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In the Newstar Magazine exercise, participants are assigned one of three roles-managing editor, publisher, or board chair-and provided with information about personnel difficulties that have emerged at the independent Canadian magazine. The organization is small, financially strapped, and conflict has appeared within the magazine's leadership. The objective of the exercise is to understand the source of this conflict and ultimately to resolve it. Use with 9B17C050 and 9B17C052.

In the Newstar Magazine exercise, participants are assigned one of three roles-managing editor, publisher, or board chair-and provided with information about personnel difficulties that have emerged at the independent Canadian magazine. The organization is small, financially strapped, and conflict has appeared within the magazine's leadership. The objective of the exercise is to understand the source of this conflict and ultimately to resolve it. Use with 9B17C050 and 9B17C051.

These vignettes highlight several ethical issues for MBA students as they begin to look for a job. They serve as a practical springboard for a discussion of topics, including one's obligation to classmates, the recruiting firm, and the school itself.

This exercise teaches participants how to generate ideas and brainstorm and helps to remove the perception that idea generation is a process that only "super-creative people" can do well. It not only shows participants how to generate valuable ideas, but also highlights barriers to doing so. Suitable for students in either full-time or executive MBA programs as well as executive education programs, this exercise can also be used in any setting aimed at exposing students to the benefits of idea generation by providing some structure for the process. Most commonly, this exercise is used in classes aimed at teaching product development, design thinking, and innovation processes. It has been used in classes focusing on entrepreneurship as well as those focused on innovation within large organizations.

This case uses a role-play approach to teach the concept of business process reengineering (BPR) and process mapping. Students assume different functional management roles of a fictitious company, ABC Inc., a smartphone manufacturing company in the electronics manufacturing services (EMS) industry. Due to small profit margins, the company requires a high inventory turnover involving lots of paperwork, resulting from frequent orders of small quantities of components. This purchasing practice will ensure there is a lower risk that components becoming obsolete reducing the burden on the company's cash flow. However, many suppliers now threaten to increase prices (and even cease doing business with ABC) because they have not received their payments within 30 days after goods delivery. To address the looming crisis, the General Manager decides to call a management meeting to identify how they can together best resolve the issue quickly. This case takes the perspectives of the General Manager, who facilitates a group meeting with four other roles, namely, Manufacturing Manager, Purchasing Manager, Warehouse Manager, and Accounts Payable Manager.

This case uses a role-play approach to teach the concept of business process reengineering (BPR) and process mapping. Students assume different functional management roles of a fictitious company, ABC Inc., a smartphone manufacturing company in the electronics manufacturing services (EMS) industry. Due to small profit margins, the company requires a high inventory turnover involving lots of paperwork, resulting from frequent orders of small quantities of components. This purchasing practice will ensure there is a lower risk that components becoming obsolete reducing the burden on the company's cash flow. However, many suppliers now threaten to increase prices (and even cease doing business with ABC) because they have not received their payments within 30 days after goods delivery. To address the looming crisis, the General Manager decides to call a management meeting to identify how they can together best resolve the issue quickly. This case takes the perspectives of the Manufacturing Manager, who demonstrates how a flow diagram could be constructed, to other role players of the case: General Manager, Purchasing Manager, Warehouse Manager, and Accounts Payable Manager, who joined the discussion meeting initiated by the General Manager.

This case uses a role-play approach to teach the concept of business process reengineering (BPR) and process mapping. Students assume different functional management roles of a fictitious company, ABC Inc., a smartphone manufacturing company in the electronics manufacturing services (EMS) industry. Due to small profit margins, the company requires a high inventory turnover involving lots of paperwork, resulting from frequent orders of small quantities of components. This purchasing practice will ensure there is a lower risk that components becoming obsolete reducing the burden on the company's cash flow. However, many suppliers now threaten to increase prices (and even cease doing business with ABC) because they have not received their payments within 30 days after goods delivery. To address the looming crisis, the General Manager decides to call a management meeting to identify how they can together best resolve the issue quickly. This case takes the perspectives of the Purchasing Manager, who joins the group discussion with four other roles: General Manager, Manufacturing Manager, Warehouse Manager, and Accounts Payable Manager.

