NEWLY REGISTERED ASIAN CASE ABSTRACTS June 2009

9B09C007 9B09M015

A Tattle Tale?
Wee Ling Loo Teaching Note: 8B09C07 Publication Date: 3/31/2009 T.J., an undergraduate at a business school, was upset to find a group mates contribution to his group project containing plagiarized and poorly paraphrased content (also without any citation as to source in some instances). T.J. and four others had to work with K.C., the errant group member, on three group projects that together made up 30 per cent of the final mark for the course. In particular, T.J. was upset by the shoddy corrections provided by K.C. when his error was highlighted. T.J. was also appalled at K.C.'s nonchalant attitude towards plagiarism and the group projects, especially after discovering that K.C. had done the same on their first group project. T.J. felt strongly that the matter should be brought up to the course professor but two of his group mates disagreed, fearing that the group harmony would be adversely affected, thus jeopardizing their last group project, which carried significantly higher weight at 20 per cent. The remaining two group mates did not seem to consider the matter a serious one. T.J. wondered what the right thing to do would be. This case was written for use in the introductory class to a business ethics course. However, it has potential for use in lessons on negotiation, conflict resolution and team dynamics. The case is based on an actual occurrence but names have been changed to provide anonymity. The subject of plagiarism and a poorly contributing group member to group assignments is one that resonates deeply with students pursuing any course that emphasizes group work as a necessary component of the course assessment. The case has practical relevance to the working world inasmuch as the incident can occur in that context. Apart from being a useful opener to any course on ethics, the case also serves as a good reminder to students about plagiarism. It provides opportunities for clarification and discussion on what exactly constitutes plagiarism and the professors'/universities' stand on the matter. Disciplines: Human Resource Management Issue(s): Ethical Issues, Group Behaviour, Whistleblower, Plagiarism Industry: Educational Services Setting: Singapore, Not Applicable organization, 2008 Difficulty: 2 - Intro/Undergraduate Length: 2 pages

Acquisition and Restructuring of Kia Motors by Hyundai Motors

Seungwha (Andy) Chung, Sunju Park Teaching Note: 8B09M15 Publication Date: 2/9/2009 In recent years, greater competition and diminished profits, due to domestic and global oversupplies as well as higher development costs, have led the automobile industry to engage in domestic and international mergers and strategic collaboration. This case study examines one of the largest mergers and acquisitions (M&As) in the Korean automobile market in recent years: the acquisition of Kia Motors (Kia) by Hyundai Motors (Hyundai). The case describes the background conditions of the acquisition, the integration processes after the acquisition, and the requisites for Kia Motors to normalize management within a short time. Hyundai, in acquiring Kia, enhanced its competitive power in both domestic and global markets, achieving economies of scale and scope and strengthening its global market basis. That said, Hyundai/Kia faced several pressing challenges, among them the cooperation of Renault and Samsung Motors, the unclear domestic treatment of Daewoo Motors, and M&As taking place among top motor companies worldwide. This case study asks students to analyze the process of post-acquisition restructuring and the resulting synergy effects, inviting them to think through the strategies by which Hyundai/Kia may thrive on the global automobile market. Further, it illustrates both the current state of the domestic Korean automobile industry and recent trends in the global automobile market. Disciplines: General Management, International Issue(s): Integration, Mergers & Acquisitions, Organizational Change, Restructuring Industry: Transportation Equipment Setting: South Korea, Large organization, 2000 Difficulty: 4 - Undergraduate/MBA Length: 16 pages 9B09C005

Beijing EAPs Consulting Inc.

