Case ID: 109070

Case Solution & Analysis for Neck & Neck: Leveraging the Club Neck Information by F. Asis Martinez-Jerez, Katherine Miller, Christopher D. Ittner, Jasmijn Bol

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Case ID: 109056

Abstract:
Case Solution & Analysis for Tokyo AFM by Francois Brochet
This case was written as the financial accounting portion of the final exam for a first-year MBA course at Harvard Business School. The goal was to test students' ability to apply major concepts taught during the course to an industry which they had not covered, but which shared similarities in terms of economics with issues addressed in the curriculum. The company, Tokyo Auto Fire & Marine (hereafter Tokyo AFM), is a fictitious insurance company based in Japan. The new CEO is revisiting the accounting choices of his predecessors in light of changes in the economic environment of the firm. The case can also be taught as a review session.

Keywords:
Accounting, Decision making, Economics, Financial instruments, Revenues, Tokyo AFM Case Solution

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Case ID: 109076

Abstract:
Case Solution & Analysis for Supply Chain Partners: Virginia Mason and Owens & Minor (A) by V.G. Narayanan, Lisa Brem
Virginia Mason Medical Center (VM) hired Owens & Minor (O&M) as its alpha vendor for medical/surgical supplies in 2004. By 2005, O&M was performing JIT and LUM services for VM, but they believed the pricing model in the industry was outdated. VM and O&M partnered to create the Total Supply Chain Cost (TSCC) pricing program, an activity-based model that assigned all the cost drivers of distribution and inventory handling to VM, but also assured O&M of a profit. The TSCC incented VM to streamline its distribution activities, since these would directly impact its fee. After beta testing the TSCC for one year, VM's Daniel Borunda and O&M's Michael Stefanic believed that TSCC was a better and more cost-effective pricing model, but could they convince their companies to continue to invest in TSCC?

Keywords:
Activity-based costing, Distribution, Materials management, Performance measurement, Pricing, Supply chain management, Supply Chain Partners Virginia Mason and Owens & Minor (A) Case Solution

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Case ID: 109079

Abstract:
Case Solution & Analysis for Gucci Group: Freedom within the Framework by F. Asis Martinez-Jerez, Elena Corsi, Vincent Dessain
Gucci Group's CEO had to decide if his decentralized management style was the most effective philosophy in an economic downturn. The sharing of customer information across units and its use in the creative process are key initiatives analyzed in the case. CEO Robert Polet joined the high-end fashion Gucci Group in 2004, after 26 years at one of the largest consumer goods companies. Since his arrival, the Group had grown both in revenues and profitability. Part of his secret was his decentralized and empowering management style. In 2008, in the midst of the economic downturn following the credit crunch crisis, Polet learned that after four years of growth the Gucci brand-the Group's largest business-would report a slowdown for the year's first semester. He knew that according to his management philosophy he should leave the primary decisions for the Gucci brand to Gucci's CEO. Yet, given the urgency of the situation, Polet wondered if it would be more effective to become directly involved in the brand's decision-making process. To anchor the discussion on Polet's management style, the case discusses how customer information is used in the creative process and whether it would be beneficial for the group to share customer information across stores, regions, and brands.

Keywords:
Brands, Creativity, Customer relationship management, Decision making, Global business, International business, Leadership, Management philosophy, Visionary management, Gucci Group Freedom within the Framework Case Solution

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Case ID: 109010

Abstract:
Case Solution & Analysis for Target Corporation: Ackman versus the Board by Krishna G. Palepu, Suraj Srinivasan, James Weber
After 15 years of great performance, Target's faltering performance during an economic downturn led an activist shareholder to initiate a proxy fight. Target Corporation, the second-largest discount store retailer in the U.S., had competed successfully against industry leader Walmart for years by promoting an upscale discount shopping experience in comparison to Walmart's focus on low prices. This strategy worked well for Target in good economic times. The economic crisis of 2008-2009, however, caused shoppers to abandon Target in favor of Walmart. In the spring of 2009, one of Target's largest shareholders initiated a proxy fight to place his five director nominees on the board. Target won the proxy fight, but still faced questions about whether it had a strategy that could work in both good times and bad.

Keywords:
Activists, Board of directors, Corporate strategy, Shareholder relations, U.S. Securities and Exchange Commission, Target Corporation Ackman versus the Board Case Solution

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Case ID: 110003

Abstract:
Case Solution & Analysis for Pfizer: Letter from the Chairman (A) by Robert L. Simons, Natalie Kindred
This case explores maximizing shareholder value as a goal in executive decision making. Over a period of nine years, three different Pfizer CEOs make critical decisions intended to increase shareholder value. But the results are disappointing. To allow students to examine these decisions, the case provides excerpts from four Chairman's letters to shareholders from Pfizer's annual reports, followed by a description of the circumstances behind each letter. In the 2000 annual report, then-CEO Bill Steere discusses Pfizer's rise to industry prominence with the acquisition of Warner-Lambert. In the 2003 report, new CEO Hank McKinnell discusses Pfizer's performance goals and its acquisition of Pharmacia, which gave it control of anti-arthritis drug Celebrex. In the 2005 report, McKinnell discusses his decision to keep Celebrex on the market despite health risks. In the 2006 report, new CEO Jeff Kindler barely mentions McKinnell's (controversial) early retirement and describes efforts to reform the company. The case closes in February 2009, just after Pfizer announces plans to acquire competitor Wyeth. Since 2000, Pfizer's tremendous growth in assets through acquisitions has not translated into significant growth in net income or share price. In closing, students are asked what Kindler should write in the letter to shareholders to open Pfizer's 2008 annual report.

