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Onsale has been a pioneer in electronic commerce, offering excess and refurbished goods using an online auction format. The company is now planning to become a player in the highly competitive world of first-run computer merchandise as well. However, unlike other computer resellers whose business models are based on gross margins, the new Onsale model is based on the idea of fixed commissions. The case poses a number of issues raised by the new model, including supplier relationships and brand image management.

Over the course of 12 months in 1997 and 1998, Egghead senior management decided to shut down its 180 brick-and-mortar retail stores and move to an electronic store. The case describes the evolution of that process, and the role of its CEO George Orban, and poses questions on the company's future viability.

Volant brought innovation to the ski equipment industry in 1989 by developing a stainless steel ski. He claimed the skis could turn more easily, could hold an edge in icy conditions, and were more stable than aluminum or fiberglass skis. The company's "soft-flex" technology was patented, and soon word spread throughout the skiing community about the new high-performance ski. The company decided to offer a narrow product line. In 1995, Volant was unable to fulfill all its orders due to lingering manufacturing problems. A new operations manager came in and improved manufacturing yields, lowered costs significantly, and brought in a CAD/CAM system to streamline prototype design. The 1997 season was heralded by on-time delivery of promised shipments, and the company's reputation climbed. With the leader in the ski equipment industry capturing less than 25% of the market, Volant considered its strategy for competing in a fragmented market. In 1994, hourglass-shaped skis became a new trend, and Volant decided to make shaped skis exclusively. They also acquired the rights to a snowboard design at its manufacturing facility in Denver. Although Volant was the fourth best-selling supplier in the United States by 1998, it still was not a profitable company. It had to consider new growth strategies to become a leader in its industry and to yield a return for its investors.

Securicor Wireless (SWN) sold software products to wireless telephone carriers. The company was incorporated in January of 1995 as a 40%-owned subsidiary of Securicor Telesciences (STI), itself a wholly-owned subsidiary of British security giant Securicor PLC. Just over a year later, in February of 1996, SWN had the opportunity to merge with STI, creating a 70%-owned subsidiary of Securicor PLC and bringing it further under the umbrella of the British conglomerate. In presenting the events leading up to this decision, this case examines the dynamics of starting up a company with a large corporate investor, including the interplay between such a corporate partner and their traditional venture capitalist co-investors. Also touches on issues of corporate culture and differences in attitudes between U.S.-and U.K.-based companies/investors.

In June 1998, Bain's compensation and policy committee meets to review candidates for elevation to partnership. The case presents the profiles of four candidates and ends with the promotion committee debating the merits of the candidates.

Reviews Tektronix's implementation of an Enterprise Resource Planning (ERP) solution in all three of its global business divisions. This case tells the story of three implementations, each with its own character and requirements. Tektronix managers needed to synchronize the requirements of each division with the company's overall need to standardize business practices and its desire to adhere to a common business model across the enterprise. Details the difficulty of major business change in a mature business and technical environment.

Examines InterGen's breakthrough Quezon power project, located in the Philippines. Explores how InterGen evaluates and manages project risk through partner selection, the use of operating contracts, and project finance techniques.

Examines an innovative, village-based management program in Zimbabwe. While the program has been quite successful, executive director Steven Kasere is concerned about the future. The program has become quite controversial in the environmental community, and the U.S. Agency for International Development (USAID) support may be in peril.

Jim Lee, president of Cimetrics (a young, fast growing, software start-up) is reevaluating his small company's geographically dispersed product development model. To take advantage of talented low-cost labor in Russia, the company has relied on two software engineering teams in Russia to develop its products. Bridging cultural differences between the Russian teams, their Toronto-based manager, and the company's Boston-based leadership has not been easy, however. After a Russian engineer (brought to Boston at Cimetrics' expense) asks to relocate back to Russia, Lee decides to reevaluate the situation.

Examines the investment decision of Cabot Brown and Bill Burgin, two venture capitalists, to finance Car Wash Partners (CWP). CWP intends to purchase automatic car washes around the country. Investment strategy and deal structuring are discussed.

