Case ID: 909062

Abstract:
Case Solution & Analysis for Evaluating Microsavings Programs: Green Bank of the Philippines (A) by Nava Ashraf, Dean Karlan, Wesley Yin, Marc Shotland
Green Bank of the Philippines was known for its product innovation and its ability to bring new products to market. In 2002, Green Bank designed an untested commitment savings product that both gave individuals access to formal savings and helped them commit to reaching their savings goals. Omar Andaya, the Green Bank president, must decide how to evaluate the success of this product. The management team at Green Bank discusses various evaluation methods, including a formal quantitative impact evaluation using a randomized control trial (RCT), and the value an impact assessment brings to the Bank. In particular, they grapple with the question of how success is measured for a product both for the bank and for its clients. The case highlights the issues an organization must consider before deciding to do an impact assessment as well as common design challenges.

Keywords:
Globalization strategies, Innovation, Inventions, Metrics; Microfinance, Product design, Product development, Project evaluation, Success, Evaluating Microsavings Programs Green Bank of the Philippines (A) Case Solution

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Case ID: 910006

Abstract:
Case Solution & Analysis for Citigroup-Wachovia-Wells Fargo by Guhan Subramanian, Nithyasri Sharma

Keywords:
Financial crisis, Mergers & acquisitions, Citigroup-Wachovia-Wells Fargo Case Solution

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Case ID: 910010

Abstract:
Case Solution & Analysis for Personal Rapid Transport at Vectus, Ltd. by Benjamin Edelman
Personal Rapid Transport (PRT) vehicles - often called "driverless taxis" - sought to combine the best characteristics of cars, taxis, and trains, while adding features unavailable in any existing transportation system. Like cars and taxis, PRT vehicles carried small groups - often just a single passenger - with no need to wait for a shared vehicle to arrive or for others to board. Yet PRT followed train systems in using an exclusive right of way that avoided delays from other traffic. Where would such systems be most useful? Could system designers successfully compete with well-established networks of trains, buses, cars, and roads?

Keywords:
Corporate strategy, Entrepreneurs, Platforms, Personal Rapid Transport at Vectus Ltd. Case Solution

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Case ID: 910026

Abstract:
Case Solution & Analysis for Bank of America-Merrill Lynch by Guhan Subramanian, Nithyasri Sharma
In September 2008, as Lehman Brothers struggled to survive, John Thain, CEO of Merrill Lynch, realized that his bank was also on the brink of failure. Throughout the weekend of September 13-14, 2008, Thain successfully negotiated a deal with Ken Lewis, CEO of Bank of America, for BofA to acquire Merrill. However, throughout the fourth quarter of 2008, Merrill's financial condition deteriorated at an alarming rate, with expected 4Q08 losses ballooning from $5.3 billion in November to over $12 billion by mid-December. Shareholders of both companies approved the deal on December 5th, 2008, but soon after, Lewis telephoned fed officials and declared he would invoke the MAC clause to exit the deal unless fed officials provided government financial assistance. Fed officials instructed Lewis to "stand down" and not to invoke the MAC clause. As he convened his Board on December 22nd, 2008, Lewis had to make a decision. Should he close the deal "for the good of the country?" Or should he declare a MAC and exit the deal, potentially invoking the wrath of the U.S. government. Was there another way?

Keywords:
Finance, Government, Mergers & acquisitions, Negotiation, Bank of America-Merrill Lynch Case Solution

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Case ID: 910030

Abstract:
Case Solution & Analysis for Community Health Workers in Zambia: Incentive Design and Management by Nava Ashraf, Natalie Kindred
This case examines the various considerations relevant to selecting and compensating workers in a context where their work involves a pro-social component. This is relevant to not only health care in Zambia, but to NGO and public sector workers who are both motivated by the mission of their positions and the remuneration. Zambia was facing a healthcare human resource crisis with less than half of the healthcare workers needed to meet health needs. Yet, it was simultaneously burdened by high incidence of diseases such as HIV/AIDS, TB, malaria, malnutrition, and respiratory and diarrheal diseases. The Zambian Ministry of Health (MoH) realized that in the short term, it would be impossible to train the number of doctors and nurses needed to fill this gap. Thus, they were considering incorporating the primarily volunteer community health worker (CHW) force into salaried health workers of the MoH. Given the high level of personal commitment and dedication combined with the proper education and skill needed to be an effective community health worker, the MoH was struggling to identify the best strategy to recruit and retain motivated and capable CHWs.

Keywords:
Compensation, Developing countries, Health; Health care, Human resource management, Incentives, Motivation, Nongovernmental organizations, Recruitment, Work force management, Community Health Workers in Zambia Incentive Design and Management Case Solution

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Case ID: 910023

Abstract:
Case Solution & Analysis for Roll Back Malaria and BCG: the Change Initiative by Nava Ashraf, Rachel Gordon, Catherine Ross
Roll Back Malaria, a global partnership dedicated to fighting malaria has not met its founders' expectations of effectively combatting malaria. In 2005, after several internal evaluations, RBM leadership has decided to engage the Boston Consulting Group to work on a Change Initiative that when completed will enable RBM to address the eradication of malaria both more effectively and through larger scale efforts. However, the Initiative has become derailed after BCG's first major presentation to the RBM board. Will this end the Change Initiative prematurely?

