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Supplements the (A) case.

Supplements the (A) case.

The largest state pension fund continues the evolution of its approach to corporate governance contemplating "relationship investing" and other new approaches.

At the end of 1998, Amazon.com founder and CEO Jeff Bezos ponders the next moves for his company. Having secured the leadership position as the leading online book seller in the United States, Amazon.com has now moved into the product categories of CDs and videos by year's end. Having expanded into the United Kingdom and Germany and having 6.2 million members, what new product categories should Amazon.com expand into during 1999? Consumer electronics? Travel? Toys? Software? The possibilities are endless, but Bezos knows the company needs to focus on choosing a few categories and performing well in those picked.

At the end of 1999, Amazon.com founder and CEO Jeff Bezos--just named Time Magazine's Man of the Year--ponders the next moves for his company. Having expanded into numerous categories in 1999, ranging from Z-shops to Auctions to E-cards as well as increasing the number of distribution sites to seven, Amazon.com is quickly transforming itself as an electronic retailer. But does Amazon.com's strategy make sense? Critics worry that Bezos may be stretching the Amazon.com brand too far instead of focusing on a few retail categories. Bezos sees the opportunity to dominate various retail categories online--leveraging off its base of 16.9 million customers--before the brick-and-mortar retailers do.

At the end of 1998, Jonathan Bulkeley, the newly-named CEO of barnesandnoble.com, is faced with a challenge. As the second leading online bookseller behind Amazon.com, barnesandnoble.com must build its market share. With Forrester Research predicting that the online bookselling market would grow to $3 billion in 2003, how could barnesandnoble.com attract more of the "newbies" coming onto the web to its site and become the leading online bookseller--as it was in the bricks-and-mortar world--over the long run?

At the end of 1999, Steve Riggio, the vice chairman and acting CEO of barnesandnoble.com, wonders what his company should do next against Amazon.com, the online retailer who is the leading online book seller in the United States. While barnesandnoble.com has been careful to expand into new categories related to media--such as magazines, CDs, and posters--Amazon.com has expanded into a variety of seemingly unrelated categories--such as Z-shops, auctions, and power tools. While some see this expansion as a weakness in Amazon.com's branding strategy, how could Riggio and barnesandnoble.com best exploit this so that they become the leading online bookseller over the long run in terms of market share and mind share?

Describes the launch of Sega's 16-bit Genesis console in 1988 and its effect on competitor Nintendo. A rewritten version of an earlier case.

The case series focuses on Merck's drug donation program and then raises new issues facing management about what to do about HIV/AIDS in Africa given the company's development of a new therapy. Describes collaboration among many parties including the Gates Foundation, other pharmaceutical companies, and the government of Botswana.

After nine years of leading First Community Bank (FCB), BankBoston's unique venture targeting low- to moderate-income communities, and finally gaining recognition and respect for her efforts, Gail Snowden must once again faces the challenge of justifying FCB's value, this time, as part of the umbrella group, Community Banking Group (CBG), formed in 1996 due to a merge with BayBank, she must justify it to a new parent company, Fleet Bank. To successfully integrate CBG/FCB into the mainstream organization, Snowden faces many organizational and cultural hurdles.

Highlights how multiple rounds of financing work in practice and illustrates how terms agreed to in early-stage financing deals have an impact in later financing rounds. Also illustrates ethical issues that entrepreneurs confront as they build "dot-com" ventures.

A manufacturer had been selected to produce Spin Master Toys' new product, E-Charger. Two weeks into the product design process, the operations manager was concerned because the manufacturer's progress was unsatisfactory and that, as a result, Spin Master Toys would likely miss its shipping date for the product launch. His options were to push ahead with the current supplier, try to negotiate with the other company that quoted on the contract, or look for yet another supplier. He had to evaluate the options and the impact each would have on meeting the shipping date. This is the second in a three case series that follows the selection of a manufacturer and the progress of the production of a new product. The accompanying cases are Spin Master Toys (A):Finding a Manufacturer (product 901D01) and Spin Master Toys (C): Keeping the E-Chargers' Wings On (product 901D03).

A few weeks after production started on Spin Master Toys latest product, E-Chargers, an electrically powered model airplane, the operations manager had to deal with a persistent and serious quality problem; up to 30 per cent of the current production of the wings were substandard. He knew he had to do something fast. The company could not afford any more supply problems. This is the third case in a three case series that follows the selection of a manufacturer and the progress of the production of a new product. The accompanying cases are Spin Master Toys (A):Finding a Manufacturer (product 901D01) and Spin Master Toys (B): A New E-Chargers Supplier? (product 901D02).

AWARD WINNING CASE - This case was one of the winning cases in the 2002 Regional Asia-Pacific Case Writing Competition. A manufacturer had been selected to produce Spin Master Toys' new product, E-Charger. Two weeks into the product design process, the operations manager was concerned because the manufacturer's progress was unsatisfactory and that, as a result, Spin Master Toys would likely miss its shipping date for the product launch. His options were to push ahead with the current supplier, try to negotiate with the other company that quoted on the contract, or look for yet another supplier. He had to evaluate the options and the impact each would have on meeting the shipping date. This is the second in a three case series that follows the selection of a manufacturer and the progress of the production of a new product. The accompanying cases are Spin Master Toys (A):Finding a Manufacturer (product 9B01D001) and Spin Master Toys (C): Keeping the E-Chargers' Wings On (product 9B01D003).

AWARD WINNING CASE - This case was one of the winning cases in the 2002 Regional Asia-Pacific Case Writing Competition. A few weeks after production started on Spin Master Toys latest product, E-Chargers, an electrically powered model airplane, the operations manager had to deal with a persistent and serious quality problem; up to 30 per cent of the current production of the wings were substandard. He knew he had to do something fast. The company could not afford any more supply problems. This is the third case in a three case series that follows the selection of a manufacturer and the progress of the production of a new product. The accompanying cases are Spin Master Toys (A):Finding a Manufacturer (product 9B01D001) and Spin Master Toys (B): A New E-Chargers Supplier? (product 9B01D002).

Supplements The World Trade Organization: After the Seattle Protests.

Supplements the case.

Supplements the (A) case.

British Petroleum and Amoco were the two largest members of the Azerbaijan International Oil Consortium (AIOC), an 11-firm consortium that was spending $10 billion to develop oil fields in the Caspian Sea. As of March 1999, AIOC had completed a $1.9 billion development project known as Early Oil. The two companies, however, had financed their shares of this project in different ways: BP used internal funds (traditional, on-balance sheet corporate finance), whereas Amoco was one of five AIOC partners that raised $400 million of project finance. Following the BP/Amoco merger in December 1998, managers in the combined firm's finance group had to reassess the Early Oil financing strategy and determine the best way to finance its share of the $8 billion Full Field Development Project. Should it use internal funds, project finance, or a mixture of the two?