Mitch Rothstein, Lily Jiao Li Teaching Note: 8B09C05 Publication Date: 3/31/2009 Beijing EAPs Consulting Inc. (BEC) is a rapidly growing consulting company whose number of employees has increased from six to 16 in just one year. BEC has adopted a new project management system, using project managers to coordinate several employees from various departments. Due to the heavy workload, most employees must work on multiple projects. Collaboration between

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Richard Ivey School of Business Newly Registered Asian Case Abstracts June 2009
projects and department managers is not very smooth. The chief executive officer must decide how he can improve the collaboration efforts across the company's different departments. Disciplines: Human Resource Management, International Issue(s): Communications, Organizational Change, Organizational Structure, Project Management Industry: Business Services Setting: China, Small organization, 2007 Difficulty: 2 - Intro/Undergraduate Length: 9 pages 9B09N004 developing countries. Students must assess whether the complexity and risk levels involved with entering a new developing country are worth the potential returns. Disciplines: Finance, International Issue(s): Investments, International Strategy, International Joint Venture Industry: Real Estate Industry Setting: China;India;Canada, Large organization, 2008 Difficulty: 4 - Undergraduate/MBA Length: 17 pages 9B08N028

Callmate Telips - Choice of Accounting Policy Cadim: China and India Real Estate Deals
Stephen R. Foerster, Marc Folch Teaching Note: 8B09N04 Publication Date: 1/30/2009 The president and chief operating officer of Cadim, the real estate arm of the Caisse de Dpt et Placement du Qubec, Canadas largest pension fund management firm, had recently been approached with several interesting multimillion-dollar investment opportunities in India and China. Although Cadim was still deciding whether to invest in either country (see Cadim: The China and India Real Estate Market Entry Decisions case), if the company chose to do so, it wanted suitable partners and deals lined up. Each deal had its pros and cons, but the president knew all too well that the wrong combination of partner and deal could have dire consequences for Cadims profits and the teams reputation. The case analysis involves risk assessment, partner assessment, cash flow analysis and portfolio fit analysis. Disciplines: Finance, International Issue(s): Internal Rate of Return, Investments, Valuation Industry: Real Estate Industry Setting: China, India, Canada, Large organization, 2008 Difficulty: 4 - Undergraduate/MBA Length: 15 pages 9B09N003 Muntazar Bashir Ahmed Teaching Note: 8B08N28 Publication Date: 12/15/2008 Callmate Telips Telecom Limited (Callmate) was in the telecommunications business in which the regulatory controls were gradually being undone by the government of Pakistan as part of an economic deregulation program. Callmate was the pioneer in the payphones and prepaid calling card industries in Pakistan and had significant opportunity to develop into a major business entity. The events in the case demonstrate that the company strategy, as well as aggressive share price management, could be dangerous if there were no checks on the directors. All the directors of Callmate were close family members and the audit committee consisted of three of the directors. The external audit firm that audited Callmate was A.F. Ferguson & Co. (Ferguson) and they were an affiliate of Price Waterhouse Coopers International. Ferguson was regarded among the top professional accounting firms in Pakistan. As Callmate was listed on the Karachi Stock Exchange, it was required to publish its financials quarterly after these had been reviewed by Ferguson. The company had received permission during early 1995 to enter into the long distance international market, which was earlier the monopoly of the state firm Pakistan Telecommunication Corporation Limited (PTCL). A disagreement arose between the auditors and the company on the accounting policy related to revenue recognition used in the financials of the half year ended December 2005. This dispute and the company trying to manage its share price led to a number of problems that became public knowledge as the company tried to malign the auditors. The case examines corporate governance by examining the role of the external auditor, the conduct of the board of directors and the regulator of public listed companies. There were a series of events that caused a profitable company to rapidly become a pariah on the stock exchange and be suspended from the exchange. Disciplines: Finance, International Issue(s): Auditing, Management Style, Corporate Governance, Accounting Standards Industry: Business Services Setting: Pakistan, Medium organization, 2006 Difficulty: 5 - MBA/Postgraduate Length: 15 pages

Cadim: The China and India Real Estate Market Entry Decisions
Stephen R. Foerster, Marc Folch Teaching Note: 8B09N03 Publication Date: 1/30/2009 The president and chief operating officer of Cadim, the real estate arm of the Caisse de Dpt et Placement du Qubec, Canadas largest pension fund management firm, was considering whether Cadim should enter India, China or both on a long-term basis to diversify its global real estate holdings and take advantage of the growth these two countries were experiencing. The funds investment would potentially amount to hundreds of millions of dollars and could lead to substantial returns; however, these investments carried considerable risks. The case introduces many of the issues involved with managing an international portfolio of real estate and provides a detailed overview of the business environment and culture of both China and India. In doing so, the case exposes students to the complicated nature of regional risk assessment and the challenges of doing business in

