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The chief of the Waterloo Regional Police Service was again faced with a crisis in the ongoing development of the CIMS project. It was early 2005 and he found himself again debating the future of this increasingly time-consuming and expensive project. Complicating matters now, however, was the fact that several of his partner organizations in CIMS wanted to go live with those portions of the software which had been delivered from the vendor. These organizations had been struggling with antiquated systems, and wanted to push forward with implementing the new system, despite the continuing presence of system problems. What should he do? Should he encourage those regions to wait and rethink the project or was it best to continue moving forward with those elements.

The chief of the Waterloo Regional Police Services (WRPS) found himself preparing for an important board meeting to discuss the fate of the CIMS project. Earlier that year he had recommended that the contract with ITG be canceled and negotiations toward this end were proceeding. Now the chief was faced with the task of recommending an alternative vendor and approach for completing this important project. WRPS needed to install a suitable computer-automated dispatch and record management system - key CIMS components - prior to December 31, 2005 as 2006 was the federally mandated deadline for implementing this functionality within police agencies. The chief knew that WRPS resources would be heavily tasked to meet the December 31, 2005 deadline, even if a vendor was chosen as soon as possible. The chief was well aware that a decision needed to be made regarding the best vendor to manage the next phase of the CIMS project as quickly as possible to allow WRPS and the vendor project team time to implement the required solution. The chief believed that the first step was to select the best vendor and then present the recommended solution to the board.

Supplements the (A) case.

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The manager of Mobile Media for adidas International is debating what to do, given the sparse amount of traffic to date at the adidas FIFA World Cup mobile portal. The (B) case describes the results of a new effort to use a popular portal to advertise the adidas World Cup mobile site. The case can be used to discuss the impact of using different media channels to deliver marketing communications.

This supplement to Employee Engagement at Modern Appliances Inc. (A), product #9B07C035, looks at a specific problem situation arising from the initiative and discusses how the chief executive officer may respond to it.

This supplement to Employee Engagement at Modern Appliances Inc. (A), product # 9B07C035 features the chief executive officer talking about the need for engagement and the process that Modern Appliances used.

This supplement to Sensible Life Products (A), product #9B07M057, introduces a fifth opportunity in the form of a joint venture with a major product development firm. The deal involves Sensible Life Products cooperating in further developing the Benefect product into a consumer focused hand sanitizer product.

Supplements the (A) case.

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The company's co-founders reflect on the potential for the company, which was created to take advantage of Canada's exclusive worldwide status as a provider of marriages to non-resident, same-sex couples; to expand into other lines of business, such as research and consulting. They must decide whether to expand into other opportunities, refocus the company entirely on other opportunities or maintain a focus on providing weddings. This is a supplement to Hudson Nuptials (A), product #9B07M001.

In February 1994, top officials from China and Singapore signed a landmark partnership agreement to develop a massive new industrial park and residential community in the city of Suzhou in China. The ambitious project, modeled after Singapore's highly successful industrial-residential parks, would provide not only jobs for hundreds of thousands of people, but homes and community facilities as well. The agreement between the partners also called for a "software transfer," in which Singapore would share its highly-touted expertise in managing economic development with its Chinese partners. The China-Singapore Suzhou Industrial Park (CS-SIP) enjoyed the support of the highest levels of government in both nations. But the joint venture soon foundered, as CS-SIP ran into problems and fell short of its goals. The harmonious partnership between likeminded nations that their leaders envisioned did not materialize. Singaporeans accused local authorities of undermining the project, while Suzhou officials criticized the Singaporeans for taking their complaints to Beijing instead of dealing directly with them. After five years of disappointing results, Singapore pulled back from CS-SIP, dramatically reducing its share in the partnership. This case tells the story of CS-SIP in two parts: Part A describes the project and outlines the hopes both nations invested in it, as well as the potential snags that could derail it; Part B details the problems that led to a falling out between the partners. Both parts can be assigned together, or Part B can serve as a sequel to be read after classroom discussion of Part A. The case is suited for discussion of international development issues, in particular, the difficulties of doing institutional transfers across national boundaries. HKS Case Number 1860.0

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