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A father and son working together in their family-owned publishing company are at a decision point because the son feels he is ready to become president at the age of 31.

Explores the management of family and business issues and helps to identify a range of topics with which families in business wrestle. Describes a dilemma faced by sixty-eight-year-old Charles Anderson, the semi-retired founder of the company and the father of three sons who work with him. Charles's youngest son, Peter, who recently joined the company, is proposing that the company do long-term planning and is suggesting ideas that he believes will improve the company's customer service. His brothers have routinely turned down Peter's proposals, and tension among the three brothers is growing. Charles wants to resolve the growing tension among his sons.

Focuses on how Microsoft built one of the world's greatest franchises and poses questions about what, if anything, can stop the company. Teaching purpose: To teach building competitive advantage, the advantages of bundling, and the sustainability of competitive advantages over time.

Microsoft is planning the introduction of Internet Explorer along with Windows 95. Issues include how aggressive the company should be in providing its browser with Windows 95 and restricting OEMs (original-equipment manufacturers) from putting other browsers on their computers. Should Microsoft go for initial share, concentrate on stealing over time, retain customers, or enlarge the total size of the browser market? Students use a Markov process with initial states and switching probabilities to gain insight into resolving these issues.

Custom Research is considering terminating service to many clients to eliminate unprofitable work and concentrate on the more profitable client projects.

A supplier is trying to determine if credit should be extended to two customers whose circumstances have changed. 99U per Case Records.

Noli Tingzon, newly-appointed international division VP at Jollibee, the Philippines-based hamburger chain, is faced with the challenge of expanding fast food operations in Asia in the face of stiff competition. The case describes Jollibee's six-year international expansion history and the lessons the company has learned. Against this background, Noli must decide among expansion opportunities in New Guinea, Hong Kong, and California.

In the 1990s, many international brewers sought to enter the Chinese beer market, using a variety of strategies that differed in geographic and market segment choices, the use of alliances, importing versus local production, acquisitions versus greenfield site development, marketing mix, and more. This case describes the Chinese beer market and industry and the strategies adopted by several leading participants. Can be used to examine alternative strategies for entering emerging country, consumer goods markets. Can also be used to examine how standard "five-forces" industry and competitor analysis must be adapted to deal with emerging economies with ill-functioning markets, poor infrastructure, highly changeable government policies, and weak legal systems.

When teachers at a Madison, Wisconsin elementary school announce plans to mount a photo exhibit featuring families with gay or lesbian parents, school system superintendent Cheryl Wilhoyte faces a vexing decision. She knows well that the exhibit will be controversial and will likely offend members of the community, especially a group of conservative Christian parents. She knows, too, that liberal teachers will view the issue as one involving academic freedom, keyed to the school's system's "anti-bias" curriculum. In this leadership case, the superintendent must decide, in effect, whether and/or how to decide. Should this be a school-level decision? Or does it demand her own intervention? She must even decide on what grounds she should base her decide about whether to become involved. The case is useful for discussions of leadership in a decentralized environment, as well as issues of how authorities must deal with cultural conflict in a public sector context. HKS Case Number 1440.0

This series of contextual essays provides an overview of the history and status of philanthropic giving in the United States. Drawing on federal tax-based data, reports of the National Commission on Philanthropy and Civic Renewal, the American Association of Fund-Raising Counsel and a wide variety of scholarly sources, the notes look broadly at overall philanthropic trends (share of national income devoted to philanthropy; major recipients of charitable donations; sources of donations) and at the giving patterns of the various sectors of the economy: individuals, corporations and foundations. Each note begins with specific conclusions (e.g. almost half of all philanthropy goes to religious institutions; the strongest predictor of giving is level of wealth; foundation giving is highly-correlated to the performance of the stock market; corporate philanthropy is increasingly a component of firms' competitive strategy) before elaborating on the conclusions and providing an extensive bibliography. Although not providing an explicit overview of the independent (non-governmental) sector as a whole, the notes comment on the evolution of the sector and its changing reliance on private and public support. HKS Case Number 1443.0