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Richard Ivey School of Business Newly Registered Asian Case Abstracts June 2009
9B09N008

Callmate Telips (B): Orix Investment Bank Pakistan Limited - Callmate Risk Uncovered
Muntazar Bashir Ahmed Teaching Note: 8B09N08 Publication Date: 5/21/2009 Orix Investment Bank Pakistan Limited (OIBPL) was a non-bank financial institution (NBFI) providing corporate finance, brokerage and other services to large enterprises and was listed on the Karachi Stock Exchange. The annual financial statements for the year ended June 30, 2008 revealed that, as a result of default by one customer, the bank had incurred an enormous loss of over half a billion rupees, which had seriously eroded the banks capital base. As a consequence, the bank had to seek new capital through a rights issue and this had required support of the Japanese sponsor, Orix Japan, to underwrite the issue. The customer in default was Callmate Telips Telecom Limited (CTTL); details are in Callmate Telips (A) Choice of Accounting Policy case, No. 9B08N028. The case includes the instance of share price volatility that had been faced by the stock market in Pakistan. Two investigations had been done into the abnormal rise of the market. One of these investigation reports had identified OIBPL as a key player in the speculative dealings that were financed through the overnight financing system known as badla. Another investigation by the NBFI regulator, Securities Exchange Commission of Pakistan (SECP), had examined the abnormally large volume of CTTL share trades on the KSE and found the directors of Callmate involved in manipulating the company share price. The directors were prosecuted and the judge had issued warrants for their arrests. The directors, faced with a difficult situation of a very large loss, decided to delay disclosing the loss by six months. There was circumstantial evidence in the case that would suggest that the directors should have known about the conviction of the directors of Callmate and that this would have an adverse affect on the share price of the company. The auditors report also was the standard clean report, in spite of the seriousness of the court decision, as it made the shares of Callmate worthless. The case can be used to examine corporate governance by analyzing a) the decisions of the directors b) the report of the external auditor c) the composition of the board of directors. If Case A is also being used, the dealings of CTTL with the regulator of publicly listed companies can also be included. There is an ethical dimension of governance and this viewpoint can also be discussed especially where both cases are being used. Disciplines: Finance, International Issue(s): Risk Management, Corporate Governance Setting: Pakistan, Medium organization, 2008 Difficulty: 5 - MBA/Postgraduate Length: 21 pages 9B09M018

By 2009, China's exports had increased dramatically from $250 billion in 2000 to a projected $1,500 billion in 2009. This enormous growth of exports severely damaged competing businesses in the advanced nations, particularly the United States and Europe. China's entry into the World Trade Organization (WTO) in 2001 guaranteed China's right to export to these nations, but at the same time the WTO required China to adhere to certain rules that sought to support fair trade and create a level playing field. Several broad subjects each gave rise to a series of trade disputes: the protection of intellectual property, health and safety concerns about China's products, labour and environmental standards, China's manipulation of their currency, and costs and prices determined by the government rather than free markets. This case examines each set of trade disputes and China's attempts to resolve them. Many disputes were embedded in cultural practices and ideological positions and so they might not disappear quickly. Shortcomings in China's legal and judicial system hampered enforcement. In addition, many rested on the government's desire to protect the interests of Chinese businesses and their employees, and so China might alter its practices only if confronted with credible retalitory threats. China's central government experienced the "principal-agent" problem where its wishes and decisions could be ignored by local governments and firms. Meanwhile, changes in industry structure within the advanced nations were altering the negotiation positions of Western governments. The case examines the WTO dispute resolution procedures and enforcement mechanisms that have been directed at China's trade disputes. Disciplines: General Management, International Issue(s): Government and Business, International Business, Globalization Setting: China, Not Applicable organization, 2009 Difficulty: 4 - Undergraduate/MBA Length: 15 pages 9B08A012

