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Based in Bangalore, Wipro Technologies is a rapidly growing software services company. Wipro is experimenting with a new software service delivery model that draws on the principles of the Toyota production system and "lean" manufacturing. Addresses the advantages and disadvantages of software outsourcing and how to mitigate the effects of, for example, lock-in and hijacking. Explores how Wipro has helped its customers deal with these issues and looks at the changing competitive role of Indian outsourcers (from low-cost, to high-quality/rapid turnaround). Specifically explores Wipro's experimental use of lean principles as a source of new competitive advantage in software services. Also addresses the issue of standardization in information technology, examining why companies progressively develop so many standards and how companies like Wipro can help them standardize, thus limiting one of the primary drivers of companies' IT costs.

A family-owned business, Acindar was one of the most important steel companies in Argentina. After the 2001-2002 Argentine economic crisis, it yielded its controlling stake to a new investor--Belgo Mineira, a Brazilian company of Austrian origin. Arturo Acevedo Jr., the founder's grandson, kept his managerial position as company CEO and president. Acindar Foundation, through the initiative of the company's founder Arturo Acevedo (grandfather) and in its capacity as corporate social policy enforcer, engaged in comprehensive educational, health, and environmental activities for 40 years. Depicts the changes resulting from the incorporation of the new shareholders to the company and how they reflected on the foundation's management and the corporate HR area. The triggering factor was an initiative to develop a corporate volunteer program similar to the one Belgo Mineira had implemented in Brazil--a project that integrated foundation, corporate, and HR management efforts at each production plant.

CEO James Herring of Friona Industries, a leading U.S. cattle feedlot operator, has a history of leadership in the highly fragmented and often contentious U.S. beef industry. Friona has established relationships up and down the beef production chain to provide high-quality, consistently tender beef that consumer's value. In 2005, Friona is partnering with Cargill, the leading U.S. meatpacker, to produce private-label beef products for grocery retailers such as Harris Teeter and Safeway. Will the introduction of high-quality, reasonably priced beef lead to higher sales for the retailer and ultimately stronger margins for Friona?

Benaree Wiley, an African American, female HBS graduate (class of 1972), was appointed CEO and president in 1991 of The Partnership, a Boston-based nonprofit dedicated to developing leadership potential in professionals of color and in increasing their representation in area businesses and institutions. The organization suffered from a lack of unity among the board, an unclear mission, and financial challenges, including debt in excess of $100,000. Starting with only an administrative assistant, Wiley built the organization from the ground up, using her ability to develop and nurture relationships as the basis for growth. In December 2004, Wiley announced her impending retirement, leaving the organization with the strategic challenge of moving its programs and services to a level of greater impact (beyond the Boston community), without the leadership of its heralded CEO.

Describes the way in which General Dwight D. Eisenhower worked with his commanders, as well as political leaders, to plan the June 1944 D-Day invasion.

In 2001, McDonald's launched a new venture by opening two hotels in Switzerland (Zurich and Lully) under the name "Golden Arch Hotel." The hotels were positioned as four-star accommodations with cutting-edge in-room technology and unique, modern interior design. Testimonials of guests were mixed following their stays in the Golden Arch Hotels. Most seemed to agree, however, that the four-star rating didn't seem to match with McDonald's image. Given the saturated world hamburger market, McDonald's headquarters in Chicago had decided to launch a "diversification" strategy to foster new ideas and concepts worldwide. Urs Hammer, McDonald's Switzerland long-time CEO, proposed a foray into the hotel business building on McDonald's image of cleanliness and fast, friendly service. With McDonald's strong global brand recognition and the transferable competencies from restaurant to hospitality, Hammer was convinced the project would be a success. The hotel market in Zurich was booming with multiple building projects under way. The growth was happening so rapidly, in fact, that analysts predicted overcapacity in the very near future. In a fiercely competitive hotel market, Golden Arch Hotels was faced with the challenge of how to profitably target the key customer segments: travel groups, business travelers, and frequent travelers (FITs). With only two locations in one highly competitive country, how well is Golden Arch positioned in Switzerland, and how can the model be expanded and launched throughout the world? The case addresses: global marketing, positioning, segmenting, service marketing and profit model.

Musictoday is a unique company that provides online retailing services for clients like the Dave Matthews Band and the Rolling Stones. But the lack of a formal inventory management process has Musictoday concerned about stock outs and lost sales in the future. This case introduces students to the Reorder Point System and the EOQ concept.

Describes the innovative retail model of the Brazilian firm Magazine Luiza. Magazine Luiza enables low-income consumer credit by applying a flexible and nuanced evaluation system. Additionally, its dedication to customer service, employee motivation, and progressive use of technology have driven its success and expansion.

