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Two-party, four-issue negotiation between representatives of two companies with different national and corporate cultures regarding a possible joint venture. MedDevice, a U.S.-based Fortune 500 company that manufactures high technology medical equipment, and Lee Medical Supply, a small Thailand-based company that distributes medical equipment in Southeast Asia, seek to conclude a joint venture. The venture, to be named MedLee, Ltd., will take the form of a Bangkok sales office that distributes MedDevice brand medical equipment. The CEOs have met and signed a Memorandum of Understanding. They have now instructed their subordinates (Pat Armstrong, the Director of International Strategic Market Research at MedDevice, and T.S. Lee, the Vice President and son of the owner of Lee Medical Supply) to conduct preliminary negotiations on four issues they consider central to the joint venture: decision making, staffing, profit distribution, and a conflict resolution mechanism. MedDevice and Lee Medical Supply differ greatly in their corporate cultures. The respective negotiators must develop a way for companies with such divergent cultures to work together.

Two-party, four-issue negotiation between representatives of two companies with different national and corporate cultures regarding a possible joint venture. MedDevice, a U.S.-based Fortune 500 company that manufactures high technology medical equipment, and Lee Medical Supply, a small Thailand-based company that distributes medical equipment in Southeast Asia, seek to conclude a joint venture. The venture, to be named MedLee, Ltd., will take the form of a Bangkok sales office that distributes MedDevice brand medical equipment. The CEOs have met and signed a Memorandum of Understanding. They have now instructed their subordinates (Pat Armstrong, the Director of International Strategic Market Research at MedDevice, and T.S. Lee, the Vice President and son of the owner of Lee Medical Supply) to conduct preliminary negotiations on four issues they consider central to the joint venture: decision making, staffing, profit distribution, and a conflict resolution mechanism. MedDevice and Lee Medical Supply differ greatly in their corporate cultures. The respective negotiators must develop a way for companies with such divergent cultures to work together.

Two-party negotiation between agents for a basketball player and a shoe manufacturer over a possible sneaker endorsement deal. Theotis Wiley is a promising young basketball player with a checkered past. Erive is a small shoe manufacturing company about to launch a new line of basketball shoes. Erive's Vice-President of Business Development has asked to meet with Theotis' agent regarding the possibility of an endorsement deal. Neither party knows much about the other party's interests or alternatives.

Supplements the case.

An assistant is asked to prepare illustrative derivative and hedge accounting examples for the audit committee. Students are required to complete the examples. Teaching Purpose: Introduces students to the basics of derivative and hedge accounting.

Supplement to case IN1047. As part of its growth strategy, a new product has been designed and a study carried out by a consultant to estimate the market potential and the investment required to put it into production. The analysis calls for an estimation of the relevant cash flows from the project raising questions such as measuring opportunity costs, evaluation of sunk costs and joint costs, the impact of the new product eroding sales from existing products - typical problems arising when making capital investments. Since the investment project extends over several years, a DCF analysis is necessary. Discussion needs a full class session.

Supplement to case IN1047. A major concern of the family owners was whether to try to sell their company. The "C" case gives students the opportunity to consider many approaches to valuing a firm: comparative valuation (P/E ratios, price-to-book ratios, price to cash flow ratios, and price to sales ratios) or a DCF valuation. Both approaches present considerable analytical problems. A major weakness of the comparative approach is to find a similar company. Hong Kong, a relatively small stock market, has no firm in the toy business to use as a guide. Other publically traded firms of similar size, markets, and product-lines are found in the Japanese and the American stock markets. But given the differences among the companies and also the markets, how useful are these? There is enough data in the case to allow the student to make a DCF valuation, although projection of the cash flows is subject to a wide range of possibilities. An estimate of a reasonable discount rate also is required, raising questions (assuming use of the CAPM) such as what should be the firm's beta, the risk-free rate, and the equity market premium. Students will need at least two hours of preparation plus a full class session.

Supplement to case IN1047. The company faced currency risk on its sales to European markets, and on some Yen loans it had taken. Because the HK$ was pegged to the US$, currency risk on its American sales was seen as practically nil. In this respect, the company's currency position is similar to that of a French or Spanish company exporting to other countries in the European Union whose currency is pegged to the Euro, but also exporting to North America, while financing part of its operations with Yen or Sterling.