"Do It Show": A New Mobile Communications Service in Korea

Youngchan Kim, Changjo Yoo Teaching Note: 8B08A12 Publication Date: 8/28/2008 This case presents points of contention and issues in the brand launch of a new telecommunication service of KTF, one of Korea's mobile telecommunication companies. As the second-place player in the 2G service market, which offered voice and text-messaging services, KTF decided to be the number one player in the new 3G service market, which offered stable video communication and high-speed data transmission as well as voice and textmessaging services. To do so, KTF developed a new brand, called "SHOW," and implemented various integrated marketing communication (IMC) strategies to attract customers. After only four months since its launch, KTF had successfully attracted more than one million members. Several critical points for successfully launching a new brand in the mobile telecommunication service can be determined from this case. The introduction highlights the success of KTF's new brand launch strategy. Then the mobile telecommunication

China's Trade Disputes

David W. Conklin, Danielle Cadieux Teaching Note: 8B09M18 Publication Date: 3/9/2009

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Richard Ivey School of Business Newly Registered Asian Case Abstracts June 2009
service market situation in South Korea is summarized. The next section provides a brief explanation of KTF and its new brand launch strategy in the 3G service market, covering topics from the market survey for 3G service to the brand-building processes. This is followed by an examination of how KTF used marketing-integrated communication for its new SHOW 3G service brand. Finally, the competitor's reaction to KTF's successful brand launch is summarized. Issue(s): Brands, Mobile Communication Industry, New Brand Launching Strategy, Integrated Marketing Strategy Industry: Communications Industry Setting: Korea, Large organization, 2007 Difficulty: 4 - Undergraduate/MBA Length: 18 pages 9B08M064 Difficulty: 4 - Undergraduate/MBA Length: 3 pages 9B09A008

FIJI Water and Corporate Social Responsibility Green Makeover or "Greenwashing"?

James McMaster, Jan Nowak Teaching Note: 8B09A08 Publication Date: 5/13/2009 This case analysis traces the establishment and subsequent operation of FIJI Water LLC and its bottling subsidiary, Natural Waters of Viti Limited, the first company in Fiji extracting, bottling and marketing, both domestically and internationally, artesian water coming from a virgin ecosystem found on Fiji's main island of Viti Levu. The case reviews the growth and market expansion of this highly successful company with the brand name "FIJI Natural Artesian Water" ("FIJI Water"). The company has grown rapidly over the past decade and a half, and now exports bottled water into many countries in the world from its production plant located in the Fiji Islands. In 2008, FIJI Water was the leading imported bottled water brand in the United States. In the context of great marketing success of the FIJI brand, particularly in the U.S. market, the case focuses on how the company has responded to a number of corporate social responsibility (CSR) issues, including measuring and reducing its carbon footprint, responsibilities to key stakeholders, and concerns of the Fiji government with regard to taxation and transfer pricing issues. The case provides a compelling illustration of how CSR challenges may jeopardize the sustainability of a clever marketing strategy. Disciplines: General Management, Marketing, Entrepreneurship, International Issue(s): Corporate Responsibility, Environment, International Marketing, Transfer Pricing, Marketing Communication, Brand Positioning, Greenwashing, Green Marketing Industry: Food and Kindred Products Setting: Fiji Islands, Medium organization, 2008 Difficulty: 4 - Undergraduate/MBA Length: 21 pages 9B09M044

Dr. Reddy's Laboratories (A)

Jean-Louis Schaan, Ramasastry Chandrasekhar Teaching Note: 8B08M64 (7 pages) Publication Date: 9/18/2008 Version Date: 10/2/2008 Dr. Reddy's Laboratories (Dr. Reddy's), a large pharmaceutical company in India, is trying to acquire the fourth largest generics manufacturer in Germany. Dr. Reddy's quoted $570 million in a competitive bidding situation. The company's chief negotiator is getting ready to close the deal if selected. Students will examine the issues for the chief negotiator, such as: is the price right, is the fit strategic, will the acquisition add value, how can the synergies be fully exploited and how should management proceed with the integration. The (A) case is positioned just before the acquisition and hints at the possible risks. The supplement case, Dr. Reddy's Laboratories (B), product # 9B08M065, is positioned two years post-acquisition and examines a major risk which, as it unfolded, brought the viability of the business model into question. Disciplines: General Management, International Issue(s): Mergers & Acquisitions, Emerging Markets, Post-merger Integration Industry: Chemicals and Allied Products Setting: Germany, Large organization, 2006 Difficulty: 4 - Undergraduate/MBA Length: 17 pages 9B08M065