Keywords:
Change management, Communication strategy, Health, Health care, Leadership, Leading teams, Management, Managing people, Negotiation, Nongovernmental organizations, Power and influence, Strategic alliances, Roll Back Malaria and BCG the Change Initiative Case Solution

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Case ID: 910001

Abstract:
Case Solution & Analysis for Deworming Kenya: Translating Research into Action (A) by Nava Ashraf, Neil Buddy Shah, Rachel Gordon
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?

Keywords:
Health care policy, Leading teams, Medical research, Nongovernmental organizations, Organizational problems, Planning, Power and influence, Risk, Deworming Kenya Translating Research into Action (A) Case Solution

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Case ID: 911036

Abstract:
Case Solution & Analysis for Fairstar Heavy Transport (A) by Guhan Subramanian, Rhea Ghosh
In 2009, the small heavy marine transport company Fairstar entered into bidding on one of the largest contracts in the history of the industry. Chronicles the company's year-long tendering process, leading up to a final make-or-break meeting.

Keywords:
Contracts, Decision making, Negotiation, Fairstar Heavy Transport (A) Case Solution

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Case ID: 912002

Abstract:
Case Solution & Analysis for The K-Dow Petrochemicals Joint Venture by Guhan Subramanian, James K. Sebenius, Phillip Andrews, Rhea Ghosh, Charlotte Krontiris
In 2007, the Dow Chemical Company and the Kuwait Petroleum Corporation announced plans to launch a multibillion-dollar joint venture. Later known as K-Dow Petrochemicals, it would be one of the largest manufacturers of chemicals and plastics in the world. Analysts widely hailed the planned joint venture as a game-changing deal for both companies. Shortly after the announcement, cable network CNBC requested an interview with Andrew Liveris, Dow's CEO, about this massive transaction. Liveris needed to decide how to respond.

Keywords:
Agreements, Joint ventures, Management communication, Negotiation, Product introduction, Strategic alliances, The K-Dow Petrochemicals Joint Venture Case Solution

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Case ID: 912030

Abstract:
Case Solution & Analysis for Fiji versus FIJI: Negotiating Over Water by Francesca Gino, Michael W. Toffel, Stephanie van Sice
This case examines negotiations between a company and government over natural resources. The Fijian government proposed a substantial increase in its water extraction tax that would only apply to large extractors and thus to FIJI Water and not to its competitors. FIJI Water responded by calling the increase "discriminatory" and threatening to shut down its operations, but in the end its negotiations resulted in its agreeing to pay the tax increase.

Keywords:
Business & government relations, Business ethics, Cross cultural business etiquette, Cross cultural relations, Distribution, Incubators, Negotiation, Zero sum negotiations, Fiji versus FIJI Negotiating Over Water Case Solution

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Case ID: 912043

Abstract:
Case Solution & Analysis for V-Cola: General Instructions by Ian I. Larkin
V-Cola is a six-party exercise that simulates a negotiation between a boutique advertising agency and a beverage company that is launching a new product. Each of the six parties has different incentives and information, which leads to a complex, realistic simulation about agency issues, misaligned incentives, and the (mis)use of contingent contracts.

Keywords:
Advertising, Compensation, Contracts, Information sharing, Multiparty negotiations, Negotiation, Risk, Value of information, V-Cola General Instructions Case Solution

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Case ID: 914014

Abstract:
Case Solution & Analysis for Ford Asia Pacific & Africa: The E-coating Facility Decision in Gujarat, India (A) by Juan Alcacer, Nancy Hua Dai
In April 2013, Ford Asia Pacific & Africa (FAPA) was examining its options for e-coating service metal parts for the Ford Customer Service Division in Sanand, Gujarat, India. Randy Creel, Director of Parts Supply & Logistics, FAPA, worked with his colleagues in the US, UK, China, and India to conduct analysis and develop three options: outsourcing e-coating to a third party in Sanand, outsourcing e-coating to a third-party in Chennai and transporting the parts to Sanand, or building a stand-alone facility in Sanand. Factors like cost, quality, speed, and risk needed to be considered for this decision which had impact on profitability and customer satisfaction. Which option should FAPA choose?

Keywords:
Foreign investment, Global business, International business, Strategy, Supply chain management, Ford Asia Pacific & Africa The E-coating Facility Decision in Gujarat, India (A) Case Solution

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Simulation ID: WH0002

Abstract:
Simulation Solution for Negotiation Simulation: OPEQ by Maurice E. Schweitzer
In this multi-player simulation, teams of students act as ministers of an Oil Production Board tasked with setting petroleum production levels for one of three fictional countries - Alba, Batia, and Capita. The simulation immerses students in the complex world of oligopical oil pricing as each team attempts to maximize cumulative profits for their country over a series of rounds. The dynamics of cooperation and competition intensify with each round, and students quickly learn the importance of communication, negotiation, and best-response functions as they strive to achieve Nash equilibrium in an interdependent market. Developed by the Wharton School of the University of Pennsylvania, the Negotiation Simulation: OPEQ incorporates a number of unexpected events to enhance the complexity of the simulation and the competing worlds therein. The simulation is highly configurable and can be easily tailored to teach an array of negotiation and economic principles. The simulation also provides a pedagogical toolkit for instructors to run an effective debrief that covers key learning objectives. The Negotiation Simulation: OPEQ was developed by Maurice Schweitzer, professor of Operations and Information Management at the Wharton School of the University of Pennsylvania.

Keywords:
Competition; Economics, Game theory, Microeconomics, Negotiation, Oligopolies, Negotiation Simulation OPEQ Solution

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