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This second part of a two-part case provides the epilogue to the story of BP's conflicts with Russian oil partners and underscores the importance of alliance management.

Supplement for case 113015.

Supplement for case 613025

Supplement for case 409021

Supplement for case 613066

Supplement for case 805002

On October 11, 2006, Istithmar, a subsidiary of Dubai World, the flagship investment company of the government of Dubai, purchased the 270-room W Hotel in Union Square from Related Companies for $285 million. LEM Capital, a mid-sized private equity firm, subsequently became a junior player in the stack of funders for the property. When Istithmar defaulted on its loan to its primary lender in 2009, LEM's $20 million investment was at risk. This case asks students to review the actual loan and intercreditor agreements to determine what strategy might help LEM to preserve its investment.

On October 11, 2006, Istithmar, a subsidiary of Dubai World, the flagship investment company of the government of Dubai, purchased the 270-room W Hotel in Union Square from Related Companies for $285 million. LEM Capital, a mid-sized private equity firm, subsequently became a junior player in the stack of funders for the property. When Istithmar defaulted on its loan to its primary lender in 2009, LEM's $20 million investment was at risk. This case asks students to review the actual loan and intercreditor agreements to determine what strategy might help LEM to preserve its investment.

On October 11, 2006, Istithmar, a subsidiary of Dubai World, the flagship investment company of the government of Dubai, purchased the 270-room W Hotel in Union Square from Related Companies for $285 million. LEM Capital, a mid-sized private equity firm, subsequently became a junior player in the stack of funders for the property. When Istithmar defaulted on its loan to its primary lender in 2009, LEM's $20 million investment was at risk. This case asks students to review the actual loan and intercreditor agreements to determine what strategy might help LEM to preserve its investment.

Supplement for case 712480. On the evening of March 11, 2011, Mayama Fumihiro, the Managing Director of Ishinomaki Kouwan Hospital knew that it would be a long, cold night. The 103 staff members and 162 patients and families were huddled on the top two floors of the four-story hospital, where they had gone to escape three tsunami waves that had destroyed the first floor and part of the second floor.

Supplement for case 712480. CEO Niinami Takeshi (HBS '91) stared out his corner office window as the Tokyo skyscrapers swayed and the concrete trembled. He was in the midst of the largest seismic event to hit Japan in recorded history. Lawson's managers understood earthquake response. They had prior experience from the earthquakes in Kobe (1995), and Chuetsu (2007).

CEO Kikawa of Yamato Transport gave orders to his managers right after the triple disaster hit the Tohoku region of Japan to do whatever it takes to save lives and not to worry about costs. He also felt that he had to confront the government to make donations to the affected district tax-free. He also wanted to donate 10 yen per Takkyubin package the company was delivering as relief money for Tohoku but was wondering how the shareholders would react to this proposal.

In August 2007, the United States-based private equity firm the Blackstone Group acquired a 50.1 percent stake in Gokaldas Exports for $116 million. The investment was a two-part deal that included an "open offer" to Gokaldas shareholders for another 20 percent of outstanding shares valued at approximately $45 million. This gave Blackstone a total share of just over 68 percent while the Hinduja family retained 20 percent and other shareholders the remainder.

Supplement to case W12442 In 2010, a recent business graduate tries to resolve a constant bottleneck in the printing department of the family business. The two-part case discusses the issues of identifying the need for relevant information and then discusses the staff's resistance to change and how these objections were handled and overcome. This pair of cases seeks to identify the pressures faced by small businesses, along with the task of managing the various stakeholders, including the father-owner and the personnel on the factory shop floor.

Supplement to case SMU398. Part B follows Part A in June 2010, after Ng's team raised S$46 million (US$33.3 million). This overwhelming success has surprised everyone, including Ng. In addition to a S$10 million anonymous donation, the Lee Foundation donated S$25 million, while the Tote Board and the general public donated S$10 million and S$1 million, respectively. With funds in hand, the former Raffles Museum is finally ready to be resurrected as the Lee Kong Chian Natural History Museum in 2014. Part B of the case reveals how the protagonist accomplished their fund raising goal by utilising corporate storytelling skills explored in Part A.

Supplement for case 113004

Jefferson County, Alabama faces an EPA mandate requiring sewer system upgrades. How will they finance the upgrades? What consequences will follow?

Jefferson County, Alabama, faces an EPA mandate requiring sewer system upgrades. How will they finance the upgrades? What consequences will follow?

Jefferson County, Alabama, faces an EPA mandate requiring sewer system upgrades. How will they finance the upgrades? What consequences will follow?

Supplement for case 213056