Keywords:
Accountability, Acquisitions, Corporate governance, Corporate strategy, Crisis management, Values, Pfizer Letter from the Chairman (A) Case Solution

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Case ID: 110011

Abstract:
Case Solution & Analysis for Risk Management at Wellfleet Bank: All That Glitters Is Not Gold by Anette Mikes
This case motivates a debate on the role of staff functions, such as risk management: what does it mean for them to be independent, and at the same time, to partner the business lines? The case describes the risk assessment process in the corporate banking arm of Wellfleet Bank (cca. 2006-2009) around an illustrative business proposal in the corporate lending business, and illustrates the decision challenges faced by the case protagonists (two senior risk officers of the Group Credit Committee)-who grapple with the tensions common between the sales organization and the risk control function in large financial institutions. The discussion of the proposal particularly evokes the cultural tension between the risk function and the business line: should the risk function play the role of policeman or business partner?

Keywords:
Banks, Credit, Decision making, Emerging markets, Risk assessment, Risk management, Risk Management at Wellfleet Bank All That Glitters Is Not Gold Case Solution

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Case ID: 110015

Abstract:
Case Solution & Analysis for Wareham SC Systems, Inc. by David F. Hawkins
CFO tests company's revenue recognition practices against the recently issued SAB 101 requirements and proposes plan for adoption of SAB 101.

Keywords:
Accounting, Asset management, Assets, Depreciation, Human capital, International Financial Reporting Standards, Wareham SC Systems Inc. Case Solution

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Case ID: 110017

Abstract:
Case Solution & Analysis for Kim Park (A): Long-lived Nonmonetary Assets by David F. Hawkins
A series of caselets exploring the accounting for long-lived nonmonetary assets.

Keywords:
Accounting, Asset management, Assets, Depreciation, Human capital, International Financial Reporting Standards, Kim Park (A) Long-lived Nonmonetary Assets Case Solution

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Case ID: 110008

Abstract:
Case Solution & Analysis for Eddie Bauer (A) by Paul M. Healy, Sharon Katz, Aldo Sesia
In June 2005, Eddie Bauer, the specialty apparel retailer, emerged from bankruptcy. Under the plan of reorganization former creditors converted their debt into common shares, taking 100% ownership in the reconstituted company. Large banks -- including Bank of America and J.P. Morgan Chase -- were among the former creditors. In October 2005, Eddie Bauer stock was selling for $24 per share. Analysts were projecting target prices ranging from $22 to $35 per share. Account managers at Bank of America and J.P. Morgan Chase needed to assess whether to hold or sell their shares in Eddie Bauer.

Keywords:
Accounting, Bankruptcy, Financial statements, Insolvency, Mergers & acquisitions, Valuation, Eddie Bauer (A) Case Solution

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Case ID: 110025

Abstract:
Case Solution & Analysis for Sniffing Out Opportunities at PetSmart by V.G. Narayanan, Lisa Brem
The pet and pet supply industry was one of the few bright lights in an otherwise dismal retail outlook in 2009. This case gives background pet retail industry information and strategic positioning information for both PetSmart and PETCO to enable students to develop their own Balanced Scorecards and strategy maps for the two companies.

Keywords:
Balanced scorecard, Strategy maps, Sniffing Out Opportunities at PetSmart Case Solution

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Case ID: 110027

Abstract:
Case Solution & Analysis for Transworld Auto Parts (A) by V.G. Narayanan, Lisa Brem
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 their strategies.

Keywords:
Balanced scorecard, Strategy maps, Transworld Auto Parts (A) Case Solution

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Case ID: 110029

Abstract:
Case Solution & Analysis for Societe Generale (A): The Jerome Kerviel Affair by Francois Brochet
This case illustrates the tension/balance that firms with complex and risky business models must consider in designing their internal controls. It describes the environment in which a derivatives trader engaged in massive directional positions on major European stocks and indexes without being detected for over a year. Although the case could be used to teach the basics of internal controls, it is likely to be more effective by eliciting a debate about how predictable the incident was, and whether or not there was anything fundamentally flawed about the company's choices in terms of strategy, control systems and culture. It also provides an opportunity to discuss the challenges of dealing jointly with a market-wide crisis (subprime) and a company-level crisis.
Keywords:
Arbitrage, Finance, Internal controls, Risk management, Societe Generale (A) The Jerome Kerviel Affair Case Solution

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Case ID: 110035

Abstract:
Case Solution & Analysis for HurryDate by Sharon Katz, Edward J. Riedl, Jessica Deckinger
This case illustrates a comprehensive valuation of a firm specializing in the "speed dating" niche of the dating/entertainment industry. The founders of HurryDate, a small, privately-held firm, are considering options to fund future growth, including a full or partial sale of the firm. Students must assess the firm's strategy, the key risks and success factors associated with this industry, evaluate basic financial reports, assess the firm's past performance, estimate the firm's future performance, and make recommendations regarding the valuation of the firm. This exercise also highlights the challenges of valuing a small firm, where information and viable comparables are often limited or non-existent.