Giant Inc.: Formation of the A-Team

Chwo-Ming (Joseph) Yu, Paul W. Beamish Teaching Note: 8B09M44 Publication Date: 5/25/2009 This case describes the history and activities of the ATeam, a major alliance of bicycle assembly firms and parts suppliers in Taiwan, which was created in 2003. A strategic alliance with competitors posed challenges. For the A-Team, it was more complicated because the alliance was between both competing bicycle assembly firms and between parts suppliers. By 2006, progress had been made in making the alliance work but the senior executives were wondering what they could do to ensure future progress. The case can be used in a strategy module or course on alliances/joint ventures in a section examining the competition versus cooperation challenge. Disciplines: General Management, International

Dr. Reddy's Laboratories (B)

Jean-Louis Schaan, Ramasastry Chandrasekhar Teaching Note: 8B08M64 Publication Date: 9/18/2008 Version Date: 10/2/2008 This supplement to Dr. Reddy's Laboratories (A), product # 9B08M064, looks at the two years post-acquisition and examines a major risk which, as it unfolded, brought the viability of the business model into question. Disciplines: General Management, International Issue(s): Mergers & Acquisitions, Emerging Markets, Post-merger Integration Industry: Chemicals and Allied Products Setting: Germany, Large organization, 2006

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Richard Ivey School of Business Newly Registered Asian Case Abstracts June 2009
Issue(s): Location Strategy, Networks, Alliances, Competitive Strategy, Learning Industry: Miscellaneous Manufacturing Industries Setting: Taiwan, Large organization, 2006 Difficulty: 4 - Undergraduate/MBA Length: 10 pages 9B08M087 Industry: Printing, Publishing & Allied Industries, Miscellaneous Retail Setting: Hong Kong, Small organization, 2008 Difficulty: 4 - Undergraduate/MBA Length: 7 pages 9B09M033

Guam Visitors Bureau

Jim Kayalar Teaching Note: 8B08M87 Publication Date: 12/15/2008 The general manager of the Guam Visitors' Bureau, a destination marketing organization, faces the challenge of running the island's tourism industry. There are strong interest groups, who have structured the competitive field in Guam, and the island's mature industry faces everincreasing competition from rival destinations. The general manager must formulate a realistic strategy that acknowledges the internal and external constraints his organization faces and safeguards the competitive position of Guam. Disciplines: General Management, International Issue(s): Growth Strategy, Strategy Development, Competitive Strategy, International Strategy Industry: Amusement and Recreation Services Setting: Guam, U.S., Large organization, 2007 Difficulty: 5 - MBA/Postgraduate Length: 25 pages 9B09M032

Ho Tak Kee Book Co. Ltd. - A Third Generation at a Crossroads (B)

Kevin Au, Barbara Li Teaching Note: 8B09M32 Publication Date: 5/22/2009 Ho Tak Kee, originally a professional publisher and printer that started back in the 1950s in Hong Kong, faced static performance for decades. This forced the founder and grandfather of the family to decide to close down the printing department. This decision pushed his youngest son, On-ping, to a critical point resolving whether and how to continue the family business. Under pressure, On-ping turned to his son John for support but the request put John in a difficult position of choosing between a professional career and the family business. As a young man without much life and work experience, John had to go through a personal development process to shape up as a leader to be able to make the family business thrive again and keep the family together, while formulating his entrepreneurial vision for the future of the business and family. Case (A) runs from John's point of view as his is making his decison and is intended to stimulate students to look at a family business from a third generation's perspective. Case (B) starts with John's decision to join Ho Tak Kee. Disciplines: General Management, Entrepreneurship, International Issue(s): Growth Strategy, Succession Planning, FamilyWork Interaction, Emerging Markets Industry: Printing, Publishing & Allied Industries, Miscellaneous Retail Setting: Hong Kong, Small organization, 2008 Difficulty: 4 - Undergraduate/MBA Length: 8 pages 9B08A020

Ho Tak Kee Book Co. Ltd. - A Third Generation at a Crossroads (A)

