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Supplements the (A) case.

Supplements the (A) case.

This supplement to Lincoln Diner (A), product 9B03C032, covers Rachel Turner's decision to grieve her suspension and eventual dismissal by the Lincoln Diner restaurant chain, and the complete failure of both the company and the employees' staff association to address her formal grievances about her treatment. As this process is unfolding, Rachel's boyfriend continues to work as computer operations manager in the Lincoln Diner head office, but finds he is treated differently by his fellow managers. The case culminates with Rachel's deliberations about whether or not to file a complaint with the labor board. The supplement (C) and (D) cases, product numbers 9B03C034 and 9B03C035 follow the matter through another decision point to its resolution.

This supplement to Lincoln Diner (A) and (B), product number 9B03C032 and 9B03C033, covers Rachel Turner's decision to file a labor board complaint against the employee association of which she is a member for its failure to represent her properly in grievances related to her suspension and eventual dismissal by the Lincoln Diner restaurant chain. The labour board rules in her favor which sends her grievances to arbitration. However, prior to the arbitrarion hearing, the company makes her a series of financial offers to settle and Rachel must decide whether or not to do so. The supplement (D) case, product number 9B03C035, presents her decision and rationale.

This supplement to Lincoln Diner (A), (B) and (C), products 9B03C032, 9B03C033 and 9B03C034, presents Rachel Turner's rationale for settling a grievance just prior to going to arbitration. It also provides some insights she gained after the fact about the incident precipitating her suspension and eventual dismissal by the Lincoln Diner restaurant chain, and her reflections on how the experience affected her.

Supplements the (A) case.

The Rollins family assembly was meeting to discuss and decide which one or combination from among an estate freeze, installment sale of stock, ESOP (employee stock ownership plan), leveraged capitalization, annual gifts of stock, one-time outright gift of stock, or sale of the business to a third party best accommodates the needs of these people and this company.

With their announcement on December 8, 1997, of their proposed merger, the CEOs of Union Bank of Switzerland and Swiss Bank Corporation must prepare a plan of integration of the two firms. This case presents the press release of the announcement and relates the reaction of investors and journalists. The case also presents a framework for setting the strategy of post-merger integration and summarizes the integration task before the executives. The tasks for the students include: 1. Assess the public communication of this deal. The public announcement launches the integration effort and sets a tone that can help or hinder the subsequent combination. 2. Survey the integration planning process. The executives of the two firms were committed to having a detailed integration plan in place before the consummation of the deal--this is consistent with current thinking about the desirability of avoiding a slow integration. Thus, the case is an illustration of the kinds of issues that must be resolved quickly. 3. Describe and evaluate the integration strategy of the new firm. The case surveys the process of integration planning between the announcement and consummation dates of the merger and outlines the approaches in the various business units. The student must consider the influence of various strategic issues including the balance of autonomy versus absorption, relatedness, and control versus consultation (these are described in the case.) The (A) case in the series describes the proposed terms of merger and invites students to value the benefits of the deal and assess the strategic motives. The (C) case summarizes the integration effort and the economic results over the five years following the transaction. It is recommended that the instructor distribute the (A) case for advance preparation by students and hold the (B) and (C) cases for discussion after the (A) case.

Supplements the (A) case, UV4277.

Supplements the (A) case.

Supplements the (A) case.

The (A) case describes the situation of Cadbury Schweppes (CS) and its sugar confectionery business, in a state of 'satisfactory underperformance' in which past strategies and practices make it hard for new management to initiate change in this widely respected company. The (B) case shows how from 1997 to 1999 John Sunderland, the new CEO and a new divisional manager used value based management (VBM) as a vehicle for transforming respectively the company and the sugar confectionery division with strong emphasis on people and leadership practices. The (C) case describes how CS' performance management system was redesigned in line with the Managing for Value (MfV) philosophy. It illustrates the new management performance process in action in the beverages business in Spain, where the country manager is faced with major competitive challenges.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Accompanies The BCPC Internet Strategy Team: An Exercise and provides unique background information on one of the team members.

Accompanies The BCPC Internet Strategy Team: An Exercise and provides unique background information on one of the team members.