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Flayton Electronics is showing up as a common point of purchase for a large number of fraudulent credit card transactions. It's not clear how responsible the company and its less than airtight systems are for the apparent data breach. Law enforcement wants Flayton to stay mute for now, but customers have come to respect this firm for its straight talk and square deals. A hard-earned reputation is at stake, and the path to preserving it is difficult to see. Four experts comment on this fictional case study in R0709A and R0709Z. James E. Lee, of ChoicePoint, offers lessons from his firm's experience with a large-scale fraud scheme. He advises early and frank external and internal communications, elimination of security weaknesses, and development of a brand-restoration strategy. Bill Boni, of Motorola, stresses prevention: comprehensive risk management for data, full compliance with payment card industry standards, and putting digital experts on staff. For the inadequately prepared Flayton, he suggests consulting an established model response plan and making preservation of the firm's reputation its top priority. John Philip Coghlan, formerly of Visa USA, discusses the often-divergent positions of data-breach stakeholders and puts customers' interests first. Swift disclosure by Flayton, he argues, would empower consumers to protect themselves against further fraud and might even enhance the company's reputation for honesty. Jay Foley, of the Identity Theft Resource Center, recommends that Flayton emphasize quality of communication over speed of delivery. More broadly, he advocates cautious management to prevent data thefts, which are proliferating and could have long-term consequences.

Flayton Electronics is showing up as a common point of purchase for a large number of fraudulent credit card transactions. It's not clear how responsible the company and its less than airtight systems are for the apparent data breach. Law enforcement wants Flayton to stay mute for now, but customers have come to respect this firm for its straight talk and square deals. A hard-earned reputation is at stake, and the path to preserving it is difficult to see. Four experts comment on this fictional case study in R0709A and R0709Z. James E. Lee, of ChoicePoint, offers lessons from his firm's experience with a large-scale fraud scheme. He advises early and frank external and internal communications, elimination of security weaknesses, and development of a brand-restoration strategy. Bill Boni, of Motorola, stresses prevention: comprehensive risk management for data, full compliance with payment card industry standards, and putting digital experts on staff. For the inadequately prepared Flayton, he suggests consulting an established model response plan and making preservation of the firm's reputation its top priority. John Philip Coghlan, formerly of Visa USA, discusses the often-divergent positions of data-breach stakeholders and puts customers' interests first. Swift disclosure by Flayton, he argues, would empower consumers to protect themselves against further fraud and might even enhance the company's reputation for honesty. Jay Foley, of the Identity Theft Resource Center, recommends that Flayton emphasize quality of communication over speed of delivery. More broadly, he advocates cautious management to prevent data thefts, which are proliferating and could have long-term consequences.

In June 2007, the governor of Pennsylvania, was negotiating with the state's legislative leaders about his proposal to lease the Pennsylvania Turnpike to private investors. Leasing public highways to private companies was unheard of in the United States until the City of Chicago leased the Chicago Skyway, an 8-mile toll expressway, for $1.83 billion in 2005 and the State of Indiana leased the 157-mile Indiana Toll Road for $3.85 billion in 2006. The sums astonished state and local governments around the country, and encouraged many, like Pennsylvania, to consider leasing as a means of covering budget shortfalls. This case is designed to support a discussion of the pros and cons of leasing assets as a means of raising public resources and of having the private sector finance and operate infrastructure. HKS Case Number 1878.0

In the United States, the president has the Constitutional authority to negotiate international trade agreements. But the Congress has the ultimate authority over trade. This arrangement blunts the negotiating power of the United States in trade talks because other countries know that any commitments made at the table could be altered or rejected by Congress. Therefore, from 1974 to 1993, Congress granted the president fast track authority by committing to an expeditious yes-or-no vote on trade implementing egislation with no amendments or changes in return for regular consultations and timely notification on the part of the administration. However, beginning in the early 1990s, fast track became the subject of fierce political debate and a focal point for concerns about global trade liberalization. HKS Case Number 1660.3

In 2006 planners in the City and County of San Francisco were promoting an overhaul of the city's parking policy that they claimed would correct unfair and unwise subsidies for automobile users. The effort was designed to allow market forces to play a greater role in determining parking costs by, among other things, raising the price of residential on-street parking in neighborhoods where it was scarce, and raising parking meter rates on downtown streets, and amending zoning provisions that specified the minimum numbers of off-street parking spaces that developers of new residential and commercial projects had to provide. The parking reform proposals are controversial and can be used to support a discussion of the nature of economic efficiency and the possibilities for making efficiency-minded reforms politically acceptable. HKS Case Number 1877.0

