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Supplements the (A) case.

This technical note explains in detail the investment evaluation techniques introduced in "Bonnie Road", HBS case no. 813-186.

In the early 1990s, in the context of massive foreign capital inflows, the Chilean government restricted the flow of capital into the country to achieve a competitive and stable exchange rate and to control inflation. By the late 1990s, with the onset of the financial crises in emerging-market economies, investors began to pull their capital out of Chile and other emerging markets indiscriminately. This sudden reversal of capital flows was threatening to ignite a balance-of-payments crisis in Chile. The government had to decide what to do. This B case gives an update to the events that unfolded in the A case ("Chile: A Changed Jungle for the Latin American Tiger (A)" [UV0863]) and abridged case ("Chile: A Changed Jungle for the Latin American Tiger (Abridged)" [UV0921]).

Supplements the (A) case.

Supplements the (A) case.

In its first two years as a direct response retail bank in Canada, ING Bank of Canada attracted more than 160,000 customers and assets of Cdn$1.6 billion. Several other direct banks have entered the marketplace with similar services and the management team needs to consider the company's next strategic move. The team must decide whether to recommend an alliance that would place ING automated banking machines in Canadian Tire stores nationwide. This case is a supplement to ING Bank of Canada (A), product 9A99A010.

Describes the actions and behavior of a new CEO in his first days and weeks as he sets expectations for his top management team and introduces processes and disciplines to begin the turnaround of a global consumer products company.

Examines the strategic change agenda set by a new CEO as the initial priorities in the turnaround of this leading global consumer products company.

How a strategic change agenda is implemented depends on leaders below the top in every function and geographic region translating the agenda into actions. But those actions do not always unfold as planned. This case examines the first 16 months of a turnaround from the perspective of implementers in the field. It describes business issues, organizational design dilemmas, and the cultural and behavioral challenges of implementing change in a global company.

On August 3, 2001, after a hotly contested proxy fight, Wachovia Corp.'s shareholders voted to merge with First Union Corp. The managers of the two banks then turned to face the challenges of integrating the two organizations. Their task was to implement a "merger of equals" that would preserve the best parts of the two former companies while realizing the potential cost savings, operational efficiencies, and revenue gains that justified the combination in the eyes of the shareholders.

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

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

Supplements the (A) case.

Supplements the case.

Supplements the (A) case.

Supplements the case.

Supplements the (A) case.

After completing their exchange semester, the American students felt that they had gone beyond being mere tourists. However, for most, the reality of spending a term in Europe had turned out very different from their expectations. This supplement to the European Experience (A) case, product 9B02C031 continues the discussion as students finished their academic term and prepare for their work placements. This case is the second part of a case series used to help prepare North American undergraduate business students for international exchange programs. See also European Experience (C), product 9B02C033.

Follows the experience of an American exchange student studying in Spain, as he embarks on a co-op work assignment with a major international manufacturing company. This supplement is the third part of a case series that is used to help prepare North American undergraduate business students for international exchange programs. Supplement to The European Experience (A), product 9B02C031, and European Experience (B), product 9B02C031.

After completing their exchange semester, the American students felt that they had gone beyond being mere tourists. However, for most, the reality of spending a term in Europe had turned out very different from their expectations. This supplement to the European Experience (A) case, product 9B02C031 continues the discussion as students finished their academic term and prepare for their work placements. This case is the second part of a case series used to help prepare North American undergraduate business students for international exchange programs. See also European Experience (C), product 9B02C033.