In 1995, the President of Chile proposed to the legislature several reforms designed to strengthen the agency that regulated the tariffs charged by Chile's water companies. Although a half dozen water companies were private, most of the water systems were still in public hands. The government wanted to reform the regulatory agency before it privatized the rest of the companies. HKS Case Number 1448.0

In 1992, Mayor Gabriel Garcia Romero confronted a situation all too familiar in developing countries-an inadequate and under capitalized water system. Only 28 percent of Cartagena's households had reliable drinking water. Thirty percent were not hooked-up to the system, and the remaining 42 percent had access, but their supply was frequently interrupted. Less than half the population had sewerage services, and there was no wastewater treatment-a problem with serious implications for public health. The water system had not been maintained adequately for more than a decade, and losses were estimated at 52 percent of the total supply. Only a percentage of the customers received bills, and many of these were never collected. Prices remained below cost, so even if the bills were collected, revenues would not have covered expenses. HKS Case Number 1482.0

This case tells the story of McAfee Associates, which was the leader in anti-virus software. The case gives extensive background on John McAfee, the founder, as well as the anti-virus software industry as it emerged in the late 1980's and early 1990's. John McAfee realized the potential opportunity in protecting computers from viruses and created a small software package that would help solve the problem. He distributed the product primarily by shareware, giving the product out for free to individuals. However, corporate customers were required to pay for the software. With this, McAfee Associates grew to be a $5 million revenue business with 90% operating margin, and had strong prospects for continued rapid growth. John was approached by the CEO of Symantec, which wanted to purchase McAfee, with an attractive acquisition offer. At about the same time, he was approached by two VC firms, which wanted to invest $10 million for 50% of the business. Now, he had to decide which of the financial offers, if any, to take.

In this fictitious case study, HBR editor Regina F. Maruca explores the challenges of managing employees in the alternative workplace. Allison Scher is threatening to quit. Penny Ryan wants to run the team. The manager of these off-site workers, Craig Bedell, feels blindsided by their conflict. And the whole mess has Maggie Pinto, the head of HR, wondering if she should cancel the companywide rollout of the telecommuting program. How did this situation get to the boiling point so quickly? Craig doesn't really know. From his vantage point--inside the office--his department is doing the best work it has ever done before. And the flexible work arrangements, designed on a case-by-case basis, have increased productivity and boosted morale at the same time. Or so Craig believed--until a few days ago, when the E-mail messages started to come. There was trouble between Penny and Allison. How serious was the situation? It was hard to tell. Craig responded with E-mail and voice-mail messages of his own. Couldn't it all be put on hold until Monday, when the team would come together for its biweekly meeting? Then he got the final E-mail from Allison--the one in which she threatened "to seek alternative employment." Is the breakdown in communication irrevocable? Can Craig, who learned how to manage during a time when people showed up at the office every day, adjust to the conditions of telecommuting? Four commentators offer their advice on how the company can patch up the short-term problem and lay the foundation for a successful future. In 98405 and 98405Z, Robert M. Egan, Wendy Miles, John R. Birstler, and Margaret Klayton-Mi offer their advice on how the company can patch up the short-term problem and lay the foundation for a successful future.

In this fictitious case study, HBR editor Regina F. Maruca explores the challenges of managing employees in the alternative workplace. Allison Scher is threatening to quit. Penny Ryan wants to run the team. The manager of these off-site workers, Craig Bedell, feels blindsided by their conflict. And the whole mess has Maggie Pinto, the head of HR, wondering if she should cancel the companywide rollout of the telecommuting program. How did this situation get to the boiling point so quickly? Craig doesn't really know. From his vantage point--inside the office--his department is doing the best work it has ever done before. And the flexible work arrangements, designed on a case-by-case basis, have increased productivity and boosted morale at the same time. Or so Craig believed--until a few days ago, when the E-mail messages started to come. There was trouble between Penny and Allison. How serious was the situation? It was hard to tell. Craig responded with E-mail and voice-mail messages of his own. Couldn't it all be put on hold until Monday, when the team would come together for its biweekly meeting? Then he got the final E-mail from Allison--the one in which she threatened "to seek alternative employment." Is the breakdown in communication irrevocable? Can Craig, who learned how to manage during a time when people showed up at the office every day, adjust to the conditions of telecommuting? In 98405 and 98405Z, Robert M. Egan, Wendy Miles, John R. Birstler, and Margaret Klayton-Mi offer their advice on how the company can patch up the short-term problem and lay the foundation for a successful future.

