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A newly hired product manager at CIBC Securities Inc., one of the largest mutual fund administrators in Canada, is asked to develop an innovative equity mutual fund. In addition to examining the current product offering of the bank as well as the competition, she must examine the needs of the key stakeholders in this project. She realizes that it may prove difficult to make everyone happy. Among other suggestions she makes to the CEO, the proposed pricing structure of the new mutual fund is unprecedented and could prove to reshape the industry.

One of Cadillac Fairview Inc.'s (Cadillac) key creditors, the Whitehall Street Real Estate Limited Partnership managed by Goldman Sachs & Co., forced Cadillac to seek protection from its creditors under Canadian insolvency law on December 23, 1994. Accordingly, Cadillac was now required to submit to the Ontario General Court a plan to restructure its financial obligations by January 31, 1995, a plan that it hoped would have the support of its various stakeholder groups. Cadillac had grown to become one of the largest developers and owners of prime commercial real estate in North America, with assets of $4.8 billion. (A Microsoft Excel spreadsheet is available for use with this case, product 7A96B013.)

The Vice President - Manufacturing, is faced with a series of disputes between his direct subordinate, the maintenance supervisor, and one of the maintenance foremen. The situation is threatening to disrupt maintenance operations and the VP feels it is time to intervene. His problem is what to do and how to do it. (To be used in conjunction with Martin Brass Company (B) Harry Smith, Supervisor, Maintenance Dept., case 9A96C006; and Martin Brass Company (C) Jim Jones, Foreman, Maintenance Dept., case 9A96C007.)

Mekong, a joint venture among Japanese, Korean and Vietnamese auto assemblers, is facing significant changes in the business environment in Vietnam. As the government of Vietnam has implemented its economic and administrative reform program, foreign and domestic companies in Vietnam have had to deal with changes in regulations and competitive forces. In addition, Vietnam's membership in ASEAN (Association of South-East Asian Nations) has further complicated the business decisions that foreign companies have to make in this newly-opened economy. Students will be challenged to devise a strategy for Mekong as a multi-national company operating in the Far East.

The human resources/operations manager must design an action plan to implement the mission statement he has developed: the store will offer the best in customer satisfaction. The challenge lies in translating this goal into specific actions for the three groups of employees involved in sales: sales supervisors, department heads, and sales associates. Each of these groups will play a different role in attaining the goal and, therefore, each group will require training and motivation.

The loans manager at the Dorchester, Ontario, branch of the Canadian Commercial bank, needs to determine whether to extend a personal loan of $60,000 to the client. The loan is going to be used as a down payment to buy out Plumb Parts Supply (PPS) Ltd. from the client's father. Since profit from the company would constitute the client's only source of income, the loan officer must examine PPS Ltd.

The treasurer of The University of Western Ontario was preparing a recommendation to the Spencer Hall board of directors concerning the financing of the $7.7 million expansion to Spencer Hall. The expansion was currently being financed with short-term loans but the board was concerned about increasing rates and was considering such hedging vehicles as interest rate swaps, caps and collars. A follow-up case is available (9A97N004).

Kim Tomar has to evaluate bids from potential suppliers for aircraft parts for de Havilland's Dash 8 aircraft. As a financial analyst, Tomar has to make a recommendation to de Havilland's Source Selection Board on the selection of a new supplier. Tomar's recommendation must be based on the prices quoted by the bidders, and her assessment of the firms' ability to be a long-term supplier to de Havilland. This requires a financial analysis of the bidder firms.

Studds, the leading India-based manufacturer of bi-wheeler helmets, was at an impasse in joint venture negotiations with Nolan of Italy. The partially-implemented joint venture between the two companies appeared a perfect match. Studds had a considerable cost advantage in the production of helmets and Nolan had formidable marketing strengths. At issue is whether Studds should continue to pursue or terminate the final joint venture negotiations. This case should be used in an international business course to illustrate issues central to internationalization and problems inherent in partnering where the risks of the joint venture are substantial to both firms.

The CEO of a Singapore-based computer company, with successful operations in Europe and Asia, was contemplating whether to pursue growth opportunities in the United States. The company had to decide between developing its own subsidiary, acquiring a small mail-order company based in Austin, Texas, or not entering the U.S. market at this time. If the acquisition option was pursued, there were challenges regarding fixing an appropriate value for the company, as well as integrating the American subsidiary into its own global network.

The management of the Samsung Group has to decide whether to enter the Korean theme park industry. The case focuses on three main issues in the context of the entry decision:<ul><li>The underlying forces that shape industry structure, competitive interaction, and profits.</li><li>The impact of globalization on industry structure.</li><li>The relationship between a firm’s resources and its strategy.</li></ul>Porter’s Five Forces model is used to analyze the impact of the competitive forces on profitability. A 15-minute video, product # 7A96M006, can be purchased for this case.