Kevin Au, Barbara Li Teaching Note: 8B09M32 Publication Date: 5/22/2009 Ho Tak Kee, originally a professional publisher and printer that started back in the 1950s in Hong Kong, faced static performance for decades. This forced the founder and grandfather of the family to decide to close down the printing department. This decision pushed his youngest son, On-ping, to a critical point resolving whether and how to continue the family business. Under pressure, On-ping turned to his son John for support but the request put John in a difficult position of choosing between a professional career and the family business. As a young man without much life and work experience, John had to go through a personal development process to shape up as a leader to be able to make the family business thrive again and keep the family together, while formulating his entrepreneurial vision for the future of the business and family. Case (A) runs from John's point of view as his is making his decison and is intended to stimulate students to look at a family business from a third generation's perspective. Case (B) starts with John's decision to join Ho Tak Kee. Disciplines: General Management, Human Resource Management, Entrepreneurship, International Issue(s): Growth Strategy, Succession Planning, FamilyWork Interaction, Emerging Markets

Louis Vuitton in India

Shih-Fen Chen, Ramasastry Chandrasekhar Teaching Note: 8B08A20 Publication Date: 12/23/2008 The case portrays a subtle situation in international marketing -- the marketing of a high-end brand into a lowincome nation, or the expansion of Louis Vuitton into India. This luxury good marketer faced practical problems in India, such as the challenge of identifying potential customers, the lack of media to build its brand, and the absence of high streets to open stores. In Europe and the U.S., luxury goods are often sold through company-owned stores that cluster in a particular area of the city (i.e., luxury retail cluster). After opening a store each in New Delhi and Mumbai inside two luxury hotels, Louis Vuitton teamed up with other western brands to develop a shopping mall. The case is designed to explore the possibility of using a luxury mall as a replacement of luxury retail clusters.

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Richard Ivey School of Business Newly Registered Asian Case Abstracts June 2009
Disciplines: Marketing, International Issue(s): International Marketing, Marketing Channels, Retail Marketing, Store Formats Industry: Apparel and Accessory Stores Setting: India, Large organization, 2008 Difficulty: 4 - Undergraduate/MBA Length: 16 pages 9B09M016

MIA, Philippines
Jim Kayalar Teaching Note: 8B09M16 Publication Date: 2/9/2009 The newly appointed country director of MIA Philippines, a non-profit organization with a mandate to alleviate poverty in developing countries, is faced with the challenge of designing and managing a development assistance project that would establish a go-to-market supply chain for a remote Filipino fishing village. The country director has to enter a new country, launch the project, deal with the constraints of a foreign culture, manage the expectations of major stakeholders whilst trying to manage a multi-cultural team and conclude the project on time. The value of the case lies in the realistic assessment of stakeholders motivation, their capabilities and assets, and project constraints during the design and implementation stages. Value chain analysis, value added analysis and stakeholder analysis are used to assess the applicability of project design, impact and long term success. Disciplines: General Management, International Issue(s): Project Design/Development, Project Management, Value Chain, Cross Cultural Management Industry: Non-Profit Organizations Setting: Philippines, Large organization, 2007 Difficulty: 4 - Undergraduate/MBA Length: 20 pages 9B09C009

meets all objectives of performance management. The case enables users to understand all steps in performance management and examine shortcomings at each stage. The role of incentive systems both as a tool to enhance individual performance and as a management control mechanism is also discussed. The case provides users an opportunity to evaluate the strategic significance of performance management. The case is to be used along with Performance Management at the National Institute of Management (Central India Campus) (A) No. 9B08C020. Disciplines: General Management, Human Resource Management, International Issue(s): Incentives, Management of Professionals, Educational Administration, Performance Measurement Industry: Educational Services Setting: India, Large organization, 2008 Difficulty: 4 - Undergraduate/MBA Length: 7 pages 9B08E011

