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Supplements the (A1) case.

As part of its efforts to recover from hyperinflation and an oversized public sector, the government of Argentinaspecifically the province of Buenos Airesseeks to control costs and improve service in local government. To do so, the provincial government tries a bold strategy: it splits up three large suburban Buenos Aires municipalities into eight new, smaller, jurisdictions. This budgeting, financial management, and political strategy case focuses on the implementation of the move toward smaller, more local government, through the prism of the creation of one of the new municipalities: the town of Hurlingham. The case describes the nuts-and-bolts budget decisions which a transition team of officials must make: how to structure the new government, how to increase tax receipts and the political decisions which its new mayor confronts. He must decide which parts of the new town will get service priority: high-voting wealthy districts where tax collection has been low, or poorer neighborhoods from which the new mayor drew key electoral support? This case allows both for rigorous budget analysis and assessment of budget-related political strategy. HKS Case Number 1493.1

Supplements the (A) case.

Supplements the (A) case.

An investment adviser for National Securities Inc. was meeting with a new client. Since the client had not been an active investor in equities, she had many questions for the advisor, particularly related to the notion of market efficiency. In addition, she wanted to understand the importance of different investment styles, such as growth versus value. This case is the second in a series of three cases that focus on a variety of investment decisions. (See also 98N029 and 98N031.)

An investment adviser for National Securities Inc. was meeting again with a new client. He was recommending a number of stocks for consideration as part of her investment portfolio. The client wanted to understand what the expected return and risk implications were related to investing in some of the recommended stocks. This case allows students to examine return and risk measures for both individual securities as well as portfolios. Sharpe and Treynor performance measures are also examined. This case is the third in a series of three cases that focus on a variety of investment decisions. (See also 98N029 and 98N030.)

The last in a five-part series about Bell Atlantic Corp.'s technology-in-education partnership with the Union City, New Jersey school system. Reviews the various outcomes of the partnership called Project Explore, from the perspective of Bell Atlantic managers and students, teachers, parents, and administrators in the Union City school system. Also describes efforts to replicate or expand the project. Video 9-399-501 is a short version of the case series and may be used in conjunction with it.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the case.

Supplements the (A) case.

With Multi-currency HORIZON, a real-time multi-currency accounting system that replaced the traditional batch-oriented single-currency accounting system, successfully launched, State Street Corp. (State Street) began to focus on growing the scope of its business through new information-based value-added services. At an analyst meeting in May 1997, Marshall N. Carter, chairman and chief executive office of State Street, had announced that State Street's goal was to offer its customers a fully integrated range of products and services, from news and market data to trade settlement.

Supplements the (A) case.

Case B reveals that Ford chose an attitudinal segmentation and presents initial sales results. The change in the segmentation approach made it difficult to assess the success of the launch and to determine what needed to be done next to continue to build the brand.

The concept of "benchmarking" as applied to the public sector, seeks to use quantitative measures and comparison over time to encourage progress toward social and efficiency goals. This case describes the origin and implementation of one of the most ambitious benchmarking efforts in the U.S. It follows the program from a period of initial enthusiasm to legislative disillusion--and the efforts of a new program director to redirect and re-energize the effort. Broadly, it raises the question of what sorts of public goals are well-suited to the benchmarking process and how public agencies respond to it. Pair with the case study (HKS845). HKS Case Number 1554.1.

Describes the organization of the post-merger integration, cultural issues, and the attempts to align the merged company through a mission/vision statement. Explains the complexity of this merger by highlighting implementation issues (e.g., corporate governance, brand separation, etc.).

The second in a five-part series about Bell Atlantic Corp.'s technology-in-education partnership with the Union City, New Jersey school system. Reviews the education reform efforts planned and implemented in the school system, which coincided with the partnership and facilitated the incorporation of telecommunications and computer technology in the classroom. Video 9-399-501 is a short version of the case series and may be used in conjunction with it.