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Updates Apple Computer--1992.

Updates the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements E. Rachel Hubka (A).

Entrepreneur Judy Wicks has built The White Dog Cafe from a carry-out muffin shop into a full-service restaurant. She has ambitions to provide her diverse clientele with more than an acclaimed dining experience. She also wants to incorporate broader community concerns into her restaurant's operations. How can she meld her social values with her business objectives?

Supplements Toys "R" Us Japan.

A company nears the end of a long multiyear turnaround and now must consider how to "cash out" so its management can realize a financial return on investment. The privately held company has several options, including a leveraged ESOP and a leveraged recapitalization.

Supplements the (A) case.

The protest of Greenpeace against the deep sea disposal of the Brent Spar led to a major consumer boycott against Shell. Within weeks, Shell suffered a significant loss of market share in Central Europe and faced protests from the highest political leaders across Europe. Despite all this, Shell continues to tow the platform to its planned disposal site in the Atlantic. Meanwhile, strong fights are taking place at sea between Shell and Greenpeace.

The board of directors of the Shell/Royal Dutch Corp. decided to discontinue the Brent Spar sea disposal. Nevertheless, the scientific debate about Shell's plans and Greenpeace's protests isn't over yet.

When Washington attorney and longtime Capital Hill staff member James Woolsey became director of the Central Intelligence Agency in 1993, he inherited a bombshell that would soon become public. A joint CIA-FBI investigation had found that Aldrich Ames, a longtime Agency employee, had sold intelligence secrets to the Soviet Union. Ames had compromised the safety of Soviets, who had sought to help the US, in exchange for hundreds of thousands of dollars, with which he bought a large home and fancy cars. The public announcement of the Ames scandal in February 1994 would pose a dilemma for Woolsey. Public and Congressional reaction -- focused on the failure of the CIA itself to detect Ames' duplicity for almost a decade -- was harshly critical of the Agency. There was a widespread expectation that Woolsey would mete out harsh punishment for those who had failed to detect Ames' activity. For his part, however, Woolsey was unsure as to what sort of punishment, if any, was appropriate. As a public clamor grew for "heads to roll," Woolsey would have to consider what was fair to long-time CIA officials, what was best for the morale of a beleaguered agency, and what was expected by the public. HKS Case Number 1339.1.

Gives the conclusion of the (C) and (D) cases.

Supplements the (A) case.

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. This is a sequel to Carl Jones (A) and describes an incident with Jones which leads to a grievance. (A sequel to this case Carl Jones (C), describes further events.)

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. A temporary truce between Jones and the employee is followed by defiant behaviour. This is a continuation of Carl Jones (A) and Carl Jones (B).

As part of the restructuring effort underway at the Pratt & Whitney North Haven plant, Ed Northern and a group of Japanese consultants are transforming the manufacturing process from a batch process to a single-piece flow, and are organizing the machines and workers in product cells. Vane Cell 6 is the first cell to be created at North Haven. Business Unit Manager Garrett Mikits is faced with a challenge as the creation of Vane Cell 6 nears completion. A new order, which represents a large volume increase, challenges Mikita and his workers to find a way to increase production.

As part of the Pratt & Whitney North Haven restructuring effort, Ed Northern and his business unit managers are encouraging workers to make decisions and take an active role in improving the manufacturing process at North Haven. Business Unit Manager Tom Hutton has empowered a group of hourly workers to purchase grit blast equipment for two cells. The capital purchase decision runs into some problems when the two cells, the vapor coat and pack coat cells, fail to reach an agreement about which equipment to purchase.

Because of conflicts between the vapor coat and pack coat cells over the decision to purchase new grit blast equipment, Business Unit Manager Tom Hutton has decided to form a second capital purchase team that will represent the pack coat cell. Meanwhile, the first capital purchase team has decided to purchase MacCormick equipment, traditionally considered less reliable than other equipment. Hutton is having misgivings about his decision to empower workers to purchase equipment, and wonders whether he should approve the purchase.

This case and its companion (UVA-F-1102) provide comprehensive coverage of a firm's decision to undertake an initial public offering (IPO). The company is a nonregulated financial firm in a rapidly growing area of consumer finance (high credit-risk automobile loans). The A case follows the firm from its first meeting with investment bankers to the determination of a preliminary IPO price range. In the B case, the firm's "road show" encounters a "cold-issue" market, and Eagle is unable to sell its shares at a price near the preliminary file range. Management is confronted with the tough choice of whether to proceed with the IPO or cancel it. The cases provide a rich opportunity to compare management's internal valuation of the firm (derived from market multiples and discounted cash-flow analysis) with the market's assessment of value. Excel spreadsheet files are available for use with this case (UVA-S-F-1095) and its teaching note.