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Supplements Block 16: Conoco's Green Oil Strategy (A). Provides the environmental groups' perspective on Conoco's Ecuadorian strategy. Designed to be distributed to students who will be playing the role of Ecuadorian environmentalists.

This (B) case in the Kapco series presents the situation described in Kapco Limited (A), case 9A93D015, but from the perspective of one of Matt Gruber's superiors.

Further information is provided to the situation described in Kapco Limited (A), case 9A93D015, which leads to a request for Matt Gruber's resignation.

In the final case of the Kapco series, Matt's firing, and how he handled it, are presented. See Kapco Limited (A), case 9A93D015, for the origins of the story.

First Fidelity Bancorporation had decided to use an outsourcing vendor to convert its existing information systems operations into a centralized facility and to operate the systems on a long-term basis. This decision was part of a rationalization process to consolidate eight independent banks into one operating structure so as to achieve cost savings and create a way of integrating new acquisitions and mergers. The holding company had to select an outsourcing vendor that could participate in this process and achieve the growth objectives set by the bank. The options were to select a partner or a supplier. A background case First Fidelity Bancorporation (A) is available.

First Fidelity Bancorporation had outsourced its information systems conversion and on-going data centre management to Electronic Data Systems (EDS) on a ten-year contract. The EDS-FFB relationship was one year into the arrangement (1991) when several challenges had surfaced, the most urgent of which was an $8 million cost overrun on the conversion project. The EDS account manager had the choice of absorbing the costs, seeking compensation from the bank or suggesting a compromise. Several other challenges would also have to be addressed in the relationship, such as an incompatible software platform, resistance, difficult communications and flexibility to accommodate future bank directions and acquisitions. Background cases First Fidelity Bancorporation (B): Selecting an Outsourcing Vendor and First Fidelity Bancorporation (A)) are available.

Sears's CEO responds to the allegations.

Presents a continuation of the (A) case. New legal and social issues arise.

Presents a continuation of the (A) and (B) cases. New issues arise.

Presents a continuation of the (A), (B), and (C) cases.

Supplements the (A) case.

McDonald's announces its decision to change from polystyrene "clamshells" for its sandwich packaging to a new paper wrap.

COMCO Martech was a new breed of joint venture for COMCO Holding, a mid-sized Swiss-German company that had grown over a five-year period through tie-ups with small, start-up companies. Whereas a typical COMCO venture provided services to a large German retailer, was based in a German-speaking country of Europe, and granted COMCO Holding clear management control, COMCO Martech was managed on a 50-50 basis with an American partner, was active in Eastern Europe, and supplied decontamination services to non-retail related clients. The venture got off to a rocky start. This case looks at the difficulties that arise in managing cross-boundary collaboration; the characteristics that promote compatibility between partners; and the factors that account for successful international partnerships.

Supplements the (A) case.

Describes the president's decision regarding MathSoft's marketing channels and communications methods, and the company's sales results during the next five quarters. The (A) case market response model is also updated.

Designed to look at outsourcing from the perspective of a major computer services company trying to get into the business.

Outlines the full architecture of an outsourcing agreement and allows the class to discuss what should and should not be in such agreements.

Designed to be handed out after discussion of the (C) case.

Supplements the (A) case.

Northern Telecom has spent $50 million to develop a new family of telephone systems for small businesses. The investment proposal was justified on the basis of appreciable market share impact. Now, the project team must develop the appropriate supporting marketing program for the launch of the product in two markets--the United States and Canada.