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The case was written to illustrate the importance of business process design as a basis for competition in the textile industry. The case illustrates the impressive performance of Zara, the new fashion player from Spain, which has innovated in process design so as to deliver new collections in its stores with a lead-time of 5 to 7 days. The more traditional approach in textile retailing is illustrated here by Marks & Spencer (M&S), the well-known UK retailer. Notwithstanding M&S¿s current problems, the case does not fall into an overly simple comparison between a young, innovative competitor and an aging glory.

The outsourcing of the logistics activities has recently been accelerating. While outsourcing offers great potential for cost savings for the manufacturer, the danger of customer service degradation should not be underestimated. The logistics service provider (3PL), on the other hand, should have flexible and efficient processes so as to achieve the service requirements of its client in a profitable fashion. The case provides an appropriate background to discuss ways to obtain a mutually beneficial contract in outsourced logistics services.

Steve Papa, CEO of Endeca Technologies, must decide among two term sheets raising the same amount of badly needed money for his young software company. One deal is led by insiders and, is offered at a lower price. It continues a board that has worked very well and shares a common vision. It also is likely to involve a very important potential customer. The second offer comes from a group with which Papa does not have history. Although it carries a higher price, it will change the board structure and also requires that the closing be delayed a week, from September 7, 2001, to September 14. The company has cash only into October so, if anything goes wrong, Papa is unlikely to be able to arrange alternate financing. Discusses which option he should accept.

Canadian Tire is a large retailer of automotive, hardware, and houseware products. As part of the company's marketing strategy, the executive director of corporate affairs is reviewing four social marketing programs and must decide which program the company will adopt. She must analyze each of the social marketing programs and assess how the program will contribute to the company's competitive position. She also needs to convince the company's independent associate dealers to adopt and implement the chosen program.

Bo Feng, cofounder and principal in Chengwei Ventures, one of the first sovereign venture capital firms in China, is trying to decide on the proper business model for hdt, the product of a merger between two portfolio companies. This case discusses the best way for the new company, which designs Web sites and provides customer relationship management and ad-serving software, to prosper in China's changing market.

H-E-B is a $9 billion grocery chain located in Southwest Texas. This case focuses on H-E-B's private label strategy, a product category that accounts for 19% of H-E-B's sales and one that earns gross margins 50% higher than national brands. A leader in its markets, H-E-B is faced with increasing competition, especially from Wal-Mart, which has aggressively entered the Texas markets with a series of "supercenters." Although the case specifically focuses on H-E-B's Own Brands (private label), it more broadly raises important strategic questions regarding H-E-B's ability to compete effectively in this new market environment. Includes color exhibits.

Describes an Israeli joint venture company, created to convert military technology to civilian uses. Also documents the explosive growth of the Israeli high-technology sector in the 1990s.

Thierry Porte, president of Morgan Stanley Japan, had spent the brisk November day in Tokyo with Eric Best, Morgan Stanley's head of scenario planning, outlining the exercise that all of the managing directors in Japan would participate in shortly. Japan remained mired in a recession and frustratingly unresponsive to attempts to stimulate economic activity. The U.S.-led worldwide economic slowdown, partly triggered by the post-September 2001 war against terrorism, complicated the situation and contributed to tough times within the investment banking industry. Porte had been at the helm of the Tokyo office since 1995 and had grown it to a revenue base of $1.2 billion and 1,500 employees--a point where it made a healthy contribution to the firm's bottom line and was its second target non-U.S. office (after London). He contemplated whether this was the time to invest further in Japan, to maintain course, or to actively steer resources out of Japan. Includes color exhibits.

Describes the evolution of a start-up venture in the pathology lab segment of the clinical lab business. U.S. Labs tries a series of business models before running out of cash. The company is in dire need of financing, as its venture capital backers are refusing to put up more capital and its bank is calling its loan. Discusses how the CEO is willing to put up his own funding and still believes in the company's future.

Todd Haimes is the artistic director of the Roundabout, a nonprofit theatre. He must decide if he is willing to accept a large sponsorship from American Airlines and, in doing so, allow the airline to the name the Roundabout's new Broadway theatre. In making this decision, he must consider the perspective of multiple constituencies, including other senior managers, the board, customers, donors, and the press. He also needs to assess the financial alternatives that exist to American Airlines' sponsorship and assess their attractiveness for the Roundabout and the organization's various constituencies. Also provides the opportunity to explore the perspective of American Airlines and its choice to sponsor the Roundabout Theatre. Like the Roundabout, American must also weigh the potential costs and benefits before going ahead with the sponsorship.

