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This technical note introduces students to terminology, essential concepts, and issues involved in practical application of the Black-Scholes option-pricing model. Concepts include put-call parity, payoff diagrams, the option pricing model, and the similarities between corporate securities and options.

Helps the potential franchisee analyze the issues to be faced when considering opening or buying a franchise. What are the opportunities--what makes franchising attractive? How does someone look for and then evaluate a franchise?

Provides advice for the new casewriter.

Gives some practical advice for case writers in compiling data for and writing cases.

Outlines the issues and alternatives faced by start-up businesses in attracting bank credit. The topics covered are how to lay the groundwork for establishing a banking relationship, selecting a bank, preparing an application, and negotiating a loan.

Effective presentations do not just happen, they are the result of careful planning and practice. The more appropriate to audience, situation, and topic your planning and delivery, the more likely it is that you will achieve your communication goal. An active, involved audience is one of the speaker's greatest assets.

Describes the perceptual mapping technique in a non-technical fashion. The procedure is useful for the depiction of the structure of the market. Discusses alternative methods, presents examples of each, and shows how the maps can be used in marketing decision making.

This technical note discusses the three types of foreign exchange risk: transaction exposure, translation exposure, and economic exposure. It addresses the nature of those risks and presents some methods that companies might use to manage them. Included in this note are discussions of the financial accounting and reporting requirements of FAS No. 52 (Foreign Currency Translation), of foreign exchange markets, of hedging strategies, and of such activities as loan swaps and licensing agreements.

Provides a framework that helps explain these real-world observations about accounting and financial statement analysis. When managers have superior information on firms' strategies, and when investors suspect that managers have incentives not to fully disclose this information, financial reporting becomes an important managerial issue. Managers' superior information is a source of both value and distortions in accounting data. Accounting conventions and standards evolve over time to restrict managers' ability to distort financial data, but they leave considerable room for managers to reflect their superior knowledge of their businesses. The net result of these forces is that accrual accounting data are biased and noisy, and investors can assess firms' performance only imprecisely. Managers can improve investors' evaluation of their firms' performance through sound disclosure strategies. Financial analysts attempt to create inside information from public data and therefore play a valuable role in the communication between managers and investors.

Presents a non-technical description of the conjoint analysis methodology. Discusses the process by which such a study is done and cites areas of application.

It has been estimated that the U.S. apparel industry wastes over $25 billion annually due to inefficient practices, long lead times, and insufficient coordination between channel partners. In response to intense competition from off-shore producers, the industry has initiated efforts to reduce these losses and regain competitiveness. This note provides background information on the U.S. apparel industry and describes the concept of "Quick Response," a strategy that increases the competitiveness of domestic manufacturers by increasing their ability to quickly respond to shifting markets. Describes changes in technology, information systems, and channel relationships that are necessary to implement a Quick Response system.

Introduces a framework for identifying and analyzing the ethical and policy issues triggered by the various capabilities of information technology (IT). Ten IT capabilities are defined (access, capture, speed, permanence/storage. duplication, tracking, monitoring, data recombination, job redesign, and supplier power) and mapped against five managerial issues they can trigger (privacy, ownership, control, accuracy, and security). These five issues are then mapped against four policy areas that might address them (data policy, intellectual property rights, worker's rights, and competitiveness). Key questions are raised and various examples of IT's impact on managerial decision making are presented. Finally, four models of ethical analysis are suggested as possible tools for approaching these managerial choices: stakeholder analysis, utilitarian goal-based analysis, rights-based analysis, and duty-based analysis. Useful in an introduction to the management of IT, as well as in a business ethics course.

An introduction to the design of questionnaires administered in surveys undertaken in management and social science research. Outlines a multistep process for developing a questionnaire.

Provides a brief analysis of issues in the design of an effective compensation system, with particular emphasis on incentives. Provides an analytic framework for thinking about compensation. Topics covered include the composition of the pay package, fringe benefits, and training. The analysis of incentives discusses the trade off between incentives and risk, the problem of performance measurement, and the use of promotions as incentive compensation. Designed for use with a teaching module on compensation.

The note describes what integration for tax purpose is, what its objective is and how the Canadian income tax achieves it. The note starts with the concept of perfect integration and then evaluates the assumptions underlying it. This is followed by a consideration of the actual extent of integration to determine when incorporation is advantageous and when it results in a real tax cost.

The note explains the concept of break-even and contribution analysis for use in the financial analysis of businesses. Graphs are presented to clarify the concepts.

The note describes a short-run operating decision-making model that may be used to evaluate alternate courses of action. The note covers qualitative versus quantitative analysis, relevant costs for the model, and differential investments. As well, cost behaviour, financial charges on new investments and divestments are also covered.

The note describes a short-run operating decision-making model that may be used to evaluate alternate courses of action. The note covers qualitative versus quantitative analysis, relevant costs for the model, and differential investments. As well, cost behaviour, financial charges on new investments and divestments are also covered.

Describes four basic organizational forms--hierarchy, division, matrix, and cluster. Diagrams of each are included. Their strengths and weaknesses under different business environment conditions are detailed. There is a table comparing the forms on several key organizational dimensions and a second table that describes key management practices in each form.

Describes concept testing products. Presents guidelines for effective design, execution, and interpretation of test procedures. Discusses limitations of these techniques and sets out the situations for which they are appropriate.