Polaris 2008
Rua-Huan Tsaih, Darren Meister Teaching Note: 8B08E11 Publication Date: 3/16/2009 The Polaris 2008 case describes how the chairman of Polaris Securities Co. Ltd. (Polaris Securities) launched an information technology strategy and related complementary assets while exploring the conglomerate overseas market. As the chairman and key decisionmaker and promoter of Polaris, he had experienced the process of establishing the information technology strategy and its complementary assets for online stock trading and online transactions. With a prominent performance, the chairman had made Polaris Securities stand out conspicuously in Taiwan's securities market. He also copied Polaris Securities experiences, such as computational finance, trading platform and customer service, to Polaris Securities (Hong Kong) Ltd. (Polaris Securities HK) to expand his business scope. The chairman, who had abundant experience, contemplated whether Polaris Securities and Polaris Securities HK experiences could be duplicated in Singapore, Vietnam and Abu Dhabi. Disciplines: Management Science and Information Systems, International Issue(s): Internationalization, Leveraging Information Technology, Information Technology Strategy, Computational Finance Industry: Security and Commodity Brokers, Dealers Setting: Taiwan, Medium organization, 2008 Difficulty: 5 - MBA/Postgraduate Length: 12 pages 9B09M029

Performance Management at the National Institute of Management (Central India Campus) (B)
Ranjeet Nambudiri, K.R. Jayasimha Teaching Note: 8B08C20 Publication Date: 5/22/2009 The case describes existing performance management systems at a leading business school in India, the National Institute of Management (Central India campus) (NIM (CI campus)). The institution, which ranked among the top 20 business schools in India, is facing critical issues of attracting and retaining faculty members. The director of NIM (CI campus) has implemented a unit based performance measurement and incentive system that has worked favourably and enabled the institute to recruit top academicians. However, the management committee believes that the system has outlived its utility and desires to replace it with more robust systems that are less vulnerable to misuse. The faculty members, however, support retention of the existing system. The key teaching objective of this case is to understand performance management systems from perspectives of different stakeholders and develop a framework that

PRC & Peter Ross

Frederick Keenan, Peter Ross Teaching Note: 8B09M29 Publication Date: 4/22/2009 The multi-million dollar technology licensing agreement was in danger of falling apart. It was late September 2001; some months previously, The University of Western

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Richard Ivey School of Business Newly Registered Asian Case Abstracts June 2009
Ontario's (UWO's) Industry Liaison Office had signed a conditional agreement with a major pharmaceutical company operating throughout the People's Republic of China (PRC). The agreement permitted the company to utilize specific technology developed at UWO in health products to be marketed throughout the PRC. The agreement was conditional upon ratification being signed not later than October 31, 2001 - but, within that period, terrorists attacked the World Trade Center and the Pentagon. In the months immediately following September 11, 2001, the appetite of the PRC for buying Western technology had greatly diminished, and the PRC Ministry of Foreign Trade and Economic Development continued to delay ratification of the agreement. UWO's legal counsel, Peter Ross, was asked by his university to lay out the framework and possible alternative courses of action within which a decision could be made as to what the university could do in this situation. The learning objectives of the case are: 1) to become aware of the forms of intellectual property (IP) that can be involved in international cooperation, the potential difficulties and risks involved in sharing IP, the types of agreements that can be drawn up to minimize the risks, and the legal frameworks within which disagreements can be resolved 2) to become aware of how different partner countries respect or allegedly disregard rights to IP and commercial transactions generally 3) to develop strategies for coping in this environment. Disciplines: General Management, Entrepreneurship, International Issue(s): Research and Development, Licensing, Intellectual Properties, International Joint Venture Industry: Health Services Setting: People's Republic of China, Medium organization, 2001 Difficulty: 4 - Undergraduate/MBA Length: 5 pages 9B09C002 Disciplines: Human Resource Management, International Issue(s): Career Development, Employee Selection, Manpower Planning, Intercultural Relations Industry: Health Services Setting: China, Medium organization, 2007 Difficulty: 4 - Undergraduate/MBA Length: 17 pages 9B09A011

