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A large medical electronics firm develops correct policies for outsourcing. The company develops noncore technology clusters, cluster teams to manage each cluster, and an evolutionary plan for how to interact with supplier partners. A 1999 EFMD award winner.

A large medical electronics firm's policy could not be applied as easily as the company expected. Some adjustments were necessary--depending on the items purchased, existing relationships with suppliers, and the availability of alternative suppliers. A 1999 EFMD award winner.

Supplements the (A) case.

Supplements the (A) case.

Supplement to PON619, "Meridia and Petrocentram". Confidential Instructions for J. Lipeno, Meridia's Minister for Economic Development and Reconstruction.

Supplement to PON619, "Meridia and Petrocentram". Confidential Instructions forA. Garza-Lopez, Petrocentram's Vice President for Latin America.

When the administration of Peru president Alberto Fujimori embarks on an ambitious privatization program, it turns inevitably to the nation's creaking telephone system. With but 2.5 phone lines per 100 persons, Peru, in the mid-1990s, had the lowest phone "density" in Latin America; installation of a new line took years, except via a thriving black market in existing lines. But the privatization committee which begins to plot the role of both the existing local and long distance phone monopolies, knows that it faces formidable obstacles to change: a suspicious and powerful military which nationalized the phone system in the 1970s; an influential cellular phone operator with his own agenda; existing unions, doubtful legislators who must approve a constitutional amendment to allow privatization to go forward. This case is about the political management of privatization. It describes the "interest group map" developed by the privatization committee and poses the question of what tactical approach should be taken with each. Case users must envision the potential conflicts, the objective desired, and the most useful tactics. The sequel describes the early success of the privatization process, after the phone system's sale to the Spanish phone giant, Telefonica. HKS Case Number 1404.1

How does one determine the size of a "window of opportunity?" How does one determine what kind of risk is appropriate? Braun's new plaque remover is almost ready to be approved for manufacture and scheduled for launch, but toothpaste is still eating away at the tiny gears in the toothbrush head. Given the imminent launch of its formidable competitor into Europe, Braun wants to enter the market as soon as possible with what it believes is otherwise a superior product. Should Braun launch as planned, knowing that it will correct the gear problem shortly, or should Braun delay the launch until the problem is 100% solved? Some members of management, trusting Braun's engineers, tend toward the former, given the apparently small window of opportunity, whereas Ms. Valiaho, project manager, favors the latter. At this intersection of technology, design, and marketing, students are challenged to struggle with how to make such a decision. They are also encouraged to think about how product strategies, implicit or explicit, influence management decisions.

Three-party, multi-issue international trade negotiation among three culturally different countries over which of two countries will export rice to the third; inculdes coalition and ongoing relationship issues. Fuji, the regional power in the "Pacrim" trading block, is a large island nation that imports significant quantities of rice, but that is constitutionally bound to import rice from only one country at a time. The smaller, historically unfriendly island nations of Indocarta and Hawani both wish to export their rice to Fuji. In a series of one-on-one and tripartite meetings, representatives of the three nations must determine not only whether and how Fuji will import rice, but also whether Indocarta and Hawani will cooperate or compete with each other in such an arrangement. The changing economy and the cultural differences among the three nations play a crucial role in the negotiations.

Three-party, multi-issue international trade negotiation among three culturally different countries over which of two countries will export rice to the third; inculdes coalition and ongoing relationship issues. Fuji, the regional power in the "Pacrim" trading block, is a large island nation that imports significant quantities of rice, but that is constitutionally bound to import rice from only one country at a time. The smaller, historically unfriendly island nations of Indocarta and Hawani both wish to export their rice to Fuji. In a series of one-on-one and tripartite meetings, representatives of the three nations must determine not only whether and how Fuji will import rice, but also whether Indocarta and Hawani will cooperate or compete with each other in such an arrangement. The changing economy and the cultural differences among the three nations play a crucial role in the negotiations.

Three-party, multi-issue international trade negotiation among three culturally different countries over which of two countries will export rice to the third; inculdes coalition and ongoing relationship issues. Fuji, the regional power in the "Pacrim" trading block, is a large island nation that imports significant quantities of rice, but that is constitutionally bound to import rice from only one country at a time. The smaller, historically unfriendly island nations of Indocarta and Hawani both wish to export their rice to Fuji. In a series of one-on-one and tripartite meetings, representatives of the three nations must determine not only whether and how Fuji will import rice, but also whether Indocarta and Hawani will cooperate or compete with each other in such an arrangement. The changing economy and the cultural differences among the three nations play a crucial role in the negotiations.

Supplements Tax Cut of 1964.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (B) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.