This case uses a role-play approach to teach the concept of business process reengineering (BPR) and process mapping. Students assume different functional management roles of a fictitious company, ABC Inc., a smartphone manufacturing company in the electronics manufacturing services (EMS) industry. Due to small profit margins, the company requires a high inventory turnover involving lots of paperwork, resulting from frequent orders of small quantities of components. This purchasing practice will ensure there is a lower risk that components becoming obsolete reducing the burden on the company's cash flow. However, many suppliers now threaten to increase prices (and even cease doing business with ABC) because they have not received their payments within 30 days after goods delivery. To address the looming crisis, the General Manager decides to call a management meeting to identify how they can together best resolve the issue quickly. This case takes the perspectives of the Warehouse Manager, who joins the group discussion with four other roles: General Manager, Manufacturing Manager, Purchasing Manager, and Accounts Payable Manager.

This case uses a role-play approach to teach the concept of business process reengineering (BPR) and process mapping. Students assume different functional management roles of a fictitious company, ABC Inc., a smartphone manufacturing company in the electronics manufacturing services (EMS) industry. Due to small profit margins, the company requires a high inventory turnover involving lots of paperwork, resulting from frequent orders of small quantities of components. This purchasing practice will ensure there is a lower risk that components becoming obsolete reducing the burden on the company's cash flow. However, many suppliers now threaten to increase prices (and even cease doing business with ABC) because they have not received their payments within 30 days after goods delivery. To address the looming crisis, the General Manager decides to call a management meeting to identify how they can together best resolve the issue quickly. This case takes the perspectives of the Accounts Payable Manager, who joins the group discussion with four other roles: General Manager, Manufacturing Manager, Purchasing Manager, and Warehouse Manager.

Rougir Cosmetics International (RCI), founded in 2010 and with headquarters in California, experienced double-digit growth for several years. At a board meeting in June 2016, RCI's chief executive officer (CEO) announced a large new order that represented a major opportunity to further expand into the ever-growing home shopping cosmetic business sector. However, the firm did not have the capacity to meet this transaction along with its normal business production schedule. Therefore, the only short-term possibility was to outsource some work to a third-party supplier. RCI had tried to avoid this in the past because of the proprietary nature of the company's product line. The board cautioned the CEO and asked how much of the pending order might have to be subcontracted out. The CEO had one week to complete an analysis using RCI's new analytics-based resource management system, and provide a recommendation.

Rougir Cosmetics International (RCI), founded in 2010 and with headquarters in California, experienced double-digit growth for several years. At a board meeting in June 2016, RCI’s chief executive officer (CEO) announced a large new order that represented a major opportunity to further expand into the ever-growing home shopping cosmetic business sector. However, the firm did not have the capacity to meet this transaction along with its normal business production schedule. Therefore, the only short-term possibility was to outsource some work to a third-party supplier. RCI had tried to avoid this in the past because of the proprietary nature of the company’s product line. The board cautioned the CEO and asked how much of the pending order might have to be subcontracted out. The CEO had one week to complete an analysis using RCI’s new analytics-based resource management system, and provide a recommendation.

In January 2015, the chief executive officer (CEO) of the Canaan Group, a privately owned logistics conglomerate of businesses in Vancouver, Canada, was considering how to capitalize on opportunities in the freight forwarding industry. The first thing he needed to do was stabilize the Export Cargo Specialist (ECS) division. The ECS division focused on ocean freight forwarding-helping customers coordinate and ship goods from origin to destination. To counter a glut of shipping capacity and fall in demand over the past few years, the CEO had restructured the roles and assignments in the division. He attempted to create a cross-trained workforce capable of performing a range of functions for clients. However, issues emerged with the restructuring, leading to employee departures and, along with the industry changes, a net loss in operations. The CEO was looking to turn things around and avoid further mistakes. He wondered if he should give his restructuring experiment more time, bring in an experienced project manager, or promote a current ECS staff member to find a solution.

