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A new country manager builds the Shanghai office of Liz Claiborne into a powerful sourcing organization using local talent. She explains the nuts and bolts of transforming the office.

In March 2000, a group of private investors and senior managers were negotiating a deal to acquire the disk drive operations of Seagate Technology. The motivating factor for the buyout was the apparently anomalous market value of Seagate's equity: Seagate's equity value was just a fraction of the value of its minority stake in Veritas Software Corp., a software maker. The investor group had to decide how much to offer for the operating assets, as well as how to finance the transaction. Further complicating the analysis was the fact that, unlike in traditional buyout settings, the target company was in a highly cyclical, volatile, and capital--intensive industry.

After initiating a hedging strategy, Apache Corp. is interested in revisiting its decision to determine if hedging is value-adding. This case investigates how the company initially decided to hedge against commodity price risk and how it implemented its hedging practice. It also examines when financial theory argues hedging is value-adding.

Start-up Zaplet, Inc., has radical software, prestigious venture capital funding, and a multitude of business opportunities. New CEO Alan Baratz must select a strategy and redesign the organization to deliver. This case describes the roles and philosophies of the founders and the Kleiner, Perkins venture capitalist in building the company, the creation of the options for various business applications, and the process of selecting a business focus. Issues include the role of experimentation in selecting a market for new technology, the influence of venture capital, the importance of recruiting key employees, transitions for founders, and matching organizational form to strategy. The key decision is how to further focus the company.

In 2001, Brazil stands at a crossroads. The country seems to be emerging from decades of economic stagnation. The economic situation remains tenuous, however, Brazil's leaders must now chart a forward course. Most critically, they must decide whether Brazil's future rests with close links to the global economy.

Describes the firm's strategic planning activities and focuses on the challenge of developing processes that enable the firm to improve the core business as well as processes that foster the creation of promising new business opportunities.

In 2001 a young new CEO has to develop a strategy to move his company beyond the hyper-competitive conditions of Western Europe. A major acquisition in Russia and a new Web-based service business provide interesting new directions. This case traces the development of strategy and organization at this European multinational.

This case presents the issues and dilemmas that Monsanto faced in deciding how to market its genetically modified products. It also covers patent issues, intellectual property, and licensing strategies.

Traces Monsanto's efforts to become a global biotech powerhouse under Shapiro's leadership. Examines how his crusade to save the world through genetic modification foundered.

Focuses on a decision by the European Competition Commissioner Mario Monti about U.S.-based Microsoft Corp. Sun has complained to the commission that Microsoft has installed components in its desktop operating system that only "talk" to Microsoft operating systems for servers. Sun has further complained that Microsoft released information about its operating systems to some partners but not to Sun. The commission has issued a formal complaint, but Monti's decision is still pending at the time of the case. As background for this decision, the case contains information about the U.S. antitrust case against Microsoft, U.S. and European competition laws, and how European lawmakers have dealt with interconnections among IT components in the past.

Scott Rozic, CEO of start-up Verge Software, has just told his board that he is taking the company in a totally new direction, moving from enterprise knowledge management software to Internet direct marketing. This case covers the start-up of the business, and Rozic's mentoring by a key angel investor. It leaves open the question of whether this decision is wise or whether Rozic should go back to the enterprise business, now that venture capital funding preferences have shifted once again.

Describes the sources of Legend's surge to dominance of the Chinese computer market and the subsequent split of distribution and manufacturing into Digital China and Legend Computing.

Describes a supply chain with very quick (i.e., two week) response times and allows students to explore how such short response times are achieved. Allows students to explore why other supply chains, with much longer response times, might not be able to replicate this performance.

Quest Foods International is one of the world's largest manufacturers of fragrances, flavors, and textures for the food, beverage, and consumer products industries. Quest Foods' regional vice president is in the process of implementing a business process reengineering project for the company. His current efforts focus on developing an information technology-based customer relationship management (CRM) system that he believes could give the company a sustainable competitive advantage with customers in the region and throughout the world. His ultimate goal is to bring Quest to the next phase of e-business. Despite high ambitions, his initiatives are making little headway. Internal opposition to change is significant and some key customers are growing concerned that Quest's CRM plans might miss the mark. Faced with considerable time and resource pressures, he is wondering how to set priorities and where to focus his energies.