As part of its efforts to recover from hyperinflation and an oversized public sector, the government of Argentinaspecifically the province of Buenos Airesseeks to control costs and improve service in local government. To do so, the provincial government tries a bold strategy: it splits up three large suburban Buenos Aires municipalities into eight new, smaller, jurisdictions. This budgeting, financial management, and political strategy case focuses on the implementation of the move toward smaller, more local government, through the prism of the creation of one of the new municipalities: the town of Hurlingham. The case describes the nuts-and-bolts budget decisions which a transition team of officials must make how to structure the new government, how to increase tax receipts and the political decisions which its new mayor confronts. He must decide which parts of the new town will get service priority: high-voting wealthy districts where tax collection has been low, or poorer neighborhoods from which the new mayor drew key electoral support? This case allows both for rigorous budget analysis and assessment of budget-related political strategy. HKS Case Number 1493.0

An investment adviser for National Securities Inc. had just met with a potential new client. His task was to help the client develop an investment policy statement and to provide advice regarding an initial asset allocation consistent with the investment policy statement. This case allows students to assess an individual's investment objectives and constraints and to determine how these factors impact on the appropriate investment mix. This is the first in a series of three cases that focus on a variety of investment decisions. (See also 98N030 and 98N031.)

An investment adviser for National Securities Inc. had just met with a potential new client. His task was to help the client develop an investment policy statement and to provide advice regarding an initial asset allocation consistent with the investment policy statement. This case allows students to assess an individual's investment objectives and constraints and to determine how these factors impact on the appropriate investment mix. This is the first in a series of three cases that focus on a variety of investment decisions. (See also 9A98N030 and 9A98N031.)

An investment adviser for National Securities Inc. was meeting with a new client. Since the client had not been an active investor in equities, she had many questions for the advisor, particularly related to the notion of market efficiency. In addition, she wanted to understand the importance of different investment styles, such as growth versus value. This case is the second in a series of three cases that focus on a variety of investment decisions. (See also 9A98N029 and 9A98N031.)

An investment adviser for National Securities Inc. was meeting again with a new client. He was recommending a number of stocks for consideration as part of her investment portfolio. The client wanted to understand what the expected return and risk implications were related to investing in some of the recommended stocks. This case allows students to examine return and risk measures for both individual securities as well as portfolios. Sharpe and Treynor performance measures are also examined. This case is the third in a series of three cases that focus on a variety of investment decisions. (See also 9A98N029 and 9A98N030.)

Describes a young Japanese telecommunications equipment and software company. The founder and president, Hatsuhiro Inoue, has just seen revenues double over the last two years and expects further rapid growth. The company currently has three product lines: telecommunications hardware, telecommunications software, and Internet software. The founder needs to raise capital and is considering an initial public offering as an alternative to a private placement. While the company could go public on the over-the-counter market in Tokyo, there is also the possibility of a public offering on the NASDAQ market. Describes characteristics and listing requirements of both stock markets.

ZEFER, a young Internet professional service firm, is considering its expansion options. Organic growth versus growth by acquisition is a central theme. The firm's financing strategy will be determined by its business strategy.

This case introduces Ricardo Semler, CEO of Brazil's Semco S.A., one of the world's most respected champions of organizational change. The case portrays the internal turmoil Semco faces as ownership is passed from father to son, and the company reaches the decline stage of its business cycle. The radically changing Brazilian economy serves as the backdrop and provides a compounded sense of environmental chaos as the company evolves from a culture based on paternalistic, command-oriented management to a highly democratic, participative management structure.

This case illustrates Mitsubishi Motors Manufacturing of America's (MMMA) responses to allegations of sexual harassment in 1996 at its Normal, Illinois, facility. The majority of the case focuses on major events that took place between 1992 and spring 1996, culminating in an Equal Employment Opportunity Commission (EEOC) investigation and class-action suit, which at the time was estimated to be the most expensive suit ever filed. The decision-maker in the case is Lynn Martin, former U. S. Secretary of Labor, who had been hired by Mitsubishi to help the organization take corrective action. Exhibits include a brief history on sexual harassment law and a description of the EEOC. This case works well with MBA and executive audiences to address how to restore credibility and reputation following a scandal. It also highlights the challenges that an outside consultant faces when hired to make policy recommendations aimed at image restoration.

One month after "going live" with a new information system, Rich-Con Steel is in crisis. The new system was intended to give the company basic visibility and control over its business processes, but instead, visibility and control appear to have evaporated. Marty Sawyer, Rich-Con's president, must decide what action to take.