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Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplement to case A00014. This case describes the experience of Kanpur Confectioneries Private Limited (KCPL), a family managed company, in being a contract manufacturer for A-One Confectioneries Private Limited. The alliance had worked to the advantage of KCPL. It had prospered as a profitable contract manufacturer. It had used the surplus to diversify into unrelated businesses. The family members, however had doubts regarding the employment opportunities provided by the move. They were not sure whether the progress was sustainable. Alok Kumar Gupta, Chairman and Managing Director of KCPL, along with his brothers and son, is required to review the strategy and performance of his company and develop a course of action for the future.

Discusses the plans of the Hong Kong government to seek approval of its proposal to replace the current Hong Kong ID card with a smart ID card. The approval in question is sought from the Hong Kong legislature. Supplies material for an in-class debate on the government's proposal to replace the current ID card with a smart ID card. The government's proposal calls for a multiapplication smart ID card. This is one of three options recommended in a consultant report. Students are invited to play the role of legislators and defend their preferred option.

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.

When the fast-growing Museum of Science and Industry in Tampa, Florida finds out that a key, privately-owned parcel of land adjoining its "campus" is up for sale, it moves quickly-but unsuccessfully-to convince the owner to sell the land through an arrangement combining a long-term payout and select tax advantages. The owners' rejection of this approach forces the museum to consider a variety of other options, ranging from partnership with a for-profit firm to a request for financial assistance from local county government, that already owned the land on which the formerly-public museum was located. This case uses the "Fowler Avenue land parcel question" as a window into the ways in which sudden, individual decisions faced by nonprofit boards of trustees are linked to larger strategic and financial issues for institutions. The MOSI board must consider the long-term prospects for its endowment, the question of admission fees, even the question of the propriety and efficacy of using board members to lobby public officials. The case was developed with the support of the Museum Trustee Association. HKS Case Number 1629.1

Supplements the (A) case.

In 1997, Mike Volkema faced the difficulty of attempting to revitalize a once dynamic organization. Volkema wondered how he could incorporate advances made within subsidiaries, such as Miller SQA's business model innovation, into the company as a whole while also reinvigorating the product focus that had made Herman Miller great. This case details Herman Miller's development of business model designs for each of its target market segments and the evolution of its famed cubicle office system to a new design for the twenty-first century. Herman Miller's traditional focus on product design has been supplemented by a new focus on targeted business models. Students can analyze the changes, including market expansion, reintegration of the fragmented value chain, and sharing capabilities throughout the organization that Volkema introduced to redirect the firm toward greater growth. The details of customer-oriented business model design are examined. Concludes with a series of issues for organizational processes and structures to enable a firm to manage innovation on multiple fronts. Includes color exhibits.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

This supplement to NES China: Business Ethics (A) (product 9B01C029) provides a brief summary of the eventual solution to this problem.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) and (B) cases.

An abstract is not available for this product.

When Hugh Price became president and chief executive of the National Urban League in May 1994, he knew he was taking the helm of an organization groping for new moorings in the post-civil rights, post-Great Society, post-welfare state era. During the Reagan administration of the 1980s, the large annual federal grants and contracts that had steadily grown during the 1960s and 1970s, sustaining the National Urban League and its network of 113 affiliates, were abruptly slashed. People wondered if the Urban League would dissolve. This case chronicles what happened with the NUL during this era of transition. Pair with the first part of the case (HKS 863). HKS Case Number 1634.1.

Please refer to part A for the abstract