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On August 1, 1997 the Manila Water Co. took control of the east zone of the newly privatized Manila Metropolitan Water and Sewerage System (MWSS). At the time of privatization, MWSS was an inefficient, ineffective, and corrupt government agency. MWC must develop the employees and the assets acquired from MWSS to build a profitable firm. This case describes the changes made to the organization.

A leading French cosmetics house has told the founder and managing director of looks.com that they wouldn't be able to sell products directly to looks.com due to the potential conflicts with existing retailers, but has suggested that they could buy the products on the parallel markets instead. Looks.com will have to weigh the benefits and risks of sourcing these products from an unauthorized distributor. This case is a supplement to the looks.com (A)-A Grey Issue case, 9B00A012.

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. A rewritten version of an earlier supplement.

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 (A) case.

Supplements the case. Designed as an in-class handout.

Piaggio, manufacturer of the Vespa motor scooter, must decide whether to outsource production of a new engine. The decision is surrounded by uncertainty about the achievable sales volume for the engine, particularly as competitors' new and less expensive products are gaining popularity. The A case (UV1607) provides an overview of the competitive style of each of the major manufacturers and affords a discussion of their core capabilities. The B case describes what happens in the market and to Piaggio after the company has built the engine.

The sequel describes the ensuing changes to the concession contract and regulatory oversight structure, and the return of operational control to the private concession company, Aguakán. It briefly discusses the financial and political difficulties that follow the concessionaire's reinstatement in Cancún, and the eventual sale of the concession in 1999 to a division of Enron Corporation. HKS Case Number 1593.1

Supplement case for KS1025.

Supplements the (A) case.

Supplements the (A) case.

Organization 2005, the latest initiative by Procter & Gamble (P&G) worldwide, was put in place to help double revenue growth between 2000 and 2005. The reorganization aligned the company so that planning and managing the lines of business were done on a global basis. The company's culture, its structure, and how work would be done were three key items that the changes would impact. The newly appointed president of P&G Canada reflected on the strategy behind the changes, the implications of the organizational change, and the message he wanted to deliver as he prepared to address the Canadian employees.

The A case (UV3177) describes the career of Fairfax County (Virginia) Executive Robert O'Neill, who runs one of the highest-per-capita-income counties in the United States. The case discusses the events leading up to his hiring by Fairfax County, his experience as County Executive, and the situation at the end of the case, including the results of his efforts, the political environment, and a job offer. Students gain insight into the complex aspects of county government, including financial, legal, political, public relations, and strategic business management, as well as into O'Neill's leadership strategy. The B case describes his decision and rationale and a few subsequent events in the county.

Shortly after Fell-Fab Products went through the decision-making process of whether to move into service management in addition to manufacturing, it learned that European Airlines, one of its major European customers, would no longer purchase products directly from Fell-Fab Products. Instead, European Airlines instructed Fell-Fab Products to sell to Aircraft Interior Refurbishment. The president of Fell-Fab wondered how this information would affect his decision. This supplement to Fell-Fab Products (A) (9B00D021) raises the possibility of a strategic alliance.

Supplements the (A) case.

Dawn Riley and America True are based in Auckland, New Zealand, where racing will begin in six weeks. The senior management team will be meeting in August 1999 to decide whether or not to make changes to Tag, the practice boat that they are using as a testing platform. Riley has striven to create a consensus-based approach to decision-making, and see herself as a "participant" in these meetings. She wonders if things have gotten "too democratic," and if she should step in and lead this meeting. Would changing her behavior now about such a seminal matter compromise her effort to create a collaborative decision making approach? This case provides information on sailing and design programs, and explores in depth Riley's role as a "producing manager."