個案總覽

The case first describes the evolution of Cisco Systems of San Jose, California, from a narrowly-focused routing and switching equipment vendor, with a highly effective competitive strategy, into a diversified networking and IT giant. This growth was fuelled by many acquisitions, the rationale of which developed over time, in light of the growth opportunities and challenges which Cisco encountered. The events described in the case took place in early 2007, while Cisco was considering the acquisition of IronPort, a security software company. A decision to purchase IronPort would symbol a continual divergence from Cisco's old and famous acquisition strategy of acquiring young entrepreneurial firms, to complement its internal development efforts and become a one-stop-shop for its networking customers. This divergence started a few years earlier, with the acquisition of large firms like Linksys and Scientific Atlanta, labeled by Cisco's management as "platform" deals.

Aravind, a network of hospitals in India, is the largest provider of eye care in the world. Aravind performs approximately 270,000 surgeries per year and serves over 2 million patients. Aravind's leadership has set the goal of one million surgeries and 100 hospitals by 2015. This case asks students to evaluate Aravind's history, strategy, organizational structure, etc. to determine what steps it needs to take to reach that goal. Particular questions are focused on human resources, process standardization, and business model development.

In May 2009 the Office of the Chief Actuary for the U.S. Social Security Administration projected that by 2016 the Social Security Trust Fund would begin to spend more money than it took in through tax revenue. Further, by 2037 the balance in the Trust Fund would be down to zero, necessitating cuts in benefits to retirees. The U.S. Social Security system thus faced a long-term financial problem that needed to be addressed sooner rather than later. The experience of other countries in reforming their own systems of old-age insurance might provide some guidance for U.S. policymakers as they attempt to deal with the long-run fiscal challenges facing the U.S. Social Security system. This case focuses on reforms of old-age insurance systems in three countries: Australia, Mexico, and Sweden.

Recommended for MBAs, this case is one of a pair of cases used in a merger negotiation exercise. It is designed to be used with "Mars, Incorporated" (UVA-F-1612), but it can also be used on its own. One-half the class prepares only the Wrigley case, and the other half uses the Mars case. Wrigley and Mars are considering a merger and are in the process of negotiating a merger agreement. Macroeconomic assumptions, particularly forecasting future sugar prices in an uncertain environment, and assumptions about Wrigley's value make Wrigley's future cash flows difficult to predict.

Recommended for MBAs, this case is one of a pair of cases used in a merger negotiation exercise. It is designed to be used with "Wm. Wrigley Jr. Company" (UVA-F-1607), but it can also be used on its own. One-half the class prepares only the Wrigley case, and the other half uses the Mars case. Wrigley and Mars are considering a merger and are in the process of negotiating a merger agreement. Macroeconomic assumptions, particularly forecasting future sugar prices in an uncertain environment, and assumptions about Wrigley's value make Wrigley's future cash flows difficult to predict.

This updated version of the popular "FMC Aberdeen" case describes the unique history and management of a startup plant, now owned by BAE Systems, that manufactures guided-missile canisters for the U.S. Navy. Management is minimized; most of the work is done by self-directed work teams. Suitable for courses or modules on organizational behavior, self-directed work-teams, manufacturing, organization design, high-performance workplaces, management, and leadership, the case reviews the plant's history, philosophy, recruiting methods, evaluation procedure, reward mechanism, career development, and information systems.

The Brooklyn, NY, neighborhood Down Under Manhattan Bridge Overpass (DUMBO) has seen a revitalization since the late 1970s. The neighborhood's business improvement district (BID) is charged with supplementing New York City's efforts in several areas, including safety, sanitation, marketing, promotional programs, capital improvements, and beautification. Since 2007, the DUMBO BID has done "small things that are collectively big" to improve the area and are in line with New York City's "plaNYC," a blueprint to become a "sustainable city" by increasing water quality, energy efficiency, and open space while decreasing greenhouse gas emissions. This year, the DUMBO BID must decide if it should continue its small actions or pursue a neighborhood-wide Leadership in Energy and Environmental Design (LEED) rating while constrained by its budget, staff size, and the recession.

This case provides students with an opportunity to analyze the restructuring of Chrysler in the midst of the financial crisis of 2008-2009. It describes how debtors can use section 363 of the U.S. Bankruptcy Code to sell assets quickly. It allows for discussion of who benefits and who loses in such restructurings, and it also raises a variety of policy issues concerning 363 sales and the appropriate role of government entities in restructurings.

Creative Capital provides grants to individual artists using a venture capital model-the money comes with guidance and governance. Artists receive money as milestones are reached and also receive guidance on managing their lives and business to increase their sustainability. But as Ruby Lerner, CEO of Creative Capital, looks to the organization's next decade, how can she ensure the sustainability of this high-touch, uniquely individual model?

Dassault Systemes, a leader in product lifecycle management software, has enjoyed a very profitable business model in 3D engineering design. In the past, it has successfully managed market disruptions and opportunities through acquisition and organic innovations. Its latest brands, 3DVIA, offers 3D models and life-like experiences to a new non-professional client category, the consumer. In November 2009, President and CEO Bernard Charles has to decide how to best address this new market segment, characterized by rapidly expanding open communities and new pricing models. What is the right business model for the new brand, and how will it affect the future of Dassault Systemes?