Those familiar with transatlantic trade relations are well aware of the longstanding US-EU dispute over trade in beef. This note traces the history of the quarrel, beginning with the introduction of the use of growth-promoting hormones for raising beef cattle. In 1989, Europe banned the use of these hormones. The ban covered all beef, including meat imported from the United States where growth-enhancing hormones were widely used. In retaliation, the United States imposed punitive tariffs on approximately $100 million worth of European food imports. In the years that followed, the rules changed. New multilateral institutions and agreements were put in place to govern disputes like the beef quarrel such as the SPS Agreement negotiated during the Uruguay Round of trade talks. Despite these changes, the story was very much the same a decade later. Though the new World Trade Organization (WTO) ruled against the European ban, the EU continued to refuse beef raised with growth-promoting hormones. In 1999, once again, the United States imposed punitive tariffs on approximately $117 million on foods imported from Europe. The rules had changed, but the endgame remained much the same. At the core of the dispute lay fundamental disagreements about trade in food. The United States argued that the European regulatory process had been captured by politics. US officials were frustrated by what they saw as a political move to protect the EU beef market by invoking scientifically unsupported claims about the detrimental health effects of hormones. The real issue, Europe retorted, was that the US trade system had been captured by industry-the United States had soured the entire transatlantic trade relationship by capitulating to the demands of the corporate beef lobby. Furthermore, some consumer groups argued that it was not the role of a group of trade lawyers and diplomats at the WTO to make decisions related to health and safety. HKS Case Number 1677.3

Riding the early morning Metro North train from Grand Central to Greenwich in late December 2004, the euro dominated Luke Anthony's thoughts. After bottoming out at about 0.85 $/€, in 2000 and 2001, the euro had appreciated sharply and now stood at 1.35 $/€ (Exhibit 1). Luke, an FX Strategist at a hedge fund, had to form a view about the likely path of the euro going forward. The evidence was in no way clear cut. Of the traditional factors, some were pointing toward further euro appreciation, but others seemed to favor the dollar. And there were a host of "new" factors to sift through. Sorting through the evidence would require both relatively standard thinking about forex markets and the more recent emphasis on prospective capital flows. And Luke had only this quiet week between Christmas and New Year's to form a cohesive plan for early 2005.

In April 2007, Grand Central's publisher Jamie Raab and editor Karen Kosztolnyik were involved in a frantic bidding war for a proposed book on the life of cat Dewey, billed as the feline answer to the best-selling "Marley & Me: Life and Love with the World's Worst Dog." Literary agent Peter McGuigan, who represented the author and ghost writer, had just notified them that a second publisher seeking to close the deal was "shadowing" Grand Central's every move and a preemptive offer of well over a million dollars would be required to secure the acquisition--an exceedingly high amount for a book by a first-time author. Should Grand Central continue to bid for Dewey, wait for the scheduled auction with several interested publishers, or pull out of the race? Allows for an in-depth examination of new-product acquisition, development, and launch strategies in the context of the book publishing industry. Provides rich insights into how media and entertainment firms aim to replicate success, and how they find, foster, and sell potential blockbuster products. Also illustrates how similar efforts by competitors increase each firm's dependence on a handful of hits. Contains detailed unique economic data that illustrate the high level of concentration in the distribution of sales and profits across products. By enabling an analysis of the book acquisition, development, and marketing process from the perspective of the publisher, author, and agent, serves as a vehicle for contrasting different approaches to the new product development process.

Examines some parts of Stryker Corporation's systems and procedures for approving and authorizing capital spending of many different types, including buildings, machinery, and working capital for existing businesses, as well as transactions with third parties such as acquisitions, joint ventures, and licensing agreements. Set in early 2007, nearly two years after significant modifications in these systems and procedures. Stryker has compiled a remarkable track record of consistently high growth in profitability over more than 20 years. The modifications to its capital budgeting procedures are partly intended to support the company's efforts to continue this success.

Explores the opportunities and threats to Unilever's global business in 1978 based on the commercial and political challenges faced by three of its subsidiaries, Lever Brothers in the United States, Hindustan Lever in India, and United Africa Company in West Africa. Management faced several problems: criticism of multinational companies, anti-trust legislation, expropriations, and rising competition from international and local rivals. Focuses on developing a new global strategy for a company that placed a premium on a consensual management style and local autonomy.

Relates to Microsoft's expansion in China and India in the period 1993-2007 and the strategic issues faced by multinationals in emerging markets.

