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In a gradual but profound transition, New York's park system had become dependent on private partners. The private sector's involvement was pervasive by 2003, but came in very different forms. This case, a companion to "Adrian Benepe's Challenge," highlights specific items to map the spectrum of engagement ranging from contracts where government is clearly in control, to philanthropy where government is mostly passive, to a range of complex collaboration in between. The five points of focus are: ·Outsourcing much of the maintenance of the Parks Department's fleet of vehicles; ·The evolution of the Central Park Conservancy from an informal group of volunteers to a sophisticated and well-funded non-profit with full responsibility for managing New York's flagship park; ·Bryant Park's transformation from a drug market to a glittering landmark, under the auspices of a private corporation subject to only limited Parks Department influence; ·The emergence of the Bronx River Alliance, comprising dozens of public and private organizations, as steward for the troubled river and the lands on its banks; ·The single-minded (and almost single-handed) campaign of the entertainer Bette Midler to realize her unique vision for a public park in a rough area of Harlem. HKS Case Number 1744.0

Supplements the (A) case. A rewritten version of an earlier supplement.

Supplements the (A) case.

The Bacardi Southampton case series (A - D) follows the transition from a push-based supply chain to an agile, pull-based system. The (B) case demonstrates the paradox in operational thinking and delineates the unique relationship a company has with one of its suppliers and its customer for European exports. Students can see that this agile program cannot exist in isolation from important stakeholders. Discussion about an opposite point of view is enriched by facts in this (B) case.

Supplements the (A) case.

This is a supplement to Price of Speaking Out Against the Betrayal of Public Trust: Joanna Gualtieri (A), product 9B04C029, and relates the actions suggested by her immediate supervisor.

A real estate analyst hired as a government employee finds abuse of regulations and policies regarding overseas accommodations for diplomats. She reports her findings to her supervisor with no result and further attempts to expose the abuses. This is a supplement to Price of Speaking Out Against the Betrayal of Public Trust: Joanna Gualtieri (A) and (B), products 9B04C029 and 9B04C030.

The analyst pursues legal action against the government for abuses both to herself and the country's taxpayers. This is a supplement to Price of Speaking Out Against the Betrayal of Public Trust: Joanna Gualtieri (A), (B) and (C), products 9B04C029, 9B04C030 and 9B04C031.

Supplements the (A) case.

Supplements the (A) case.

In March 1999, Renault, the ninth largest car maker in the world, announced acquisition of a 36.8 percent stake in Nissan Motor for $5.4B. Second, Carlos Ghosn would take charge of the struggling company. The news shocked Japan as well as the global business community. Would a Westerner be able to bring about change in a Japanese company with a deep-rooted tradition of bureaucratic behavior and a consensus-building style? Case A describes the steps that led to the acquisition of Nissan. Case B covers the story of Carlos Ghosn and how he changed the company and brought profitability to Nissan. The case discusses such techniques as the art of listening and understanding in depth, formation of cross-functional teams, and Ghosn's three management principles: transparency, 5% strategy and the rest execution, and communication of company direction and priorities.

Focuses on continuing efforts to implement school district reforms as well as the challenges of succession and managing organizational change in tough economic times.

Supplements the (A) case.

In this, the third of a three-case series, Alex Pearson, Charley's Family Steak House No. 2 manager, continues to prepare for his upcoming meeting with steak house owner Charley Turner. The purpose of the meeting is to discuss the restaurant's 2009 results, review how they compared with budget, and assess how Pearson performed during his second year as restaurant manager. He is hopeful that this year's meeting will go as well as last year's meeting and that Turner will decide to award him a bonus again this year.

Set in India in the 1980s and 1990s, this series of cases concerns the attempts by the Unilever division Hindustan Lever Limited (HLL) to create, market, and distribute a detergent for India's rural poor. The upstart, low-priced Nirma detergent, manufactured by a former chemist, has overtaken HLL in the detergent market primarily because Nirma is being distributed and sold to this previously ignored segment of India's population. In this war of laundry powders, HLL must revise its traditional practices in manufacturing, marketing, and distribution pursuant to C. K. Prahalad and Allen Hammond's theory of the worldwide four-tiered market, in which the "bottom of the pyramid" is an untapped and potentially lucrative market. See also UV5263, UV4263, and UV5266.

In 2002, a money manager is considering how to vote her shares in Hewlett-Packard on the proposal to merge with Compaq. The (A) case presents information about the strategic and financial motivations of the merger. Included are completed valuations of both HP and Compaq and detailed summaries of the leading advocate (Carly Fiorina) and critic (Walter Hewlett). The tasks for the student are to value the prospective synergies in the deal and critically assess the strategic arguments (pro and con). The (B) case affords a detailed examination of the terms of the proposed merger. The tasks for the student are to critically assess the specific design of the deal and its impact on shareholders. Of particular interest are the impact on earnings per share (that is, EPS dilution), the governance of the new firm and whether this is, indeed, a merger of equals. The (C) case describes the outcome of the proxy contest. Here the task for the student is to evaluate the strategies of each side in communicating with shareholders and presenting arguments. The objectives of the case module are to expose students to the mechanics of proxy contests, exercise skills in valuation and strategic analysis, and critically evaluate deal terms. The (A) and (B) cases can be taught in sequential classes, or in one class. The (C) case is typically distributed at the end followed by a brief discussion.

Set in India in the 1980s and 1990s, this series of cases concerns the attempts by the Unilever division Hindustan Lever Limited (HLL) to create, market, and distribute a detergent for India's rural poor. The upstart, low-priced Nirma detergent, manufactured by a former chemist, has overtaken HLL in the detergent market primarily because Nirma is being distributed and sold to this previously ignored segment of India's population. In this war of laundry powders, HLL must revise its traditional practices in manufacturing, marketing, and distribution pursuant to C. K. Prahalad and Allen Hammond's theory of the worldwide four-tiered market, in which the "bottom of the pyramid" is an untapped and potentially lucrative market. See also UV5263, UV1972, and UV5266.

Set in India in the 1980s and 1990s, this series of cases concerns the attempts by the Unilever division Hindustan Lever Limited (HLL) to create, market, and distribute a detergent for India's rural poor. The upstart, low-priced Nirma detergent, manufactured by a former chemist, has overtaken HLL in the detergent market primarily because Nirma is being distributed and sold to this previously ignored segment of India's population. In this war of laundry powders, HLL must revise its traditional practices in manufacturing, marketing, and distribution pursuant to C. K. Prahalad and Allen Hammond's theory of the worldwide four-tiered market, in which the "bottom of the pyramid" is an untapped and potentially lucrative market. See also UV5263, UV1972, and UV4263.

Supplements the (A) case.

Supplements the (A) case.