An investment advisor in an RBC Dominion Securities Inc. branch office, was considering whether or not to implement a price momentum strategy for his clients. Trend and Cycle, Dominion Securities' technical research department, had recently circulated a copy of a study which described a simple price momentum model and referred to its startling results based on back-testing the strategy over a fifteen-year period. The Trend and Cycle group had long promoted the importance of price momentum and relative strength to potential clients. The investment advisor needed to determine whether the proposed model was too good to be true or, if it did look promising, how he would go about implementing such a strategy for his clients.

Escorts, a large historically successful Indian conglomerate, was confronted with a dramatic change in its external environment caused by liberalization policies in its domestic market. At issue is the formulation and implementation of the company's restructuring strategy in response to the changed conditions. The case should be used in a general management/business policy course to illustrate the formulation and implementation of strategic responses to similar environmental changes occurring in a number of developed and developing countries. A second case, Escorts: A Restructuring Plan, 9A95M011, documents Escorts' 1994 plan of response. A third case, Escorts: The Tractor Division, 9A95M010 concerns a specific division and illustrates implementation barriers otherwise unapparent in the previous cases.

The owner/operator of Fleetway Bowling Centre in London, Ontario, is faced with making a decision on whether to introduce a new computerized software program that could combine bowling with the game of bingo. If he decides to go ahead with Bingo-Bowling, he needs to develop a complete marketing plan to introduce this game to the public. In particular, he must decide whom to target (league/recreational bowlers), what media to choose and whether this opportunity would be financially attractive for Fleetway. Lastly, he wondered how to market the game to a group with weak representation at Fleetway: The University of Western Ontario student market.

Melissa Simpson, a loan officer at the St. Thomas Alliance Trust Company, has to decide about a $100,000 loan request for a new restaurant, The Ugly Dog Pizza Company. The operators, Pete Bates and John Symonds, have some experience in food management, but neither of them has ever started and operated a restaurant. Other factors contributing to her difficult decision include minimal collateral coverage, a recent approval from the federal government for a business loan and a fiercely competitive restaurant marketplace.

The owner of Garlic's restaurant in London, Ontario, must make some quick decisions to ensure her first month's high sales figures would translate into long-term success. She needs to improve the current dinner reservation system to ensure customer satisfaction. Other options to meet or suppress demand include expansion or price increases. Operationally, the food being served is not as hot as customers expect and two alternatives to solving this problem - hiring a bus person or buying a plate warmer - are examined. Cost benefit analysis along with their impact on the financial statements need to be elaborated.

A newly appointed maintenance supervisor for the day shift at a pharmaceutical company must make a decision regarding whether to discipline an employee for inappropriate behaviour on the job. The situation became more complicated as the employee, who was a steward for the local union, had a history of filing grievances within the plant and was himself in line for the maintenance supervisory position. (Two sequels to this case are available, titled Carl Jones (B) and Carl Jones (C).)

The key account manager at Pioneer Products, sat before her computer pondering the challenge that faced her. She had been asked by the category manager at King's Food Store (KFS) to work with him on a review of the table syrup category. She knew that the performance of the table syrup category, and indeed, the various brands and items within the category, had caused some concern at KFS recently. The table syrup category was a small one for King's Food Store and they really needed the expertise and resources available from the syrup manufacturers to improve the performance of the category. She knew that the category review was the first step in developing a category management program with KFS. She was excited about the opportunity to partner with KFS but she knew that she had a lot of work to do to review and understand the category before making her initial presentation. As she prepared for her task, she wondered what market and product performance information to review and what recommendations she would make to KFS. A follow-up case (9A95A007) is available.

The key account manager at Pioneer Products, was elated. She had just presented the category manager at King's Food Stores (KFS), with her observations and preliminary recommendations based on her review of the table syrup category (see King's Food Stores (A), 9A95A006). He was delighted with her new insights into the category and was now considering the formation of a strategic alliance with Pioneer Products to manage the table syrup business. He had just provided her with additional valuable, confidential information about consumer behaviour, pricing, and promotions. Her challenge now was to develop further her recommendations for KFS.

The director of the Book Store, was trying to decide what to do about a recent customer survey that had revealed student dissatisfaction with long line ups and the hours of operation. The vice-president administration had been actively encouraging all operating units to adopt total quality service (TQS). The director of the book store was considering several options, trying to decide how the principles of TQS applied to his situation.