term argument too far. They tolerate poor short-term results in the mistaken belief that such results are a trade-off for future profitability. But underperformance in the short term is a good indicator that a company's strategy or practices may not measure up over the long run. Drawing on the examples of multinationals already competing in China, the author finds that success is more a factor of managerial capability, critical mass scale, and product portfolio than it is length of stay. Although some early movers are market leaders, being number one requires more than longevity. Take Coca-Cola, for instance. To see it as a passive player that "waited it out" is to misunderstand the company's aggressive strategy: Coca-Cola planned carefully for success and executed a series of smart short-term moves to make it happen. In the final analysis, players that want to be around over the long run had better make the right moves today. One mistake won't seal a company's fate, but organizations need to learn from their mistakes quickly and use their new knowledge to build winning strategies. Companies that fail to adapt to the fast-paced market will never enjoy long-term success in China.

In July, 1975, top White House economic officials in the Ford Administration receive information that the Soviet Union, in the face of a disappointing grain harvest, might seek to purchase large amounts of wheat and corn from US suppliers. This case is an insider account of the confluence of economic and political considerations which emerge as officials face the decision as to whether to take any action to discourage grain sale to the Soviets, at a time when the Cold War is raging. The case specifically looks at the question of whether the Administration should seek to link grain exports , which have, arguably, a humanitarian dimension and are highly popular among farm state voters, to broader political and diplomatic objectives. Put another way, should food be used as a tool of diplomatic leverage? Officials-including Secretary of State Henry Kissinger, Secretary of Labor John Dunlop, and Secretary of Agriculture Earl Butz, as well as members of the Council of Economic Advisors-must consider a range of domestic political matters, as well as the potential effects on food prices of a major grain sale. Based in part on The US-USSR Grain Agreement (Roger Porter, Cambridge University Press, 1984), this case is a snapshot of the information-gathering and decision-making processes at the highest level of the United States government. HKS Case Number 1449.0

Political demands for environmental improvement create obligations for managers that can conflict with shareholder value creation. While differentiating products along environmental lines is a conceptually straightforward way of reconciling these apparently conflicting demands, not all attempts to do so have succeeded. This article describes three requirements for successful environmental product differentiation: 1) firms must discover or create a willingness in consumers to pay for public goods; 2) they must overcome barriers to the dissemination of credible information about the environmental attributes of their products; and 3) they must defend themselves against imitation. More broadly, environmental strategy must be integrated with the overall strategy of the business. The appropriate environmental strategy depends, like the business's overall strategy, on the fundamental economics of the industry and the business's internal capabilities--basic constraints that have often been obscured in the academic debate about business and the environment.

This articles examines the main cultural differences and similarities between American managers and their Russian counterparts. It also explores the applicability of familiar American management concepts concerning leadership styles, motivation approaches, performance appraisal systems for strategic planning, and organizational configurations in the context of the Russian culture. Certain American management concepts--such as legitimate power-based leadership style, employee relations policies, gainsharing, appraisals based on work team performance, strategic improvising, and strategic alliances--can be successfully put into practice in Russia. Differences in managerial values between these two countries, however, require that the application of American management approaches in Russia be carried out patiently and systematically.

In 1995, the President of Chile proposed to the legislature several reforms designed to strengthen the agency that regulated the tariffs charged by Chile's water companies. Although a half dozen water companies were private, most of the water systems were still in public hands. The government wanted to reform the regulatory agency before it privatized the rest of the companies. HKS Case Number 1448.0

Features the challenges facing an entrant in the New Zealand telecommunications market during the period 1989-1994. Clear Communications Ltd. (CCL), a joint venture owned by Bell Canada, MCI, New Zealand Television Corp., and Todd Companies, begins offering long distance service in May 1991. The firm is dependent on access to the network of the incumbent, Telecom Corp. of New Zealand, to offer most of its services. This dependence proves to be a significant obstacle to CCL's expansion into the local business call market, particularly given New Zealand's unique "light-handed" regulatory system. Clear ultimately spends millions of dollars in a failed four-year lawsuit to obtain better terms of interconnection. In October 1994, CEO Andrew Makin must decide the future strategic direction of the firm.

Supplements the (A) case.

The managing director and operations director of the Thailand manufacturing arm of a Taiwan-Thailand joint venture (JV) were experiencing severe difficulties. Transferred to Thailand from Taiwan three years ago, they shared management responsibilities with other Taiwanese expatriates, two North Americans, and a few Thai supervisors. The workforce was predominately local Thais. The performance of the company was not meeting the expectations of either of the JV partners, a problem especially acute for the managing director, whose father was chairman of the Taiwan partner's holding company. Problems included high turnover, changing roles with the recent departure of the American firm originally in a 3-way partnership, intercultural communications, and general confusion as to what to do. The purpose of the case is to develop a process for defining the problems and planning appropriate action in a complex international milieu.

In April 1998, Prime Minister Hashimoto faced serious problems, both with his program of six systemic reforms and with his fiscal policy. Japan had been in effective recession for six years, unable to retain the miracle-growth achieved in earlier decades. Hashimoto has proposed to reform social security, fiscal policy, administration, regulation, education, and especially the financial system. But institutional rigidities--the bureaucracy, labor policies, corporate governance, and the aging population among others--has made change exceedingly difficult.

China is an alluring market for multinational companies, but those based in the United States have suffered from the foreign-policy demands that their government has imposed on relations with this emerging giant. The author, a former undersecretary of commerce in the Clinton administration and now dean of the Yale School of Management, reviews two new books that help point the way to a consistent foreign policy in the interests of both government and business. Big Dragon, by Daniel Burstein and Arne de Keijzer, takes a broad look at China and persuasively argues for a cooperative foreign policy that respects the country's power without treating it as an adversary. Greg Mastel's Rise of the Chinese Economy, which focuses on trade issues, delivers an important warning that the developed countries need China to reduce government intervention in its economy before they can safely integrate it into the World Trade Organization. Such change, Mastel says, would require a total restructuring of China's totalitarian political system; he urges the West to push China forward now, using WTO admittance as a lever. Whether we push China forward or not, Garten adds, the sheer size of the country combined with its serious internal strains means that it is likely to disrupt the world economy in a number of ways, and he advises companies on ways to minimize their risk. He recommends that companies maintain a wide portfolio of investments in China, appoint sophisticated government-relations managers, and invest heavily in local communities and projects of broad interest to the country.

Examines Chile's development strategy since 1973. Following a series of domestic economic reforms, the country must decide whether to join a regional trading block. Considers the advantages and disadvantages of regional trade agreements and examines the differences between a free trade agreement (NAFTA) and a customs union (Mercosur).

Supplement to (9-384-115), (9-382-073), and (9-382-065).

Updates the case.

Describes, in detail, events precipitating crises. Provides both conventional and new explanations of crises. Presents a chronology of crises as the events unfold, and a brief summary of four particular countries (Malaysia, Indonesia, South Korea, Thailand) and their perspective development strategies (18 presented).

Supplements the (A) case.