Set in 2002, this case looks at the potential for hybrid electric vehicles in the United States. Looks at the pressures on the automotive industry to produce a commercially viable, environmentally friendly vehicle and the consumer behavior surrounding purchase of those vehicles. Traces efforts over the years to produce electric vehicles, hybrid electric vehicles, and fuel-cell vehicles. Presents the questions of whether and why hybrid electric vehicles will succeed where other alternative-fuel vehicles have failed.

Volvo Trucks has worked on a global strategy for several decades. Beginning in the mid-1970s, the company decided to enter the largest market for trucks: the United States. Over time, the company has struggled to get a significant share of the U.S. market and at the same time integrate operations around the world into a truly global strategy. However, the competitive structure (five-force model) differs significantly between Europe and the United States, and in spite of heavy investments, the global synergies seem far-fetched. This case illustrates clearly that entry and penetration of a market is a learning process for Volvo, where the initial strategic logic and underlying assumptions have to be changed several times.

In response to growing public criticism of the way health maintenance organizations handle behavioral (mental) health problems, public officials in Philadelphia propose a dramatic initiative: a new public agency to replace what had been a privately-run system, albeit supported by public Medicaid funds. But would this be a better way to ensure that some of the city's most deeply-disturbed residents-many with drug, alcohol, and psychiatric problems, many among the ranks of the homeless-get the care they need?

When Anthony Williams is elected mayor of Washington, DC in November 1998, he inherits a city that had been close to insolvency. Although its financial picture has improved, it has historically lacked the equipment and systems to deliver high-quality city services. Williams had won a convincing victory at the polls in part by emphasizing the need for improved service and accountability. He faces two challenges: both to improve the quality of city services and to devise a way to ensure voters are aware of the extent of the improvement. With both in mind, Williams and his top aides develop a new system to guide city government. The comprehensive performance measurement system requires all city departments to set measurable "scorecard" goals for improving the services they deliver-and to report regularly on their progress in meeting them. This case describes the design and implementation of the DC performance measurement system, with particular focus on several specific departments. The case is designed, specifically, to help students understand the difference between outputs and outcomes, a distinction reinforced by a review and assessment of the goals set by the city departments featured in the case. Data provided in exhibits provides a vehicle for reinforcing the output/outcome distinction-and the tendency of public sector agencies to see outputs as an end in themselves. HKS Case Number 1647.0

In December 1999, only weeks after protests at the annual meeting of the World Trade Organization sparked violent protests which rocked the city, Seattle public safety officials face a new threat. An Algerian man has been arrested trying to cross the US border from Canada-in a car whose trunk is filled with enough explosions, says the FBI, to topple a multi-story building. What's more, the arrested man, Ahmed Ressam, had held a reservation at a motel just blocks from Seattle's most famous landmark, the Space Needle, in the Seattle Center, at which thousands of city residents and tourists are scheduled to celebrate the first New Year's Eve of the 21st century. This case examines the decision-making process of Seattle officials as they consider whether the possibility of terrorism should lead them to cancel the elaborate public celebrations scheduled to coincide with the dawn of the new millennium. Pair with Sequel (HKS 865). HKS Case Number 1648.0

George Caldwell, cofounder of Advaark, a cutting-edge ad agency, was listening hard to his biggest client, John McWilliams, CEO of GlobalBev. McWilliams ran a multibillion-dollar holding company for an assortment of food and beverage brands but was giving credit to Advaark for his latest product line. "We were completely blindsided by this whole 'energy drink' craze," McWilliams was saying, clearly delighted that Advaark had steered his company into the business. Then he enthused, "I'd love to get your thinking about our snack lines." "Oh, no," George thought. He hadn't realized that his partner, Ian Rafferty, had made this foray into strategic consulting. Traditionally, their agency focused only on the creative execution of ad campaigns. In fact, they'd disagreed before about whether it was wise to follow customers' needs into areas where they had no skills advantage. George thought Advaark should stick to its core competence. Ian saw a source of easy revenue and an enhanced offering to clients who, he claimed, wanted one-stop shopping. The potential was appealing, but for George, it hardly outweighed the downsides. They'd risk alienating the strategy companies that now referred clients to Advaark. They'd need to recruit or develop new kinds of talent and create a methodology and training. George was just deciding to nix the expansion when a chance meeting with a former client made him pause. She'd heard about GlobalBev's success and wanted the same kind of help. Eager to win back a lapsed account, George was tempted. Should Advaark meet more of its customers' needs by expanding its services or stay focused on what it does best? In R0202A and R0202Z, commentators Gordon McCallum, John O. Whitney, Roland T. Rust, and Chris Zook weigh in on this fictional case.

