個案總覽

After posting its first-ever quarterly loss in 2008, Goldman Sachs surpassed market expectations for Q1 of 2009 but came under intensive fire for, among other things, announcing its intention to repay TARP thereby avoiding its compensation limitations.

Ontela, a technology start-up company, has introduced an innovative service called PicDeck that improves the mobile imaging experience for wireless subscribers. Ontela sells PicDeck to wireless carriers, who in turn private-label the service to their subscribers. Ontela must decide which customer segments it should target for the service and how to create a positioning strategy and a marketing communication plan to promote it. It must also consider the value proposition of the PicDeck service for wireless carriers (its direct customers), who need to be convinced that the service will lead to higher monthly average revenue per user (ARPU) and/or increased subscriber loyalty. Part A of the case provides qualitative information on customer personae that represent different customer segments. Students are asked to develop a targeting and positioning strategy based on this qualitative information. Part B provides quantitative data on customer preferences that can be used to identify response-based customer segments, as well as demographic and media habits information that can be used to profile the segments. Students are asked to revise their recommendations based on the additional quantitative data.

This is the third case in a series that is appropriate for courses in entreneurship and small-business managment. It presents common issues that often arise in situations regarding the choice of a successor to run the family business, including the founder's reluctance to "let go," sibling rivalry, gender discrimination, and the eldest son's feeling of entitlement. In this case, the particular issue is whether the family should compromise in picking the CEO and chairman of the board. Follows UV2037, and UV2038, and precedes UV3938.

This is the last case in a series that is appropriate for entrepreneurship and small-business management courses. At issue is how to balance personal financial needs of stockholders in a family business with the business's need for capital. The problems of how to include family shareholders who do not work in the business in financial distributions and whether families should create different classes of stock to pay different dividends to different classes of family shareholders are also part of the mix. Follows UV2037, UV2038, and UV3937.

Supplement to the (A) case.

This supplement to OLGC Finds Its Match (A), product # 9B09E014, summarizes the results from a series of bets and provides the email response from the game provider following the discontinuation of this particular game.

Explores the results of Jody Leleck's efforts to turn around underperforming Broad Acres Middle School.

This sequel is the second part of this three part case. The main case (case 1908.0) provides background on the California three strikes law, and then briefly describes the proponents and opponents of the ballot measure, and the arguments each side put forward. The next two parts can be read sequentially in class. This brief sequel summarizes the impact of the ballot initiative-which was overwhelmingly approved by voters-on both the state prison system and the state budget. The third part (supplement 1908.4) tells a different story: of two judges in Pennsylvania who pleaded guilty to taking kickbacks from the owners of two juvenile detention centers, in a scheme many labeled "kids for cash." HKS Case Number 1908.1

This supplement is the third part of a three part case. The main case (case 1908.0) provides background on the California three strikes law, and then briefly describes the proponents and opponents of the ballot measure, and the arguments each side put forward. The sequel and supplement can be read sequentially in class. The brief sequel summarizes the impact of the ballot initiative-which was overwhelmingly approved by voters-on both the state prison system and the state budget. This supplement tells a different story: of two judges in Pennsylvania who pleaded guilty to taking kickbacks from the owners of two juvenile detention centers, in a scheme many labeled "kids for cash." HKS Case Number 1908.4

In 1997, amidst Japan's ongoing financial problems, Prime Minister Ryutaro Hashimoto sought to restructure the financial sector to make it more transparent and globally competitive. He hoped that this effort, dubbed the "Big Bang" after the British financial restructuring of a decade earlier, would prove as successful. But the financial problems, which seemed to have abated, looked as if they might be worsening. Thus, Hashimoto had to weigh priorities. Should he focus on long-term restructuring, immediate financial rescue, or both? Might an over-emphasis on long-term restructuring increase the chances that major banks could collapse? And what were the best economic and political strategies in these arenas? As a major developed economy, Japan offers an analog to the problems that faced the United States in its 2008-09 financial crisis.

This case updates students on the steps Greg James took to solve the problems that instigated the crisis documented in "Managing a Global Team: Greg James at Sun Microsystems, Inc. (A)." We find out how James solves the process problems involved in his team's breakdown and creates team cohesion to help them function together effectively. We also learn whether or not James is successful in taking his global team to a new level of productivity and customer service.

Supplement for IMD435

[Continuation of "A" case.] Less than a month after the close of the merger between The Bank of New York and Mellon Financial, managers at the two firms realized that plans for combining their asset servicing businesses - and realizing the $180 million of annual cost savings that they had promised Wall Street - were fraught with risk. Senior executives must evaluate the seriousness of the risks and identify alternative ways of integrating the two firms, while safeguarding the technologies that process and clear a substantial fraction of the world's financial transactions. [Continues with "C" case.]

[Continuation of "A" and "B" cases.] Less than a month after the close of the merger between The Bank of New York and Mellon Financial, managers at the two firms realized that plans for combining their asset servicing businesses - and realizing the $180 million of annual cost savings that they had promised Wall Street - were fraught with risk. Senior executives must evaluate the seriousness of the risks and identify alternative ways of integrating the two firms, while safeguarding the technologies that process and clear a substantial fraction of the world's financial transactions.

In 2004 Washington Mutual (WaMu) was touted by the business press as one of the most customer-focused, innovative, community-friendly, employee-loyal, and shareholder-enriching retail banks in the United States. Its stock reached $46.18 in May 2006, an almost 60% increase since 2001. CEO Kerry Killinger was lionized. By late 2008, however, WaMu's stock had plummeted to 16 cents as it became infamous as the largest bank failure in U.S. history. Relying on publicly available published sources, the case documents eroding focus on customers, excessive risks in subprime mortgages, alleged unethical pressure on mortgage officers to approve bad loans, attempts by the CEO to retain his job, and the eventual termination of the CEO, sale of the company to Chase, and destruction of all shareholder value. Whereas the (A) case documents WaMu's formula for success, the (B) case challenges readers to discover the seeds of destruction in the company's leadership, culture, incentives, and human resource policies and practices. WaMu's death contains some hard lessons of the danger of success and pride.

The co-founder and chief investment officer (CIO) of Red River Asset Management is trying to improve the way he communicates his firm's key benefits to clients. The CIO's central challenge is that his firm's investment philosophy focuses on quantitative analysis while most clients are only familiar with - and trust - qualitative analysis. In addition, his presentation skills are not as polished as he would like. This case allows an instructor to discuss the importance of message development and delivery in the financial context. This is a supplement to Blair Howard: Developing an Exceptional Presentation (A), product # 9B09C013.

Supplement for IMD506

Supplements the Sara Campbell Ltd. (A) and (B) cases by revealing the aftermath of issues presented in the (B) case. The students are given context to discuss how this situation could have been prevented.