In February 2017, disruption in the carbonated soft drink value chain in the fictional city of Utopia has raised opportunities for prospective entrants to explore new business-to-business (B2B) partnerships at all levels in the value chain. This in-class, action-oriented strategic B2B partnership exercise has been designed to give learners experience in deciphering how B2B partnerships are built. In teams, participants assume the roles of the key value chain players in the soft drink industry (i.e., strategy heads of beverage companies, bottlers, big retailers, and small retail store owners). Teams are provided with an industry description and specific role information highlighting relevant constraints and opportunities. The teams then work to negotiate contracts during this in-class exercise.

Through this series of increasingly more sophisticated exercises authored by Aradhna Krishna, students gain a deep understanding of the strong connection between price, demand, variable cost, and capacity. In their efforts to help Katja maximize profit in her bread-making venture, students will learn the concepts of sunk fixed cost, incremental fixed cost, and variable cost. They will discover how a profit-maximizing price depends on all three factors of demand, variable cost and capacity, and how they all interrelate. For example, students learn that fixed cost is important because it affects capacity decisions and hence also entry/exit decisions. However, given a pre-existing capacity, fixed cost does not affect the pricing decision. Students also learn how price can be used strategically to avoid increasing capacity. This exercise series is presented in five short parts (Katja's Danish Bread Exercises A-E). Exercise A is given to students to prepare before class, and Exercises B-E are read in class and done sequentially during class.

Seven years ago, two of the three partners of a company worked in tandem to remove the other partner through legal trickery. Now, if they are to save their company, they need to resolve their differences with the partner they expelled, who is still angry with them. The case depicts a real-life story of a negotiation between former partners where there is a lack of trust, hurt feelings, and an equal potential to create value on the one hand, and misunderstandings and further conflict on the other. It provides the possibility to negotiate either one on one (cases A and B), or in teams of two (cases C, D, E), thereby allowing the instructor to explore the negotiation team dynamics.

Seven years ago, two of the three partners of a company worked in tandem to remove the other partner through legal trickery. Now, if they are to save their company, they need to resolve their differences with the partner they expelled, who is still angry with them. The case depicts a real-life story of a negotiation between former partners where there is a lack of trust, hurt feelings, and an equal potential to create value on the one hand, and misunderstandings and further conflict on the other. It provides the possibility to negotiate either one on one, or in teams of two, thereby allowing the instructor to explore the negotiation team dynamics.

Seven years ago, two of the three partners of a company worked in tandem to remove the other partner through legal trickery. Now, if they are to save their company, they need to resolve their differences with the partner they expelled, who is still angry with them. The case depicts a real-life story of a negotiation between former partners where there is a lack of trust, hurt feelings, and an equal potential to create value on the one hand, and misunderstandings and further conflict on the other. It provides the possibility to negotiate either one on one, or in teams of two, thereby allowing the instructor to explore the negotiation team dynamics.

Seven years ago, two of the three partners of a company worked in tandem to remove the other partner through legal trickery. Now, if they are to save their company, they need to resolve their differences with the partner they expelled, who is still angry with them. The case depicts a real-life story of a negotiation between former partners where there is a lack of trust, hurt feelings, and an equal potential to create value on the one hand, and misunderstandings and further conflict on the other. It provides the possibility to negotiate either one on one, or in teams of two, thereby allowing the instructor to explore the negotiation team dynamics.

Seven years ago, two of the three partners of a company worked in tandem to remove the other partner through legal trickery. Now, if they are to save their company, they need to resolve their differences with the partner they expelled, who is still angry with them. The case depicts a real-life story of a negotiation between former partners where there is a lack of trust, hurt feelings, and an equal potential to create value on the one hand, and misunderstandings and further conflict on the other. It provides the possibility to negotiate either one on one, or in teams of two, thereby allowing the instructor to explore the negotiation team dynamics.

In February 2017, disruption in the carbonated soft drink value chain in the fictional city of Utopia has raised opportunities for prospective entrants to explore new business-to-business (B2B) partnerships at all levels in the value chain. This in-class, action-oriented strategic B2B partnership exercise has been designed to give learners experience in deciphering how B2B partnerships are built. In teams, participants assume the roles of the key value chain players in the soft drink industry (i.e., strategy heads of beverage companies, bottlers, big retailers, and small retail store owners). Teams are provided with an industry description and specific role information highlighting relevant constraints and opportunities. The teams then work to negotiate contracts during this in-class exercise.