In December 2006, Sinchong Property Investment Pte Ltd (SPIPL), a Singapore-based property investment firm, signed a letter of intent to take over a partially completed hotel project from the Wuxi City Authority for consideration of a sum of RMB45 million. The original property development called for a 22-storey three-star hotel building with 220 rooms and a four-storey staff building. The concrete structure had already been built, but due to financial difficulties, the Chinese owner had to relinquish the project. Within 60 days prior to the signing of the final agreement to take over the project, SPIPL was keen to ensure that the project was feasible and that the new hotel, its first such project in China, would succeed. During this period, Liang Chee-Sian, the Chief Executive Officer of SPIPL must assess the business challenges of developing and operating the new Hotel Wuxi International.

In September 2005, after years of bitter competition, Siebel Systems Inc. finally agreed to be acquired by Oracle Corporation. The two companies preferred different forms of consideration as payment for Siebel Systems and used a deal structure known as a "double dummy" to satisfy both parties. The case requires students to examine how the unique deal structure meets the tax and non-tax preferences of the corporations and their shareholders.

As a major player in a $200-billion market with only a 15% market share, SYSCO outperforms its industry competition. This execution champion and organic growth winner has figured out how to balance and manage tensions between decentralized entrepreneurial autonomy and centralized controls. But what makes SYSCO different is that its leaders have figured out, on a daily basis, how to keep everyone, from the CEO to the truck driver, focused on the details that count to customers. In 2005, however, the growth of its underlying market had leveled forcing the company to face the challenge of continuing to grow and maintain its margins in a plateauing market.

This case describes a consulting firm that is assisting a pharmaceutical company as it faces a strategic question regarding how to determine the size of its sales force. An Excel file containing two of the case exhibits is included and is available by contacting [email protected]. A related Technical Note entitled "A Note on Sizing the Sales Force" (UVA-M-0746) is available that describes several approaches one could employ to size a sales force; it addresses the advantages of each approach as well as the weaknesses.

As Hurricane Katrina roared towards the Louisiana and Mississippi coasts on August 28, 2005, the public sector-ranging from local law enforcement to the Federal Emergency Management Agency-feverishly prepared for what was expected to be a devastating hit. At the same time, the private sector was undergoing its own exhaustive preparations. At its Bentonville, Arkansas, headquarters, giant retailer Wal-Mart had already launched a comprehensive emergency response that included stocking stores in the storm zone with special merchandise; stationing teams to evaluate stores as soon as the hurricane passed; and gathering representatives of all major functional areas in a centralized emergency operations center in order to find displaced employees, re-open stores, and help stricken communities. After Hurricane Katrina caused catastrophic flooding that overwhelmed the government's response, though, Wal-Mart found itself playing a larger role than it had anticipated. The following chaotic weeks raised important questions about whether the public sector could take full advantage of the retailer's strengths and capabilities, and whether it was ready to accept a larger role for Wal-Mart and other companies in responding to national emergencies. The case should be useful for those interested in emergency preparedness; inter-agency collaborations; public-private partnerships; and organizational behavior. Revised September 2008. HKS Case Number 1876.0

Examines technology, firm performance, and the stock market during the 1929 Great Crash and the Great Depression of the 1930s. The 1920s was an extraordinary period of technological progress marked by a strong run-up in stock market prices. Firms invested heavily in R&D and human capital, while mass production and scientific management techniques were extensively adopted. Narrates the history of the 1920s and 1930s through the life of Irving Fisher, a prominent academic, investor, technologist, and market commentator who claimed that innovation was driving equity prices higher. Analyzes why Fisher believed that the high level of the stock market was justified, and his explanations for why the stock market crashed. Further explores the 1930s, marked by mass unemployment and social distress on the one hand, and entrepreneurship and innovation on the other. Fisher's views provide a conduit for examining the dynamics of stock market behavior and economic performance during one of the most significant periods in U.S. economic and financial history.

Kiran Majumdar-Shaw, the CEO of Biocon has to make product launch timing, pricing, channel, and communications mix decisions relating to the launch of BioMAb, a new cancer drug in India.

The corporate manager of vehicle planning at Nissan Canada Inc. had been asked by the director of vehicle ordering for Nissan North America (NNA), to review the proposed vehicle ordering process as part of the new Integrated Customer Order Network (ICON). The ICON project would change Nissan's North American vehicle ordering process from a 'make-to-stock' into a 'make-to-order' environment which called for a significant process transformation for Nissan's operations in North America and Japan. The corporate manager of vehicle planning was hoping that the new process would be exactly what the dealers were seeking in an effort to closer align production with customer demand. However, he needed to evaluate the new process from the perspective of all stakeholders to ensure that Nissan's business objectives could be met.