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This supplement to Mustang Music (A), product #910E09, introduces students to data modeling, database implementation and database querying.

This case, the second in a series, describes Molten Metal Technology's problems that culminated in the company filing for Chapter 11 bankruptcy protection, including interactions between government, environmental concerns, and business.

Supplement for ES1041

This case describes the multi-prong negotiating approach that Bill Nichol, Kentucky Derby Hosiery Co. CEO, took to deal with an ultimatum from his largest customer, as well as the outcome of this process. It concludes with a number of Nichol's observations about supplier-retailer negotiations.

In January 2007, Tiger Wheels (Tiger) and ATS informed its lead banker in Germany that it was forecasting a breach of its covenants, just 18 months after acquiring the Kentucky wheel plant. This was a critical matter and, as a result, the top management at Tiger was intimately involved in the deliberations. ATS had borrowed from a consortium of European banks to fund its growth. The borrowings were covenant driven and not set against any ATS assets. Under the loan agreement, the banks had the right to call in the loan if ATS were to breach one or more of the three covenants. The aim of the top management of Tiger and ATS was to win the confidence of the banking consortium by presenting a comprehensive strategy, including an action plan, which would restore ATS's financial health and make it compliant with its covenants once again. An African Tiger Case B is a part of An African Tiger case series, which includes A and B cases. The case series can be taught in the main strategy course of an MBA program to focus the discussion on the portfolio of competences within the resource-based view of the firm. The cases are also ideal for teaching an elective course on global strategy in MBA and executive programs. Ideally, case A and case B should be used in sequence over two sessions. In programs with time constraints, instructors could choose to use only case B as the case clearly brings out the issues of country differences and difficulties in transferring competences. In such situations, the instructor can distribute the summary of the case A from the teaching note along with case B. The important learning themes are: 1) the challenges in recognizing and developing new competences, 2) the limits of the control and influence of the majority owner in the execution of strategy, when the key competences reside with the minority shareholder and 3) the relationship between corporate response, managerial cognition, monitoring and divisional operations in a large company.

Petro Refinery LLC, a crude oil refinery, faces an issue common in many production and service industries: finding the optimal product mix or input mix. A central difficulty is that each product consumes different amounts of the firm's shared resources, but contributes different revenues toward the firm's fixed costs. Managers do not necessarily want to sacrifice the production of one product for another just because one has a higher contribution. Even so, the best utilization of the firm's resources toward a good product mix should drive the firm's marketing strategy-what mix of products will result in the most profit? Petro Refinery is a simple but realistic exercise to illustrate product mix decisions.

Supplement must be used with case E373A

This short case presents the epilogue of The Auction for Travelport (A). Blackstone decided to bid on its own, acquired Travelport for $4.3 billion and subsequently went on to acquire another GDS, Travelspan, for $1.4 billion. It then merged the two GDSs and partially spun off in an IPO its online travel businesses, re-named Orbitz Worldwide; it retained the GDS and wholesale travel businesses. By the end of that year (2006), Blackstone had generated cost savings of $270 million. In 2007 Blackstone also undertook a major capital market transaction with Travelport, issuing a new $1.1 billion Senior Unsecured PIK Term Loan, which allowed Blackstone to take back all of its equity in the transaction. Subsequently, during the financial crisis of 2008 and 2009, Blackstone and Travelport repurchased the majority of the $1.1bn PIK loan and other debt in the open market at prices ranging from 18% to 57% of par value, generating a $610 million gain.

In a January 2010 public statement, Google threatened to stop censoring its search results on its Google.cn website, as required by Chinese authorities. Should Google exit China? Or attempt a compromise with the Chinese government?

In 2009, Chile's Finance Minister Andres Velasco's fortunes had been reversed. His fiscal policy that had come under attack just a year ago had been used to finance a $4 billion fiscal stimulus package amid the global economic downturn. Velasco was now Chile's most popular minister. However, the future of Chile's fiscal policy was questionable with the election of a new president, Sebastian Pinera, the first conservative leader to lead Chile in two decades.

This supplement to Hopax (A), product number 9B10M004, explains that, unlike the other players, Hopax decides to fight in court after Staples, Hopax's largest customer in the United States, decides to cancel its contract.

This supplement to Hopax (A), product number 9B10M004, recounts the events that followed until 2008 and explains how the company applied principles of judo strategy to become the second largest supplier of repositionable notes in the world.

This supplement to Hopax (A), product number 910M04, explains that, unlike the other players, Hopax decides to fight in court after Staples, Hopax's largest customer in the United States, decides to cancel its contract.

This supplement to Hopax (A), product number 910M04, recounts the events that followed until 2008 and explains how the company applied principles of "judo strategy" to become the second largest supplier of repositionable notes in the world.

Joel Klein took over the NYC Department of Education in 2002 and radically transformed the strategy and organization remarkably with improvements in performance. Day 2 focuses on Klein as a strategist, organization builder and driver of performance. Supplementary homework video provides Klein's thoughts on how one brings about change in a difficult public arena.

Karen Levy and her colleague, Margaret Ndanyi, learn the results of their nation-wide effort to rid Kenyan school children of parasitic worm infection.

In 1991, Hartwall and Pripps made the decision to found Baltic Beverages Holding (BBH) and invest in the former USSR by buying Estonia's biggest brewery, Saku.

Supplement to 410-103.

Supplements the (A) case.