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Professor Kenneth Carpenter has received word that he has inadvertently offended one of his students. He is pondering a possible response.

Professor Kenneth Carpenter has received word that he has inadvertently offended one of his students. He is pondering a possible response.

Prof. Kenneth Carpenter has received word that he has inadvertently offended one of his students. He is pondering a possible response.

Prof. Kenneth Carpenter has received word that he has inadvertently offended one of his students. He is pondering a possible response.

In November 2005, members of Corning Incorporated's early-stage opportunity identification and development team were preparing to make a recommendation regarding whether or not the company should move forward with a project to develop mercury abatement technology to help power plants meet impending U.S. legislation for the cleaner use of coal. This opportunity, which had been surfaced through Corning's relatively new process for early-stage opportunity identification, was believed by some to have the potential to become a sizable new business. As the company evaluated whether or not to invest in the development of this new venture, it was equally important for Corning to consider the effectiveness of its early-stage opportunity identification process. With limited resources and a pressing need to increase the company's rate of innovation, this process was designed to take as much guesswork as possible out of the ambiguous "art" of identifying new business prospects. This case describes the Corning process for identifying and evaluating early-stage opportunities and allows readers to construct a recommendation as to what Corning should do regarding its mercury abatement project.

Supplement to HKU759

Supplement to HKU768

Supplement to HKU770 and HKU768

"Media General and the Balanced Scorecard (A) " (UV1135) describes the impetus for and the process of implementing a balanced scorecard (BSC) in a large, publicly held, multimedia news organization. The B case (UV1137) presents a situation where a business-unit manager turns to his region's BSC to evaluate the possible reasons for a quarterly revenue shortfall.

This is a follow-up to the Starbucks case, product 9A98M006, describing the aftermath of strategic decisions taken in 1999. The case describes the crisis of confidence of investors in the strategic choices made by Starbucks. It poses the issues facing Starbucks in attempting to regain focus.

This supplement to Voestalpine AG (A), product 9b07M032, examines the decision to expand vertically instead of horizontally, but looking at a stamping plant and plastics firm (to get closer to its automotive customers) and a design firm. More importantly, the case examines the tools and methodologies employed by the company to assess fit in terms of costs and competencies and customers and competition.

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 director and chair of the governance committee at MacDonald, Dettwiler & Associates Ltd. (MDA) had been informed that U.S.-based Alliant Techsystems Inc. (ATK) had proposed a takeover of MDA's main business line - its security and intelligence business. The director was faced with several financial and ethical dilemmas which he needed to resolve before meeting with the board. The supplement MacDonald, Dettwiler & Associates Ltd. (C) looks at the decisions that were made and the results of these decisions.

MacDonald, Dettwiler & Associates Ltd. (C) is the third part of a three-part case. The director and chair of the governance committee at MacDonald, Dettwiler & Associates Ltd. (MDA) reflects upon the past two-and-a-half months. He and other members of the board of directors faced difficult decisions but were pleased to see that their decisions had almost unanimous support from stockholders. As he read the business section of the newspaper, he wondered whether the decisions had been considered carefully with all the stakeholders in mind.

This case series looks at three important inflection points in Palm's history that relate to decisions about its platform: when the company was debating whether to open its operating system (OS) for licensing to third-party hardware manufacturers; 2001, when the company was deciding whether to split into two separate companies; and, 2005, when the company was migrating from its own OS into Linux. (The last part, set in 2008, is an epilogue). By looking at Palm's decision concerning its platform over time, students are asked to consider how Palm's decisions affect innovation, competitiveness, value creation and value capture.

This case series looks at three important inflection points in Palm's history that relate to decisions about its platform: when the company was debating whether to open its operating system (OS) for licensing to third-party hardware manufacturers; 2001, when the company was deciding whether to split into two separate companies; and, 2005, when the company was migrating from its own OS into Linux. (The last part, set in 2008, is an epilogue). By looking at Palm's decision concerning its platform over time, students are asked to consider how Palm's decisions affect innovation, competitiveness, value creation and value capture.

This case series looks at three important inflection points in Palm's history that relate to decisions about its platform: when the company was debating whether to open its operating system (OS) for licensing to third-party hardware manufacturers; 2001, when the company was deciding whether to split into two separate companies; and, 2005, when the company was migrating from its own OS into Linux. (The last part, set in 2008, is an epilogue). By looking at Palm's decision concerning its platform over time, students are asked to consider how Palm's decisions affect innovation, competitiveness, value creation and value capture.