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This case is divided into A, B, and C cases. See OB85 Dealing with a Toxic Boss for an expanded version of the full case. A Case: Ned was an upper middle manager in a major construction company. Six months prior, he was hired away from a competitor to develop the company's market in the fast-growing southeast region. He was assigned to Atlanta to grow that business. As it turned out, the major challenge was not with the market, but with his boss, Bill, Southeast Regional Director. The A case describes Ned's experience working with Bill and Ned's analysis about how to handle the situation. B Case: After a meeting with Bill that did not yield any improvements, Ned decided to approach John, the company president, about the negative impact that Bill's behavior was having on building the Southeast Region. The B case covers Ned's discussion with the company president, Bill's subsequent behavior, and new issues that arose in the regional office. C Case: Ned struggled with whether to continue raising issues about Bill and the impact of Bill's actions on both business growth and employees or simply resign. Case C covers Ned's decision, his plans for rolling out that decision, and the implications of his actions on others.

This case pertains to the foundational underpinnings of the accounting process and the statement of cash flows. In Part I, students are not given a list of business events to record, but rather, they must ascertain what they were from a 2011 balance sheet, a 2012 balance sheet, and a 2012 income statement. Part II requires students to prepare a 2012 statement of cash flows using the same three financial statements as given for Part I. In Part III, students must rely on a 2011 balance sheet and a 2011 statement of cash flows to work backward to derive the 2010 year-end balance sheet. There are two versions of this case: The Option 2 case is a bit more challenging than the Option 1 case. Instructors should use Option 2 if they feel students are well grounded in their understanding of financial statement relationships and the customary financial reporting of a typical set of business events. Both cases reinforce students' learning related to the accounting process and the connectivity between the financial statements. Please note that only one version of the case should be used due to the existence of some overlap between the two.

Supplement for case HKS147

Inspired by the experiences in Germany and Spain, Gainesville Regional Utilities (GRU) developed a pilot feed-in tariff to stimulate investment into solar photovoltaic systems. This case explores the factors behind the decision to promulgate a feed-in tariff, and the factors that affected the design of the tariff and its rate. Once implemented, GRU found that its design created several perverse incentives that led to some unexpected results. The actions GRU took in response to these results are addressed in the epilogue. The case can be taught as either an energy policy case or as a regulatory economics case. Regulation and management issues such as asymmetry of information between the utility and renewable industry are explored.Case Number 1963.1.

Ohio Art is shifting its advertising and distribution strategy for a new line of construction toys aimed at adults called nanoblock. Distribution is focused on toy and hobby outlets, avoiding mass merchandisers, but Amazon.com also stocking and selling the nanoblock line. Digital marketing strategies are being developed for both promotion through Amazon.com and social media. In the midst of its efforts to shift marketing to new media, management is distracted by the media storm over an aide to presidential hopeful Mitt Romney, who commented that Romney's platform is "almost like an Etch a Sketch. You can kind of shake it up and we start all over again." The case describes a number of digital marketing strategies, including temporary price reductions implemented through Amazon's "Gold Box" deals. The case is a sequel to the A case, which describes more traditional advertising experiments for toys distributed through mass merchandisers.

Supplements the (A) Case, 813043 Deborah Denenberg reflects on the results and actions taken during the 12 months following her first 6 months on the job.

The Simplex Solutions multi-media decision scenario outlines the evolution of a software venture with a new technology that could find application in very diverse markets. The two co-founders (who have a technical background) decide to expand the entrepreneurial team by bringing in financial and marketing expertise to propel the venture to the next stage. The specific strategic decision facing them is to choose a candidate from the shortlist for the positions of chief financial officer (CFO) and chief marketing officer (CMO).

This case is a two-part case series. Part A of the case study is set in early 2011, and begins with Parag Gadre, the assistant vice president of marketing and strategy at Tata Chemical Limited (TCL), contemplating what to do with Tata Salt's flanker brand. It has been five years since I-Shakti was launched in 2006, and has since become the second biggest salt brand in India. I-Shakti was originally conceived as a flanker brand to satisfy demand that TCL's original flagship product, Tata Salt, could not satisfy. The target markets, pricing and other attributes of the two brands were originally envisaged to be very distinct. However, I-Shakti has far outperformed expectations, and is now at a stage where it could potentially cannibalise Tata Salt's market share. This case will stimulate a discussion on the concepts and rationale of a flanker brand. In addition to the overarching question of whether it is a good idea to introduce a flanker brand, it will also create a forum for discussing strategies that are available to a company when the flanker outperforms expectations and becomes a potential threat to the original premium brand that it was set up to protect. Finally, it also enables students to discuss whether market share is an appropriate concern for an organisation. Part B of the case is set at the start of 2012, about one year after the conclusion of Part A. Readers are given an update of the strategy that TCL adopted - a strategy that not only continues with I-Shakti Salt, but also ventures into the production and distribution of an I-Shakti brand of pulses. The reason for doing so is given in the case, and students are left to analyse whether they agree with the company's decision. This section also links back to the earlier Part A of the case study, as it gives the readers an example of a viable alternative that is available to the company in the event that it decides to play down or altogether phase out the flanker brand.

This case is a supplement to Damn Heels (A).

In this second part of a two-part case, the results of an innovative new pricing strategy for a venerated department store are reviewed and its positioning going forward is explored.

Supplements the (A) case.

Shanghai Diligence Law Firm continued with its approach to grow through a merger, rather than organically, and was eventually merged into a bigger law firm in China. After the merger, a refined A-B-C-D model is still in use as compensation system, although the challenge remains as for how to enhance both willingness and capabilities of associates to improve team performance at the firm.

A business unit leader faces a major decision when an employee critical to a high profile transaction asks for a unique compensation arrangement that has implications for the culture of the business.

The leader of a small business team must deal with an employee who is unwilling to reveal to him the profitability of a transaction for the firm and client.

The leader of a small business team must deal with an employee who is unwilling to reveal to him the profitability of a transaction for the firm and client.

This supplemental case to SawStop (A) advances the narrative to 2012.

This case lends itself to the use of a spreadsheet, that is related to the one developed with Bandon Medical Associates (A). This spreadsheet is a bit more complicated, however, in that it requires computing several variances. It also allows students to assess the impact of responsibility center design on physician behavior.

The North Side Children's Agency (NSCA) was a twenty-three-year-old nonprofit organization founded to serve very low-income working parents who qualified for income-based government child care subsidies. In support of its mission, the NSCA operated year-round, full-day child care programs at seven different sites for children from six weeks through twelve years of age. It employed a standard nonprofit governance model with a volunteer board of directors, each of whom was assigned to one of six committees, which functioned quite independently. After years of success, in 2004 the NSCA faced a serious cash shortage and its first deficit in a decade. Board members were not only surprised by the crisis but also unprepared to deal with the short- and long-term issues it raised. Board members required strong leadership to organize them to identify the causes of the crisis and think strategically about the organization's response.

This second part of the two-part case updated from the Knowlton Roberts case series (UVA-OB-0737 and 0738) provides an epilogue to the manager's ultimate decision of whether or not to take a new job. His decision and how it is communicated to his boss and his boss's reaction are the meat of the B case.