This case examines the potential purchase by a western bank of a sizeable share of a Chinese bank. Particular emphasis is on the macroeconomic environment of China, to include issues of risk for the investor related to valuation of the renminbi, the global financial crisis, China's increased trade prominence, commitment of the Chinese government to reform, the process, staging, and timing of financial reform, domestic social stability, and the Chinese economy's interdependence with the outside world.

A newly promoted assistant deputy minister of business and trade must decide which of two candidates to recommend for her previous role as executive director, business and consumer regulation. One candidate is creative, innovative, client focused and an inspirational and charismatic leader with a history of "ruffling some feathers" with other departments within the government. The other candidate seems to lack drive and innovativeness but has earned the respect of his team and others within various government departments with whom he has interacted. This appointment is being made at a time of change within the government as it faces severe budgetary pressures and believes that there are opportunities to do many of its traditional functions in new, more cost-effective ways.

The three-case series is about how a medium-sized Taiwanese company approached competition with 3M in global markets. The series covers a 14-year period. The A case starts in 1994, when 3M decides to launch a lawsuit against companies (including Hopax) selling repositionable notes that compete with 3M's highly successful Post-It notes in the United States. How should Hopax respond? The B case explains that, unlike the other players, Hopax decides to fight in court. Staples, Hopax's largest customer in the United States, decides to cancel its contract. What should Hopax do now? The C case recounts the events that follow until 2008 and explains how the company applies principles of "judo strategy" to become the second largest supplier of repositionable notes in the world. The series allows students to explore options to smaller innovative companies as they try to compete in global markets with large, resource-rich, players who do not hesitate to use courts to try to eliminate their smaller competitors.

In 2009 the Economist continued to experience impressive growth and operating margins while many of its peers reeled from both a cyclical downturn and structural threats to print publishing. The case describes the history, organization, and business model of the Economist, and describes three issues confronting Andrew Rashbass, the group's chief executive: first, reevaluating the magazine's digital strategy; second, preparing for e-readers; and, third, positioning the company to exploit what the Economist described as an era of "Mass Intelligence" where more readers sought out sophisticated and challenging information sources.

A real estate developer assesses its ability to capture the benefits of investing in LEED Platinum, Vedic Design, and EnergyStar components in new buildings. The building at 2000 Tower Oaks Boulevard in Rockville, Maryland is said to be the healthiest building in the National Capital Region. Does this matter? Can the developer realize higher rents because of this? The developer performs a detailed cost-benefit analysis of energy-saving measures that overlap and reduce their cumulative benefit. They consider the impact of these measures in combination with Vedic design features (aka Vastu) on the overall health, productivity, and business success of building occupants. "Green leases" are discussed as the developer tries to establish a leasing strategy that reflects these benefits and associated cost savings. The case takes a deep look at many of the critical on-the-ground issues involved with innovative real estate development.

n November 2008, in the depths of the worst financial crisis since the Great Depression, Hamid Moghadam, CEO of industrial REIT AMB, had to act decisively to reverse the sell-off in AMB shares and position the company to take advantage of future opportunities. Considering both the long and short term, Moghadam needed to re-evaluate the company's investment strategy and business model, formulate a financial strategy for maintaining liquidity and fortifying the company's balance sheet, and consider a number of organizational issues in order to successfully navigate the company through this crisis.

In January 2010, Bob Bowman, chief executive officer of Major League Baseball Advanced Media -- MLB's digital arm -- is facing a number of decisions related to its app for Apple's new iPad. For example, what are the best name, price, and set of features for MLBAM's iPad app? The case describes what is often seen as one of the most successful paid-content businesses in sports and media. Provides in-depth information on MLBAM's four main sources of revenues and relates those to the league's overall revenues. It also describes the company's online and mobile offerings in considerable detail and outlines the choices facing MLB's offering for Apple's iPad device, enabling a rich discussion of viable marketing strategies.

Karen Levy and her colleague, Margaret Ndanyi, have spent the last six months planning and preparing for a national Kenyan program to target school children most at risk for parasitic worm infection. One week after its launch, the program seemed to be going well but Ndanyi and Levy knew that it still needed to be administered in almost 40 districts at thousands of schools. They wondered: Would they meet their goal of deworming over three million school children before the end of the fiscal year on June 30, 2009? Would they be able to do it for less than $0.50 per child?

CEO Aaron Feuerstein of Malden Mills decided to pay idled workers after a massive fire at his mill in 1995. Focuses on the decisions made post-fire and the rebuilding process and eventual bankruptcy of the company. Also outlines creditors' struggle to decide whether to lend Feuerstein additional funds to enable him to regain control of the company after emerging from bankruptcy.

This case, a supplement to the "Federal Bureau of Investigation, 2001 (Abridged)" case (710-450) and the "Federal Bureau of Investigation, 2007" case (710-451), reviews the FBI's progress in its transformation effort from 2007 to 2009.