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Standard International, Inc. (A)

by David F. Hawkins

The company top management must make a series of accounting decisions that will determine the company's quarterly income. A rewritten version of an earlier case.

Tyco International: Corporate Governance

by Rakesh Khurana

Examines how Tyco and its board recovered from its corporate scandals. Describes how its CEO and board set out to institute processes, guidelines, and a culture that would make Tyco into a company widely recognized for its world class corporate governance.

Taking Stock of Potential Perils: What Could Go Wrong?

by Richard Luecke

Crisis management should begin before the crisis happens--when you can think objectively. Although it is impossible to list every potential business crisis, this chapter identifies some of the major risk categories to show you what to avoid and how to prepare. By conducting a thorough audit of your organizational risks, you can begin to prioritize the risks and then prepare to deal with them.

Tyco International

by Cynthia A. Montgomery Harold F. Hogan Jr. Lisa Chadderdon Robert E. Kennedy

Tyco, a diversified U.S. conglomerate, has grown rapidly for more than 20 years. This case examines Tyco's acquisition strategy as well as its internal control systems.

PepsiCo's Bid for Quaker Oats (C)

by Carliss Y. Baldwin

Third in a series of PepsiCo's bid for Quaker Oats. Describes the auction for Quaker Oats including terms of the bids. After winning the auction, Coke's stock price fell dramatically. Coke's Board then refused to approve the deal and withdrew. Quaker then approached Pepsi, the losing bidder, and asked them to submit another bid. The case can be used to teach the mechanics of collared consideration, announcement effects, the prerogatives of a board of directors, and negotiating strategy.

PepsiCo's Bid for Quaker Oats (B)

by Carliss Y. Baldwin Leonid Soudakov

Second in a series on PepsiCo's bid for Quaker Oats. Describes the negotiations between PepsiCo and Quaker including due diligence process, first bid and counteroffer. Quaker's counteroffer included a collar on equity consideration, and thus the case offers an opportunity to discuss and value these contractual devices.

Standard Costs and Variance Analysis

by Donella M. Rapier

In an introduction to standard costs and cost variances, discussion, formulae, and examples explore the idea of comparing actual costs to those that were expected.

TWA Parts (Abridged)

by V. G. Narayanan

Transworld Auto Parts had to implement its new strategy flawlessly to survive the auto industry upheaval. The new CEO asked her leadership team to craft strategy maps and balanced scorecards to help each division implement its strategies.

PepsiCo's Bid for Quaker Oats (A)

by Carliss Y. Baldwin Leonid Soudakov

Throughout 1999, PepsiCo closely tracked several potential strategic acquisitions. In the fall of 2000, it appeared that the right moment for an equity-financed acquisition had arrived. At this time, PepsiCo management decided to initiate confidential discussions with The Quaker Oats Co. about a potential business combination. Gatorade, a key brand in Quaker's portfolio, had long been on PepsiCo's wish list, but PepsiCo's managers, led by CEO Roger Enrico and CFO Indra Nooyi, were committed to upholding the value of PepsiCo's shares and, as a result, were determined not to pay too much for Quaker. This case provides information that allows students: to assess the value of Quaker's businesses, estimate potential synergies associated with a Pepsi-Quaker merger, and come up with an effective negotiation strategy.

Stan Lapidus: Profile of a Medical Entrepreneur

by Robert F. Higgins Sophie Lamontagne

Describes the career path and insights of Stanley Lapidus, a successful serial entrepreneur in the medical and life sciences industry. Lapidus is the founder of Cytyc Corp. (NASDAQ: CYTC) and EXACT Sciences (NASDAQ: EXAS) and is currently the CEO of his third start-up, Helicos BioSciences. Gives students insight into the skills and experiences that are helpful in building successful medical technology companies.

Messier's Reign at Vivendi Universal

by Rakesh Khurana Daniela Beyersdorfer Vincent Dessain

Focuses on a crisis in the board at Vivendi. Highlights the difficulties that arise when dramatic pressure from outside the boardroom affects boardroom dynamics. In this case, there are two events. The first is an unexpectedly large financial loss and a pending cash flow crisis that forces Vivendi's directors to deal with the issue of dismissing their CEO. Whatever they decide, their actions will be scrutinized by the press and investors and will likely be revisited in a legal environment. The second is the board diagnosing its role in the financial crisis by approving a series of costly acquisitions in recent years that led to the crisis.

Stamford International Inc.

by David F. Hawkins

Management is struggling to meet consensus quarterly earnings-per-share numbers. Discusses a number of accounting decisions. A report indicating internal control problems in one of the company's divisions raises a Sarbanes-Oxley certification issue. A rewritten version of an earlier case.

Taking Stock: Generation X Today--Making the Most of Your Position in the Workplace

by Tamara Erickson

If you've ever felt sandwiched between the demands of Boomers and Gen Y's in the workplace, you're not alone. Fortunately, there is hope for Generation X, and for you. Jam-packed with practical tips, this chapter delves into what it means to be a Generation X'er and how you can use your generation's unique attributes to your advantage. You will learn how you can use an economic recession to your benefit, how you should adjust your goals and milestone timeline in accordance with increasing life expectancy, and even what your messy office says about you. By taking stock of where you and your fellow Gen X'ers are right now, you will be able to set the stage for moving ahead, planning for the future, and surpassing Boomers and Y's alike. This chapter was originally published as Chapter 2 of What's Next, Gen X?: Keeping Up, Moving Ahead, and Getting the Career You Want.