Supplement to case IN1075. Vince McMahon's World Wrestling Federation faces a serious threat to survival from the deep pockets of media mogul Ted Turner and Time-Warner, Inc. McMahon must tackle management, business, and ethics challenges when Turner tries to lure the WWF's top star, Bret the Hitman Hart, away from the WWF.

Supplement to case IN1075. Vince McMahon's World Wrestling Federation faces a serious threat to survival from the deep pockets of media mogul Ted Turner and Time-Warner, Inc. McMahon must tackle management, business, and ethics challenges when Turner tries to lure the WWF's top star, Bret the Hitman Hart, away from the WWF.

Supplement to case IN1079. This case illustrates the challenges facing Intel as it attempts to manage the post-acquisition integration of DECs semiconductors businesses. Additional emphasis is placed on how Intel developed a post-acquisition integration capability and on the way it is currently structured to manage the acquisition process.

Supplement to case IN1082. This series of 3 cases describes the creation of a dotcom start-up in Singapore and its penetration of the Chinese market. The company, MyWeb Inc.com started as a web designer, but moved quickly into set-top boxes for Internet access using TVs, as well as the design of a portal with localized content for China. At the end of the case, the inventors of the dotccom realize that their original business model is not viable and they evaluate the different options they have to create a profitable business model.

Supplement to case IN1082. This series of 3 cases describes the creation of a dotcom start-up in Singapore and its penetration of the Chinese market. The company, MyWeb Inc.com started as a web designer, but moved quickly into set-top boxes for Internet access using TVs, as well as the design of a portal with localized content for China. At the end of the case, the inventors of the dotccom realize that their original business model is not viable and they evaluate the different options they have to create a profitable business model.

Supplements the (A) case.

Supplements the (A) case.

Describes the evolution of Wit Capital from its origins as a small brewery to an online investment bank advising both small technology-based companies seeking to raise capital and large companies seeking to acquire Internet companies, as well as offering retail brokerage services to individual investors seeking access to initial public offerings. Discusses Wit's continuing evolution in 2000, when it sold its retail brokerage unit and refocused on traditional corporate clients. Provides details of Wit's value propositions to its target clientele and some data regarding the value provided and service quality delivered. Written for a second-year MBA course in Service Management. Can also be used in courses focusing on the Internet, General Management, Entrepreneurship, Service Management, and Service Operations.

Supplements the (A) case.

This case provides a succinct account of the high profile failure of the Clinton Administration's initiative to reorganize the US health care and health insurance system so as to provide universal coverage at the same time as controlling costs. The case traces the origins of the reform impetus and describes the structure and proposal of the Administration's health care task force, chaired by First Lady Hillary Clinton and directed by Ira Magaziner. The case focuses, however, on the extent and nature of opposition to the plan, particularly from the business community, implicitly raising the questions of how the Administration might have handled matters differently and what factors whether substance or tactics or both allowed the opposition to be successful. The case is a vehicle, too, for discussion of the business-government relationship in the U.S. through its focus both on the nature of the US health insurance system (largely linked to private employment) and on the variety of business and interest groups within the US private sector. HKS Case Number 1600.0

With the development of the customer profitability system complete, the product and marketing groups of the Canadian Imperial Bank of Commerce now needed to address how to improve customer profitability, one customer at a time, by examining new market segmentation and identifying new sales opportunities. Issues they had to resolve were: what to do with customers who were not profitable, who should have access to the data, how to use the data to gain competitive advantage over the competition and what changes should be made to the compensation system so it is aligned with the company's sales focus. This is the second of a three-case series that follows the design and implementation of a customer profitability system at a large Canadian financial institution. The (A) and (C) cases are product #9B00B014 and 9B00B016 respectively.

With a new customer profitability system now developed at the Canadian Imperial Bank of Commerce (CIBC), the next challenges involved the rollout to the branches and the associated implementation problems. To prepare for a meeting with her staff, a regional sales manager discussed the new customer profitability system, named Managing Local Markets, with a sales leader from one of the pilot branches. Her feedback on the system was generally very positive; however, the people using the system in the branch didn't understand how the profitability was calculated; this jeopardized the credibility of the system. This is the third case of a three-case series. The (A) and (B) cases are products #9B00B014 and 9B00B015.