Keywords:
Entrepreneurship, Financial analysis, Financial statements, Mergers & acquisitions, Valuation, HurryDate Case Solution

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Case ID: 110026

Abstract:
Case Solution & Analysis for SIPEF: Biological Assets at Fair Value under IAS 41 by Edward J. Riedl, Kristin Meyer
This case examines fair value accounting under lAS 41 for a European-listed agricultural firm. Students identify the firm's core operations, distinguishing the IFRS treatment for three distinct assets: land; agricultural assets that reside on the land; and inventory harvested from the land. They also analyze key reporting decisions relating to the agricultural assets, which create frictions such that market value and book value do not converge despite the application of fair value for the majority of the firm's assets. The case also highlights how fair value accounting affects key valuation inputs such as earnings, and the implications for abnormal-earnings based valuation.

Keywords:
Accounting policies, International Financial Reporting Standards, Valuation, SIPEF Biological Assets at Fair Value under IAS 41 Case Solution

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Case ID: 110045

Abstract:
Case Solution & Analysis for A Letter from Prison by Eugene Soltes
Stephen Richards, the former global head of sales at Computer Associates, Inc. (CA), is serving a seven year prison sentence for financial fraud. In the case, Richards responds to a number of questions about managerial responsibility and the manipulation of financial performance in a letter written to a graduate student.

Keywords:
Accounting, Business ethics, Technology, A Letter from Prison Case Solution

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Case ID: 110031

Abstract:
Case Solution & Analysis for Jet Propulsion Laboratory by Robert S. Kaplan, Anette Mikes
The case, in a non-profit project-oriented setting, introduces fundamental risk management principles and processes that are easily applicable to private sector settings. Gentry Lee, senior systems engineer and de-facto chief risk officer, is applying a new comprehensive risk management system to a $600 million high-profile Mars landing mission. The case illustrates JPL's risk culture for high-visibility and expensive missions in the post-Challenger era with tightly constrained budgets. It introduces risk analytics, such as heat maps, and the management process and governance system centered around continuous challenge and "intellectual confrontation." Students will consider JPL's strategy and constraints, measurable technical risks, non-measurable external risks and societal pressures in making a decision about whether to launch or delay the Mars mission launch. The case calls for an appreciation of the role of the chief risk officer, and in general, of leadership, in risk management.

Keywords:
Budgeting, Planning, Project management, Risk management, Jet Propulsion Laboratory Case Solution

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Case ID: 810008

Abstract:
Case Solution & Analysis for Whose Money Is It Anyway? (A) by V.G. Narayanan, Richard G. Hamermesh, Rachel Gordon
The Brigham and Women's Physician's Organization (BWPO) and its corporate parent disagree over who has jurisdiction over significant legacy funds. Are they controlled by the BWPO or do they belong to BWPO's corporate parent? The BWPO and its corporate parent must negotiate who has control of the funds which impacts how the funds may be used.

Keywords:
Business & government relations, Whose Money Is It Anyway (A) Case Solution

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Case ID: 110048

Abstract:
Case Solution & Analysis for The Credit Crisis of 2008: An Overview by V.G. Narayanan, Fabrizio Ferri, Lisa Brem
This case examines the causes and consequences of the credit crisis of 2008 from a national and global perspective and explores the actions taken and proposed by the U.S. and European governments.

Keywords:
Executive compensation, World economy, The Credit Crisis of 2008 An Overview Case Solution

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Case ID: 110063

Abstract:
Case Solution & Analysis for Supply Chain Partners: Virginia Mason and Owens & Minor (A) (Abridged) by V.G. Narayanan, Lisa Brem
Owens & Minor (O&M) performed lean inventory services for Virginia Mason (VM) as its alpha vendor, but the outdated industry pricing model created perverse incentives and could not capture O&M's costs. Together, O&M and VM created an activity-based pricing model called the total supply chain costs (TSCC), which incented both companies to be more efficient and to streamline their distribution activities. After beta testing the TSCC for one year, VM's Daniel Borunda and O&M's Michael Stefanic believed that TSCC was a better and more cost-effective pricing model, but could they convince their companies to continue to invest in TSCC?

Keywords:
Activity-based costing, Supply chain management, Supply Chain Partners Virginia Mason and Owens & Minor (A) Abridged Case Solution

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