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In May of 2008, a team of sovereign debt analysts at Moody's had to decide whether to downgrade the country's sovereign long-term debt from Aaa to Aa1 or lower. Investor sentiment toward Iceland had changed radically in March, and the Moody's team was fearful that the situation could spiral out of control. The Moody's team knew that carry traders increased Iceland's vulnerability to a confidence crisis because they were quick to liquidate their holdings at the first sign of distress. The plunge in the Icelandic Krona since the beginning of 2008 also forced the Icelandic people to confront a decision: would joining the European Union (EU) protect Iceland from capricious swings in investor sentiment? What, if anything, should Iceland do to avoid a future crisis?

This case picks up after the end of "ExxonMobil and the Chad-Cameroon Pipeline (A)" (UVA-E-0262), presenting additional facts, advancing in the story, and setting up a new and challenging decision to be made about the project.

The owner of Cenabal, an organic salad dressing and bread dipping company, had obtained the funds her company required. Now, she faced the decision of how to spend the money. Some of the possibilities included expanding the product line, entering the U.S. market, or improving the distribution channels. Naturally, each of these choices had advantages and disadvantages that she must consider. This is the last supplement that follows Cenabal (A) and (B).

President Putin publicly stated that Gazprom, the largest natural gas producer in the world, was a powerful political lever of the Russian state in the world and a keystone in the foundation of the country's energy security. Thus the top leadership of Russia has charted the course of the company's future away from the seemingly imminent dismemberment, privatization, and, by implication, de-monopolization toward a challenging combination of strengthened state control, professional, transparent management, and a major expansion. The case explores how in 2000-2008 Gazprom's management has pursued the strategy defined by the politicians. Gazprom's impressive expansion strategy envisioned diversification of markets, products, transportation routes, and modes of delivery. The challenges were equally formidable: massive investment needs, a possibility of a production shortfall, and a chronic problem with the transit state of Ukraine, to name a few. In fact, Gazprom's ambitiousness fully reflected the ambitiousness of Russia as a whole, characteristic of the Putin era.

The case describes the resolution to the January 2006 gas crisis, precipitated by the decision of Gazprom, the largest natural gas producer in the world, to cut off gas supply to Ukraine because of disagreement on the terms of future trade. The case also narrates the events that have followed: the adoption by Gazprom of a comprehensive policy to renegotiate prices with the rest of the former Soviet states; the erratic relationship with Ukraine, dependent on the internal political configuration in the latter at any given time; and a persistence of Gazprom's negative image in the world.

This case focuses on the 2001 negotiation between Mytex Pharmaceuticals and the U.S. Food and Drug Administration (FDA). The outcome of the negotiation would determine the new label for Mytex's blockbuster drug for arthritis, Flaxil. The negotiation is quite qualitative and differs from the typical price negotiation with which students are familiar. However, at stake was $500 million in Flaxil sales and the safety of millions of patients. The (B) case presents the perspectives of a patient and her doctor as they consider the new information about Flaxil's risk profile.

This case focuses on the 2001 negotiation between Mytex Pharmaceuticals and the U.S. Food and Drug Administration (FDA). The outcome of the negotiation would determine the new label for Mytex's blockbuster drug for arthritis, Flaxil. The negotiation is quite qualitative and differs from the typical price negotiation with which students are familiar. However, at stake was $500 million in Flaxil sales and the safety of millions of patients. The supplement contains an epilogue to the A case.

This brief (B) case documents the fate of Mitsubishi and the shipping company NYK after the death of Yataro Iwasaki in 1885. The case supplements case 808-158, "Yataro Iwaski: Founding Mitsubishi (A)."

The owner of Cenabal, an organic salad dressing and bread dipping company, had received an offer from two investors on the television show The Dragon's Den. The show's premise of all or nothing did not leave room for negotiating terms. Now as she carefully read the contract, she considered whether she was willing to sign it. This supplement follows Cenabal (A). The supplement Cenabal (C) looks at subsequent events.

The owner of Cenabal, an organic salad dressing and bread dipping company, had obtained the funds her company required. Now, she faced the decision of how to spend the money. Some of the possibilities included expanding the product line, entering the U.S. market, or improving the distribution channels. Naturally, each of these choices had advantages and disadvantages that she must consider. This is the last supplement that follows Cenabal (A) and (B).

This short (B) case provides an update of how Microsoft organized its unlimited potential initiative.

In March 2006, the divisional vice-president of enterprise information technology for Canadian Tire Corporation (CTC) noted that the Business Intelligence (BI) system had not yet been implemented. Slow but steady steps were taken by his team but the implementation was one year behind. It was becoming evident that BI was not just about technology; the right people and processes had to be in place. The divisional vice-president wondered what his priorities should be in order to implement the BI system as soon as possible.

In March 2008, the vice-president of governance, architecture, and corporate and diversified businesses for Canadian Tire Corporation (CTC) felt confident that the Business Intelligence (BI) system that had been scheduled to be implemented in 2005 was now ready for implementation. The right people and processes were now in place. With the right people involved at different levels in the organization and several process-related initiatives, CTC's annual report announced that several technology projects would be implemented this year.

This case traces the development of eBay Germany, eBay Inc., and the career of eBay Germany's first country manager, Philipp Justus. The case covers from 2000 through the fall of 2007. This case details how eBay Germany, once a small start-up, became one of eBay's most successful locations. The case reveals how Justus added seasoned leaders and structure to the group, while allowing for improvisation. The case also traces Justus's career, as he moved to running eBay Europe and ultimately, the auctions group, which took him to headquarters. Like eBay Germany, eBay itself grew tremendously, in part from acquisitions like PayPal and Skype. But, growth in core areas, like auctions, had slowed. This case explains how eBay Inc. and eBay Germany tried to keep their "secret sauce."

The Real Property Negotiation Game simulates the experience negotiating the sale, purchase, or financing of a property. The class competes as either a lender, buyer, or one of two groups of sellers, Raleigh, North Carolina and Las Vegas, Nevada. The buyer case for the Real Property Negotiation Game. Celia Hernandez must decide which of two properties to purchase.

The Real Property Negotiation Game simulates the experience negotiating the sale, purchase, or financing of a property. The class competes as either a lender, buyer, or one of two groups of sellers, Raleigh, North Carolina and Las Vegas, Nevada. The seller case, Raleigh Commons, for the Real Property Negotiation Game. Steve Stroud must decide whether and at what price to sell his property.

The Real Property Negotiation Game simulates the experience negotiating the sale, purchase, or financing of a property. The class competes as either a lender, buyer, or one of two groups of sellers, Raleigh, North Carolina and Las Vegas, Nevada. The seller case, Las Vegas, for the Real Property Negotiation Game. David Stephens must decide whether and at what price to sell his property.

This case study concerns Choi & Leng Paper Ltd ("C&L") , a Hong Kong-based company that falls into the category of small- and medium-sized enterprises ("SMEs"). The company consists of a paper recycling business in Hong Kong and a paper mill in Huizhou, China. Part B of the case looks at the sale of paper through an open-tender bid. The sale is being investigated by the Independent Commission Against Corruption ("ICAC"), which suspects a staff member of the buyer of a possible corruption offense.

This case updates the situation outlined in the A case (UVA-E-0323), providing information that helps students to both evaluate the decision made in the A case and determine what to do next.