A high-ranking district administrator in India, upon taking office, is informed that his predecessor agreed to acquire a plot of land for a local jail. When he learns that the landowner is the wife of an influential local politician, he becomes suspicious and decides to inspect the property himself. Located in the middle of a forest, completely inaccessible to transport, and far from police headquarters, it becomes clear that the land acquisition is designed only to make someone rich at the district's expense. Meanwhile, the real needs of the district-to provide safe drinking water, prevent malaria, improve literacy, invest in employment programs, and wean local youth away from secessionist militancy-are slighted. The administrator decides to stall the acquisition, even while realizing that the effort may put his career, and his programs to help the district, at risk. The case recounts his escalating tactics, from bureaucratic trickery to deliberate deceit and destruction of a government document. It provides a vehicle for discussing the ethical duties of public officials confronted with systemic corruption-and possible strategies for dealing with it. HKS Case Number 1615.0

For as long as can be remembered, BestBaby Corp., a manufacturer of baby equipment and furniture, has enjoyed a solid reputation with retailers, a good track record with consumers, and a supportive relationship with stockholders. But then the child of a celebrity is injured when her stroller tips over because its brakes failed. The media go wild, and CEO Greg James finds himself in uncharted territory. The morning after the accident, Greg calls an emergency meeting of his executive staff. As he searches his memory to prepare for it, he thinks about Arzep Enterprises, BestBaby's main provider of parts and materials. He remembers his COO, Keith Sigismund, telling him that Arzep had switched suppliers at some point in order to cut its own costs. Nevertheless, Keith had assured Greg that the new material, although not quite as sturdy, hadn't affected the quality of Arzep's components. Then in the meeting, Keith drops a bombshell: he reads from a year-old memo sent to him by an employee in manufacturing stating that the new brake fittings delivered by Arzep don't grab the front brakes as well as the ones previously supplied. In R0104A and R014Z, John R. Hall, Ian Mitroff, Robin Cohn, and Alan H. Schoem offer advice to Greg on how BestBaby should respond to the victim's family, the media, the public, and the company's own employees during this PR crisis.

For as long as can be remembered, BestBaby Corp., a manufacturer of baby equipment and furniture, has enjoyed a solid reputation with retailers, a good track record with consumers, and a supportive relationship with stockholders. But then the child of a celebrity is injured when her stroller tips over because its brakes failed. The media go wild, and CEO Greg James finds himself in uncharted territory. The morning after the accident, Greg calls an emergency meeting of his executive staff. As he searches his memory to prepare for it, he thinks about Arzep Enterprises, BestBaby's main provider of parts and materials. He remembers his COO, Keith Sigismund, telling him that Arzep had switched suppliers at some point in order to cut its own costs. Nevertheless, Keith had assured Greg that the new material, although not quite as sturdy, hadn't affected the quality of Arzep's components. Then in the meeting, Keith drops a bombshell: he reads from a year-old memo sent to him by an employee in manufacturing stating that the new brake fittings delivered by Arzep don't grab the front brakes as well as the ones previously supplied. In R0104A and R0104Z, John R. Hall, Ian Mitroff, Robin Cohn, and Alan H. Schoem offer advice to Greg on how BestBaby should respond to the victim's family, the media, the public, and the company's own employees during this PR crisis.

Details the career of Katharine Graham of the Washington Post Co., a pioneer in her field and one of the first high-profile women to lead a major public company. Her story is a unique example of how power and expertise are built over time, and differs from those of other business leaders in that she was unexpectedly thrust into a leadership position. Though Graham could have been a figurehead leader of the Washington Post Co., she gradually became a powerful national player: a publisher and CEO in more than title. Graham's strong values impel many of her decisions throughout the course of her career and help her through times of uncertainty. Her values are a stark contrast to strictly data-based decision making. Explores Graham's ability to master the newspaper business and succeed in a man's world. Additionally, Graham's unique ability to adapt her influence style in different social and career networks is also explored, as the distinction between Graham's employees, mentors, and friends is often blurred.

Two-year-old start-up Color Kinetics has developed unique colored lighting technology using digitally controlled LEDs, and has developed that technology into a successful line of products for its first targeted market of "retailtainment." Now in November 1999, the management team is evaluating how to best extend this success into other markets and/or strategic initiatives and achieve the growth it has targeted internally and with investors.

Describes the evolution of Amazon.com from its inception in 1996 as an online bookseller to its position in 2001 as a globally recognized e-commerce brand. Reviews the evolution of the company's business model through an interview with the founder and CEO, Jeff Bezos. At its founding, Amazon.com mostly brokered book purchases through its Web site. After five years of phenomenal growth, the company expanded into international markets and added many categories, partners, and physical infrastructure. Examines Amazon's growth, fueled by the Internet bubble, and looks at how the company coped with increased scrutiny on profitability.