In this fictitious case study, HBR editor Regina F. Maruca explores the challenges of managing employees in the alternative workplace. Allison Scher is threatening to quit. Penny Ryan wants to run the team. The manager of these off-site workers, Craig Bedell, feels blindsided by their conflict. And the whole mess has Maggie Pinto, the head of HR, wondering if she should cancel the companywide rollout of the telecommuting program. How did this situation get to the boiling point so quickly? Craig doesn't really know. From his vantage point--inside the office--his department is doing the best work it has ever done before. And the flexible work arrangements, designed on a case-by-case basis, have increased productivity and boosted morale at the same time. Or so Craig believed--until a few days ago, when the E-mail messages started to come. There was trouble between Penny and Allison. How serious was the situation? It was hard to tell. Craig responded with E-mail and voice-mail messages of his own. Couldn't it all be put on hold until Monday, when the team would come together for its biweekly meeting? Then he got the final E-mail from Allison--the one in which she threatened "to seek alternative employment." Is the breakdown in communication irrevocable? Can Craig, who learned how to manage during a time when people showed up at the office every day, adjust to the conditions of telecommuting? In 98405 and 98405Z, Robert M. Egan, Wendy Miles, John R. Birstler, and Margaret Klayton-Mi offer their advice on how the company can patch up the short-term problem and lay the foundation for a successful future.

Features the challenges facing an entrant in the New Zealand telecommunications market during the period 1989-1994. Clear Communications Ltd. (CCL), a joint venture owned by Bell Canada, MCI, New Zealand Television Corp., and Todd Companies, begins offering long distance service in May 1991. The firm is dependent on access to the network of the incumbent, Telecom Corp. of New Zealand, to offer most of its services. This dependence proves to be a significant obstacle to CCL's expansion into the local business call market, particularly given New Zealand's unique "light-handed" regulatory system. Clear ultimately spends millions of dollars in a failed four-year lawsuit to obtain better terms of interconnection. In October 1994, CEO Andrew Makin must decide the future strategic direction of the firm.

Discusses a young MBA plant manager who is improving the operations of a small General Motors components plant in Fredericksburg, Virginia. At 29 years old, Joe Hinrichs is the youngest plant manager at GM, and in his new assignment, he is faced with the daunting challenge of designing and implementing significant manufacturing procedures that will dramatically improve the plant and remove it from its current unprofitable and inefficient state. Aided by the introduction of new carbon fiber technology that has revolutionized the plant's product (the torque converter clutch, a component of the automatic transmission of a car), Hinrichs hopes to keep the plant open by streamlining operations, reducing inventory, redesigning worker jobs, increasing worker commitment, and other improvements. During this process, he must deal with an unexpected union strike, equipment malfunctions, and other problems that threaten the success of the improvement process. He has, however, found unusual ways to overcome these barriers without eroding worker trust. At the end of the case, Hinrichs faces the serious dilemma of what to do about the broken 1,500-ton press, one of the most important machines in the production process. Three options are outlined, each with technical and managerial tradeoffs.

This case focuses on the creation of a work plan for a consulting engagement.

This case is a relatively straightforward exercise in valuing a potential acquisition target. The case affords students an opportunity to use both discounted cash flow and multiples in their analyses. In addition, at the instructor's discretion, students can do a simple valuation of an option contract and analyze currency choice in a debt issue. The latter two objectives arise if the case is used as an examination. Case Exhibit 1 poses the relevant questions for student preparation.