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Supplements The California Wine Cluster.

Describes an Excel spreadsheet workbook that facilitates the analysis of AccuFlow, Inc.

Cisco Systems' relentless pace of acquisitions between 1993 and 2000 ground to a halt in 2001, with Cisco buying only two businesses that year. By September of 2002, it had acquired Hammerhead Networks and Navarro Networks for $258 million in stock and planned to buy Andiamo Systems for up to $2.5 billion. Market conditions may have shed light on cracks in its acquisition methodology, but the most profound change, according to CEO John Chambers, was the decision to acquire companies at a later stage of product development than previously. Now, a target had to have a proven product, customers, and management team before any transaction was considered. The (B) case includes a brief update on the company and financials up to July 2002.

The case describes the complex and challenging process by which social and environmental concerns are integrated into the existing strategy of a large, multinational firm. This case focuses on a specific business within Shell Chemicals, the Close Looped Cleaning technology, that has a strong business/economic basis and, sustainable development component. It shows how corporate-level sustainable development initiatives affect actual business practice and, in particular, the challenge that managers face in responding to multiple and sometimes competing expectations.

Supplements the (A) case.

This is the first of a two-case series. When Renault sent Carlos Ghosn to turnaround its alliance partner Nissan, observers were skeptical of his chances. After soliciting recommendations from the employees, he unveiled a three-year plan involving plant closures, job cuts, and a refocus on design. Within two years, the company had achieved a dramatic recovery, posting record profits and proposing a dazzling array of new models. Note that there are two versions of the case: 'Redesigning Nissan (A) & (B)' covers the dynamics of taking charge (case A) and the process of leading change (case B). There is also a combined and condensed version of the cases: 'Nissan's U-Turn: 1999-2001', for instructors wishing to cover the material in a single session.

This supplement to China Kelon (A): Diversify or Not, product number 9B03M004, deals with the issue of integrating two large business groups after the Number 6 air conditioner manufacturer, Kelon Group, acquired the Number 5 air conditioner producer, Huabao. While Kelon Group is a non-state owned company, Huabao was spun off from a state owned enterprise group. It was a landmark acquisition case in which a non-state entrepreneurial firm took over a state enterprise that had strong name brand and national reputation. The two companies have different resource bases, history, tradition, corporate culture, management style, product features and reward systems. They were traditionally close rivals located in the same township. The two companies exhibit potential for synergy and the combined capacity will put the new Kelon-Huabao as the top air conditioner manufacturer in terms of market share. However, this outcome depends on a successful merger and integration.

Supplements the (A) case.

Deals with the issue of integrating two large business groups after the No. 6 air conditioner manufacturer, Kelon Group, acquired the No. 5 air conditioner producer, Huabao. Whereas Kelon Group is a nonstate-owned company, Huabao was spun off from a state-owned enterprise group. It was a landmark acquisition case in which a nonstate entrepreneurial firm took over a state enterprise that had a strong name brand and national reputation. The two companies have different resource bases, history, tradition, corporate culture, management style, product features, and reward systems. They were traditionally close rivals located in the same township. The combined capacity will make the new Kelon-Huabao the top air conditioner manufacturer in terms of market share, assuming a successful merger and integration.

Greg Dyke, the new director general of the British Broadcasting Corp. (BBC), has launched an ambitious change program, called Making It Happen, with the objective of unlocking creativity, building a sense of common purpose, and encouraging collaboration throughout the BBC. Using unorthodox techniques, management has created a massively collaborative process that has overcome much of the natural skepticism within the organization and allowed the employees of the BBC to create a shared set of objectives for the change effort. After 10 months, employees feel that things are changing and that the culture of the BBC has improved. However, there are signs of change fatigue and Dyke must decide how much further to go while ensuring that the gains that have been made will not be lost.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

After weighing the pros and cons of making an unsolicited bid for HotJobs.com (an online recruiting company already under contract to be acquired by TMP Worldwide), the executive team of Yahoo! decides to make an immediate move rather than wait for the Federal Trade Commission to clear the pending merger. This case examines Yahoo!s process for formulating a bid offer with limited information about the target and details the course of the company's negotiations with HotJobs.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

The case describes Microsoft's first significant acquisition in Europe and its first in the telecom equipment (software) market. SendIt is a publicly listed Swedish start-up, which offers the only Windows based solutions to the IP-based mobile phone services market. The acquisition starts in high tone, loses momentum and is finally integrated with some degree of success.

The case describes Microsoft's first significant acquisition in Europe and its first in the telecom equipment (software) market. SendIt is a publicly listed Swedish start-up, which offers the only Windows based solutions to the IP-based mobile phone services market. The acquisition starts in high tone, loses momentum and is finally integrated with some degree of success.

The case describes Microsoft's first significant acquisition in Europe and its first in the telecom equipment (software) market. SendIt is a publicly listed Swedish start-up, which offers the only Windows based solutions to the IP-based mobile phone services market. The acquisition starts in high tone, loses momentum and is finally integrated with some degree of success.