Two Ways to Fly South: Lan Airlines and Southwest Airlines

by Tarun Khanna Ramon Casadesus-Masanell Jorge Tarzijan Jordan Mitchell

Looks at the different business models of two highly successful and profitable airlines: Chilean-based Lan Airlines and U.S.-based Southwest Airlines. Lan Airlines pursues a hub-to-spoke international full-service model where passenger and cargo operations are highly integrated. Southwest, on the other hand, is set up for a point-to-point, low-fare, "no frill's" service with a homogenous fleet. Designed for a course on the design of business models.

PepsiCo: A View from the Corporate Office

by Leonard A. Schlesinger Lynda M. Applegate Dena Votroubek

Describes the three business segments of PepsiCo (beverages, snack foods, and restaurants). It then explores the competitive environment within each segment and the response of PepsiCo's businesses. It seeks to show how PepsiCo CEO, D. Wayne Calloway, in a very "hands-off" and decentralized manner, achieves high growth rates in each segment through a process of "continual transformation." Calloway strives to hold together a fast-growing and rapidly changing business through shared values (instead of implementing tighter controls and increasing supervision).

Stalemate at the WTO: TRIPS, Agricultural Subsidies, and the Doha Round

by Arthur A. Daemmrich

This note analyzes disputes over intellectual property enforcement and agricultural trade barriers at the center of the Doha Round of World Trade Organization (WTO) negotiations. Fundamental principles of intellectual property rights and agricultural subsidies are described, along with the challenges of creating and operating multilateral institutions. The note begins with a brief history of multilateral negotiations under the General Agreement on Tariffs and Trade (GATT), then describes key events of the Doha Round that began in 2001, and the WTO's dispute settlement process. A stalemate has developed between developed and developing countries in WTO talks, leading to the proliferation of bilateral agreements. The note challenges readers to develop an informed position on global trade governance and the economic benefits and political tradeoffs associated with reduced trade barriers and the elimination of domestic subsidies.

Stakeholder Analysis Tool

by Lynda M. Applegate

This exercise enables users to: identify stakeholders and analyze their interests and expectations; categorize interests and expectations based on importance; and develop an action plan.

Merton Truck Co.

by Anirudh Dhebar

Introduces some of the key concepts in linear programming--problem formulation, relevant costs, shadow prices, and reduced costs. The setting, while artificial, is quite typical: a company manufactures two models of trucks in four manufacturing departments; it must determine the "optimal" production mix given information on selling price, production costs, and manufacturing capacity requirements.

Merrimack Tractors and Mowers, Inc.: LIFO or FIFO?

by William J. Bruns Jr. Susan S. Harmeling Sharon Bruns

At Merrimack Tractors and Mowers in 2008, product manufacturing costs are increasing faster than competitors' costs, and as a result earnings are likely to fall below those reported in 2007. The company president and the company controller have discussed this problem, and the controller has mentioned that if the company changed from LIFO to FIFO it might be possible to maintain earnings growth in 2008. He prepares a memo to the president explaining how inventory flow assumptions work and provides pro-forma income statements that show that, for one product (reel mower units), adopting FIFO would allow Merrimack to report higher income in 2008 than it did in 2007, but higher income taxes would have to be paid.

Staging Two-sided Platforms

by Thomas R. Eisenmann Andrei Hagiu

Firms that aspire to develop two-sided platforms face a formidable challenge. Prospective users on each side will not invest in the platform until they are confident there will be enough users on the other side. Traditional strategies for dealing with this dilemma--subsidizing users or securing their exclusive affiliation--are costly and risky. Describes less costly staged strategies for building two-sided platforms. With the "vendor to two-sided platform" strategy, a firm starts as a vendor selling products or services to customers on just one side of a potential--but not yet existing--two-sided network. Once the first side is firmly established, it proves easier to attract users to the network's other side during stage two. With the "merchant to two-sided platform" strategy, a firm starts as a merchant buying goods from many different suppliers and reselling them, in the process absorbing all the risk of platform failure. In stage two, the firm shifts risk and control back to some or all of its suppliers, giving them more responsibility for managing inventory, pricing, and merchandising their wares. Presents examples and offers guidelines for when to use each strategy.

Two Tough Calls (B)

by Joseph L. Badaracco Jr.

Supplements the (A) case.

Taking Action: Making Innovation Pay

by John Butman Harold L. Sirkin James P. Andrew

If you are committed to improving your company's payback from innovation, this chapter provides some specific and practical steps you can take to get started on the journey.

Merrimack Pharmaceuticals, Inc. (B)

by Amy C. Edmondson Bethany S. Gerstein Melissa A. Valentine

In 2006, the leadership team at Merrimack Pharmaceuticals, Inc. had to decide whether to keep its R&D organization in functional departments or restructure it into interdisciplinary teams. This case follows the outcomes of this decision from 2006 to mid-2014, and considers their impact on productivity, accountability, communication, and skill development from the perspectives of employees in Merrimack's R&D organization.

Showing 8,901 through 8,925 of 15,896 results


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