George Caldwell, cofounder of Advaark, a cutting-edge ad agency, was listening hard to his biggest client, John McWilliams, CEO of GlobalBev. McWilliams ran a multibillion-dollar holding company for an assortment of food and beverage brands but was giving credit to Advaark for his latest product line. "We were completely blindsided by this whole 'energy drink' craze," McWilliams was saying, clearly delighted that Advaark had steered his company into the business. Then he enthused, "I'd love to get your thinking about our snack lines." "Oh, no," George thought. He hadn't realized that his partner, Ian Rafferty, had made this foray into strategic consulting. Traditionally, their agency focused only on the creative execution of ad campaigns. In fact, they'd disagreed before about whether it was wise to follow customers' needs into areas where they had no skills advantage. George thought Advaark should stick to its core competence. Ian saw a source of easy revenue and an enhanced offering to clients who, he claimed, wanted one-stop shopping. The potential was appealing, but for George, it hardly outweighed the downsides. They'd risk alienating the strategy companies that now referred clients to Advaark. They'd need to recruit or develop new kinds of talent and create a methodology and training. George was just deciding to nix the expansion when a chance meeting with a former client made him pause. She'd heard about GlobalBev's success and wanted the same kind of help. Eager to win back a lapsed account, George was tempted. Should Advaark meet more of its customers' needs by expanding its services or stay focused on what it does best? In R0202A and R0202Z, commentators Gordon McCallum, John O. Whitney, Roland T. Rust, and Chris Zook weigh in on this fictional case.

George Caldwell, cofounder of Advaark, a cutting-edge ad agency, was listening hard to his biggest client, John McWilliams, CEO of GlobalBev. McWilliams ran a multibillion-dollar holding company for an assortment of food and beverage brands but was giving credit to Advaark for his latest product line. "We were completely blindsided by this whole 'energy drink' craze," McWilliams was saying, clearly delighted that Advaark had steered his company into the business. Then he enthused, "I'd love to get your thinking about our snack lines." "Oh, no," George thought. He hadn't realized that his partner, Ian Rafferty, had made this foray into strategic consulting. Traditionally, their agency focused only on the creative execution of ad campaigns. In fact, they'd disagreed before about whether it was wise to follow customers' needs into areas where they had no skills advantage. George thought Advaark should stick to its core competence. Ian saw a source of easy revenue and an enhanced offering to clients who, he claimed, wanted one-stop shopping. The potential was appealing, but for George, it hardly outweighed the downsides. They'd risk alienating the strategy companies that now referred clients to Advaark. They'd need to recruit or develop new kinds of talent and create a methodology and training. George was just deciding to nix the expansion when a chance meeting with a former client made him pause. She'd heard about GlobalBev's success and wanted the same kind of help. Eager to win back a lapsed account, George was tempted. Should Advaark meet more of its customers' needs by expanding its services or stay focused on what it does best? In R0202A and R0202Z, commentators Gordon McCallum, John O. Whitney, Roland T. Rust, and Chris Zook weigh in on this fictional case.

This case introduces the story of RedMed, the leading provider of sleep apnea devices. The company, founded by Dr. Peter Farrell and Dr. Colin Sullivan (the device's inventor) in Australia, quickly became international. The company set up a second headquarters in San Diego and soon was selling devices in Europe, Asia and the Americas, in addition to its "home" market. The case addresses the various strategies the company followed to establish a position and gain leadership in its various international markets.

In January 2001, the chief executive of this small yarn-production company in India must resolve a surprising cash shortage. The task for students is to evaluate the causes of the shortage (using a completed "base-case" forecast given in the case) and assess the usefulness of various possible remedies suggested by company managers. In essence, the company is unable to liquidate a seasonal working capital loan for the requisite 30 days each year. This difficulty arises from two classic causes: (1) secular growth of the company, and (2) declining profitability. Possible remedies include reducing inventory through more efficient transportation and warehousing, reducing credit terms to customers, having raw materials supplied on a just-in-time basis, switching from seasonal to level production, improving profitability, decreasing dividends, and reducing sales growth.