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Focuses on InterSoft of Argentina, a growing software company in Argentina. In 1993, InterSoft acquires a Russian software company and Emilo Lopez, the vice president and director of InterSoft's Systems Software Lab, must manage a creative, cross-cultural, "virtual" team. This case reveals a quarrel that arises over e-mail between an Argentine programmer and a Russian programmer. Lopez, as the manager of the development team, must decide how to handle the situation. Since the exchanges between these programmers were preserved in e-mail files, this case provides a unique opportunity to analyze a conflict situation as it escalates.

Supplements the (A) and (B) cases. Designed to be handed out at the end of class.

The general manager of a local gasoline/distillate sales and distribution business unit must communicate a new strategy to the unit's 300 employees. An initial strategic planning exercise identified a high-priority list of opportunities that blended the parent division's national strategy with a customized, local strategy. But for the new strategy to be effective, the old measurement system, which stressed only sales volume and cost reduction, had to be replaced. The manager led the development of a local Balanced Scorecard (BSC), derived from the division scorecard (described in the (A) case). To communicate the critical features of the local BSC, the unit's senior managers established a Super Bowl competition in which all employees were challenged to achieve stretch targets on five BSC measures. This case describes the communication and management processes for the Super Bowl measures.

The general manager of a Lubricants Business Unit in Mobil's U.S. Marketing and Refining division launched a project to develop a Balanced Scorecard (BSC) for his unit. The purpose was to provide focus for all employees of the unit, enabling it to operate on an integrated basis. After the unit's scorecard had been developed, the general manager challenged the project team to extend the effort out to every employee in the business unit. The team started by constructing a cause-and-effect tree that linked high-level business unit objectives down to positions or tasks for every individual. The team then visited all locations, using the cause-and-effect tree to link the unit's strategy and scorecard to individuals' responsibilities. This case describes the construction of individual BSCs and their impact on employee behavior.

Supplements the (A) case.

Supplement for case UV6481

Continues the plot about growth and sales strategies, and adds interesting pricing and sales compensation elements. The partners' meeting sharpens the disagreements among the five partners, and forces Anne Howard, the managing partner, to develop a clear action plan.

Goes to the heart of the sales strategy issues by asking discussion participants to: 1) develop a salesperson recruiting process, 2) choose among four resumes, and 3) develop a sales compensation approach.

Provides the context and hard copy material to accompany a video sales presentation. Participants are asked to develop criteria for evaluating a sales presentation and then to apply the criteria to the video presentation.

Management of a small hand tool company must decide on the terms and conditions of its sale to a "friendly" acquirer.

Discusses the resolution of the canceled power project in Maharashtra. The contract between the American gas giant and Indian state government is renegotiated.

Describes the television advertising and presents examples of the comparable print ads, then documents new measurement tools and presents the results of key surveys that address audience awareness. Also includes other relevant activities to support Siemens USA's corporate identity. These include umbrella activities, such as a presence in Atlanta for the Summer Olympics, joint trade activities, work with colleagues in Munich to support major projects in China, and the introduction of a Web page.

Supplements the (A) and (B) cases.

Supplements Andersen Consulting - EMEA: Reorganization for Revitalization.

Supplements the (A) case.

Describes the negotiations between the City of Denver officials, airlines, consulting companies, and BAE for the construction of a backup baggage system to enable the Denver International Airport (DIA) to open. When DIA finally opens in February 1995, 16 months behind schedule, it has three separate baggage-handling systems instead of a single state-of-the-art, integrated baggage-handling system.

A new administration/government takes power in a state in India and cancels a power project agreed upon/created by the previous state government and an American-based energy company. The project cancellation is based on allegations of irregularities, exorbitant costs, and political pressures.

Updates China (A): The Great Awakening. To be handed out in class following discussion of the case.

Traces the Cleveland community's efforts to move the city from economic, social, and political crisis in the late 1970s into revitalization and progress in the 1980s and 1990s. Special attention is given to the role of business leaders and the public-private partnership. This case covers the 1989-96 period and initiatives in housing, education, and physical development.

Traces the Cleveland community's efforts to move the city from economic, social, and political crisis in the late 1970s into revitalization and progress in the 1980s and 1990s. Special attention is given to the role of business leaders and the public-private partnership. This case delineates challenges facing the community as it moves into the 21st Century.