In the late 1990s, TiVo pioneered the digital video recorder (DVR), a new consumer electronics category. By 2005, the company was the clear leader in technology and installed base. It had also built extraordinary loyalty among its customers. However, TiVo lost a half billion dollars since its founding and was now facing new, fierce competition from satellite and cable providers. Explores the strategic challenges facing TiVo and the potential strategic options for fending off its competitive threats and reversing its financial fortunes.

In 2005, Haier, China's leading appliance manufacturer, had over $12 billion in worldwide sales and was the third-ranked global appliance brand behind Whirlpool and GE. Describes Haier's rise from a defunct refrigerator factory in China's Qingdao province to an international player with nearly $4 billion in overseas sales. Haier had followed a nontraditional expansion strategy of entering the developed markets of Europe and the United States as a niche player before venturing into neighboring Asian markets. Facing intense competition and price wars in the domestic market, in 2005 Haier was redoubling its efforts to build a globally recognized brand. Could Haier complete with the likes of Whirlpool and GE in their home market? Could Haier successfully defend against Chinese and multinational challengers in China while building a brand overseas?

Describes the start-up, growth, organizational design, and operations over the first 10 years of a professional services firm. Focuses on the creative use of organizational purpose and values as an integral part of strategy and alignment of organizational activities.

The CEO and the marketing director of Saku Olletehase AS of Estonia must decide on the company's product portfolio plan. Saku enjoyed market leadership in Estonia with its brand Saku Originaal; however, the strength in market share has weakened in recent years due to increasing competition and greater marketing acumen from other domestic producers. Although domestic beer sales have fallen, the company has experienced increases in other product lines, such as alcoholic long drinks, cider, and nonalcoholic beverages, which complement its existing agreement to sell Pepsi and 7Up. For the last three years, the company has had the exclusive right to resell three well-known international beer brands (Guinness, Kilkenny, and Carlsberg) in Estonia. With so many options and finite marketing resources, the company needs to decide where to focus its effort.

Examines the ongoing efforts of an urban public school district to strengthen and support as well as manage and evaluate principal instructional leadership. Highlights the challenges posed by an influx of new first-year principals, partnership with two different principal development programs, and the looming retirement of more than half the district principals.

Examines the Aldine Independent School District's (AISD) efforts in 2005 to sustain and accelerate significant increases in student performance achieved during the preceding decade. Highlights the school district's managerial challenges posed by higher state standards, performance gaps within AISD, and the district's historically decentralized approach toward the implementation of reforms at the school level. Looks at organizational alignment or coherence, leadership, and managing performance gaps across various field units.

Federal Express' (FedEx) recent acquisition of RPS--a ground delivery firm--gave the firm the potential to offer a single source for a client's delivery needs. However, to deliver on this potential, the firm needed to deliver the integrated solution through a single sales force. This integration required the solution of many issues, none more important than the formulation of a new compensation plan that not only determined the sales force's effort but also served as a medium through which FedEx communicated its expectations to the salespeople. Jerry Beyl headed the committee charged with making recommendations on the compensation and training the new sales force. The compensation plan needed to encourage salespeople to sell both products. Complicating matters was the fact that the two organizations' cultures were radically different.

The owner of a lumber and building supply business is interested in finding out how much the business is worth and how to go about selling it. The business is currently enjoying considerable success and earnings are at record levels. She must decide which valuation method to choose.

DentalCorp is the fifth largest provider of dental insurance in Brazil and has tripled its sales in the past two years. Whether to expand to Chile or to continue expansion in Brazil is the major strategic choice facing the company at the end of 2004.

Eastern Bank Ltd. has taken over the Bangladesh operations of the Bank of Credit and Commerce International after its collapse. The new CEO of Eastern Bank must decide which corporate banking clients to target, how to develop and position the Eastern Bank brand, which products to emphasize and in what price structure, and whether to centralize or decentralize the bank's operations.

The senior manager of the Multiple Sclerosis Society of Canada, Ontario Division is working on the next fundraising event, the bicycle tour. She must plan the routing activities, while also concerned about cyclists' safety and enjoyment while participating in the event. Students will apply project management tools such as PERT/CPM diagrams and critical path while recognizing and managing for uncertainty in task duration times.

Monroe Clock Company, a producer of electrical timers, is trying to decide how to price a new device by considering variable versus fixed costs, the relevance of certain costs, and information regarding capacity utilization. The A case can be taught independently or in conjunction with the B case (UV1333), which considers the method of overhead allocation and its impact on the cost of the household timer.