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In the early 1990s, the Turkish telecommunications firm, Netas, established joint ventures in Azerbaijan and Kazakhstan as miniature replications of Netas's own experience on the receiving end of technology transfer with Netas's 51% owner, Northern Telecom. This case explores the issues involved in technology transfer to countries even less developed than Turkey.

The financial results of Euro Disney and the problems experienced after its start-up are described. It can be used as a follow-up to the Harvard Business School case Euro Disney: The First 100 Days, HBS 693013.

Spreadsheet supplement for case 795-191.

Ready-to-eat breakfast cereal has historically been a stable and highly profitable industry, dominated by the Big Three of Kellogg, General Mills, and Kraft General Foods (Post). In 1994, private label cereals are making significant market share gains, and promotional competition among the manufacturers of branded cereals is heating up. What steps should one of the Big Three take to prevent these trends from undermining industry profitability, especially in light of likely competitor reactions?

Dennis R. Beresford, Chairman of the FASB, reflects on the AT&T and NCR merger and AT&T's desire to qualify the transaction for pooling of interest treatment, an accounting method allowing companies to record assets acquired in business combinations at historical cost rather than at fair value required by purchase accounting.

In March 1990, Baring Capital Investors faced a decision about whether and how much to bid for Acova Radiateurs, a subsidiary of Source Perrier. Source Perrier had decided to sell Acova, and Baring Capital Investors thought it might make a good leveraged buyout candidate.

A project manager in the Operational Research Department of an automobile assembly plant must decide how he can most effectively redirect his team to meet management's deadline and design expectations. For five months, he had been supervising the work of three young company employees who were developing a simulated assembly line. However, because his current responsibilities left him in charge of four or five projects at a time, all in varying stages of completion, he had left his assistants to work together with very little intervention from him. As a result, he was facing the pressure of an uncompleted project and an unnecessarily elaborate design. (This case should be used with Antar Automobile Company - Part I: The Automation Project and Antar Automobile Company - Part III: Conflicting Objectives.)

A project manager in the Operational Research Department of an automobile assembly plant has to decide how he can most effectively redirect his team to meet management's deadline and design expectations. For five months he had been supervising the work of three young company employees who were developing a simulated assembly line. However, because his current responsibilities left him in charge of four or five projects at a time, all in varying stages of completion, he had left his assistants to work together with very little intervention from him. As a result, he was facing the pressure of an uncompleted project and an unnecessarily elaborate design. (This case should be used with Automobile Company - Part I: The Automation Project and Antar Automobile Company - Part II: Team and Individual Objectives.)

Spreadsheet Supplement for case 295150

This case describes an example of overworking in the non-U.S. culture of Iran. The CFO of a successful office machine supply company has overworked himself consistently for years. He finds himself at the hospital after a terrible accident caused by his falling asleep at the wheel on his way home. Company executives think they have solved the problem of Shahrasebi's obsessive work behavior in one afternoon.

Discusses accounting for long-lived fixed assets, depreciation, and asset impairments.

A glossary of some commonly used Industrial Relations terminology to be used in conjunction with introductory Industrial Relations cases.

Category management is a technique used by retailers where the product assortment is sub-divided into categories that 1) reflect the purchasing behaviour of the target consumers and 2) are managed as separate business units. In category management, retailers aim to improve the overall performance of a group of products, rather than focus on individual items. In other words, it is a change in perspective about the competitive dynamics of products in the assortment. Individual categories have a manager with the responsibility for making both the buying and merchandising decisions for the category and for planning and achieving the sales and profit goals. (A color version of this case is available at a higher price.)

Lexus executives and dealers in the United States are debating how to respond to the U.S. Trade Representative's announcement of 100% tariffs on 13 models of Japanese luxury imported cars.

Describes the antitrust issues that arose in 1994 and 1995 with respect to Microsoft's marketing practices.

Discusses Wal-Mart's entry strategy in East Asia, specifically Singapore, Japan, Hong Kong, and China.

Analyzes the strategies pursued by Coke and Pepsi in the emerging Asian soft drink market. Analyzes the tactical battle of the cola giants in China specifically.

Analyzes the tactical battle of the cola giants in India.

Spreadsheet supplement for case 596112.

The merchandising manager of a supermarket chain leads an effort to reorganize the process of buying and delivering products from manufacturers to their warehouse for further distribution to stores. The company is an early mover in implementing efficient consumer response.