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This case tells the story of the decision by the city government of Philadelphia to develop a publicly-owned competitor to private high-speed internet connection systems ("broadband"). The case describes both the city''s rationale, its desire to attract new business and its fear that a "digital divide" was leaving poorer residents without affordable access to the World Wide Web, and its means of implementing its decision, through a new not-for-profit arm of city government, which would contract with a private provider. That private provider would agree to provide relatively low-cost wireless web access throughout the city, thereby creating the largest wireless network in the US to date; in return, the city would steer its own information technology business to the new system, which was designed to compete with the private firms Verizon and Comcast. The case is designed to promote a discussion of the nature and causes of monopoly by raising issues of whether the incumbent cable and telephone companies enjoy market power in any of the services they offer and, if so, whether it is advisable to build a new municipal system to promote competition. HKS Case Number 1824.0

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In November 2004 Saurer Twisting Systems launched a new twisting machine called Focus in China under the Volkmann brand. The (B) case describes the launch strategy for the new product in China and India, the competitive response, and the early results Saurer achieved. By June 2005 it was clear that Saurer Twisting Systems would easily achieve its objectives in India and Pakistan, but China was proving to be more challenging. The CEO of Saurer Twisting Systems was trying to decide what additional steps he might take to accelerate Volkmann's progress in China and to deal with the competitive threat posed by a major Chinese competitor.

After the U.S. sales manager of a large multicultural company emails his supervisor regarding the supply of a new product, the message is forwarded to two others. The final recipient, the president of the Franco-Japanese joint venture partner that is manufacturing the new product, is offended by what he perceives as unfair criticism. The sales manager draws on his recent training in intercultural management to try to salvage the situation. The companion case, Charles Foster Sends and Email(A), product number 9B05C019, includes the complete series of email. Together, the (A) and (B) cases present a setting for discussing three issues: the relationship between a communications situation and the medium chosen to deliver it, the effects on business relationships when an inappropriate communications medium is chosen and the processes needed to communicated effectively in multicultural business relationships.

An abstract is not available for this product.

An abstract is not available for this product.

An abstract is not available for this product.

An abstract is not available for this product.

An abstract is not available for this product.

An abstract is not available for this product.

Supplements the (A) case.

Supplement to product UV1369.

Supplement to product UV1369.

An abstract is not available for this product.

An abstract is not available for this product.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

This case study tells the story of San Jose, California, one of the first 27 cities in the country to participate in a federal domestic preparedness program. Between 1997 and 1999, a specially created city task force mounted several full-scale terrorist attack exercises, but-despite the best of intentions-found all of them frustrating, demoralizing, and divisive, creating ill will between the exercise planners and the first responders. In response, the San Jose task force took a step back and analyzed their situation. In place of traditional full-scale exercises, San Jose drew on several existing prototypes to create a new "facilitated exercise" model that emphasized teaching over testing, and was much better received by first responders. For teaching flexibility, the case has been divided into three parts. Sequel 1 is a continuation of the main case study (1815.0) and is designed to be read in the middle of class. It describes the new facilitated exercise model in brief. Students could then be asked to assess the approach taken by San Jose. HKS Case Number 1815.1