Shoppers Stop - Targeting the Young

Shanker Krishnan, Ramasastry Chandrasekhar Publication Date: 5/14/2009 The case deals with how Shoppers Stop, a home-grown Indian retailer of branded apparel and accessories closely identified with the adult segment of customers for a decade and a half since inception, looked at the growing segment of the youth population. Against the backdrop of an aging demographic, particularly among countries in North America and Europe, India had an advantage of a largely young population. Thirty-five per cent of Indian were under 15 years of age and 70 per cent under 35 years of age - a profile likely to remain so for the next two decades. Topics of discussion include: Is there a risk for an adult company in targeting the young? Is there a risk in not targeting the young? Is there a business opportunity in the youth segment? What should Shoppers Stop do if it were to seize the opportunity? What is the addressable segment? Is a change in strategy required now or will tweaking the current strategy do? Disciplines: Marketing, International Issue(s): Market Segmentation, Retailing, Customer Relationship Management Industry: Apparel and Accessory Stores Setting: India, Medium organization, 2006 Difficulty: 4 - Undergraduate/MBA Length: 23 pages 9B08M077

QiLing Research Hospital

John S. Haywood-Farmer, Kevin Leung Publication Date: 1/20/2009 The QiLing Research Hospital (QiLing), located in Beijing, China, headed by Dr. Tien Tzu, CEO, is in a partnership with the China Research Network (CRN). This partnership was formed in an effort to mutually benefit both parties in terms of becoming a leader in health-care quality standards and creating more effective health-care techniques. Due to the intertwined nature of this relationship, the acquisition of human capital for specific positions within the hospital requires CRN to provide the candidates. Dr. Tien Tzu is increasingly concerned that CRNs hiring conditions are hindering QiLings potential specifically referencing the latest batch of candidates CRN has provided to fill a key spot in the neurology department. She is aware that the right people are the key to maintaining QiLings growth and loyalty and has analyzed how the candidate selection process, overall compensation, and job retention efforts affect the quality of the human capital pool. She is entertaining thoughts about overhauling the process for the benefit of QiLing, and is unsure how CRN will respond to any proposals she might make.

Sinyi Real Estate in Taiwan

Terence Tsai, Borshiuan Cheng, Shubo Philip Liu Teaching Note: 8B08M77 Publication Date: 1/12/2009 As the economies of Greater China continued the process of rapid transformation and industrialization, newly industrialized countries (NICs), such as Taiwan and mainland China, experienced dramatic changes in their business settings. Accompanying the industrialization of east Asian economies, business ethics were in a state of flux, as traditional values were often swept aside to justify profit maximization. In this ever-changing business environment, what were the characteristics and benefits of Chinese business ethics? What role did they play? Could an integrity-based business practice serve as a source of competitive advantage? What business settings were supporting business ethics? Few studies have paid attention to these kinds of questions. Sinyi was one of the most successful real estate agent companies in Taiwan and mainland China. From a Confucian perspective, Sinyi's founder cultivated a "people-centered" culture for both its customers and employees. By applying business ethics as a central differentiating strategy, Sinyi

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Richard Ivey School of Business Newly Registered Asian Case Abstracts June 2009
established an excellent corporate image and was regarded by many as the role model of responsible business. Sinyi service was regarded as premier in Taiwan. Its customer satisfaction rating was also far above the industry average. Trustworthiness and fair dealing were the company's guiding principles. This was in contrast to the-then chaotic environment of the real estate industry in Taiwan, where basic trust between buyers and sellers was rare and deceit existed everywhere. Focusing on using business ethics as a central differentiating strategy, Sinyi had grown into Sinyi Group, which successfully integrated upstream, midstream and downstream industries and established a highly-acclaimed business model. Over the past two decades, Sinyi Group had expanded its operations to mainland China and forged an alliance with global real estate brokerage Coldwell Banker. The case can be used for MBA and EMBA courses in business ethics (in a module on culture and business ethics) and strategic management (in a module on strategic business ethics). This case should provoke holistic thinking and discussion on sustainable business, Confucian entrepreneurship and the relationship between business ethics and competitive advantages. Disciplines: General Management, Entrepreneurship, International Issue(s): Ethical Issues, Human Resources Management, Management Science and Info. Systems, Strategy, Sustainability, Corporate Social Responsibility, Differentiation Industry: Real Estate Industry Setting: Taiwan, Large organization, 2008 Difficulty: 5 - MBA/Postgraduate Length: 20 pages 9B08E012 9B08E013

Sydney Water Customer Information and Billing System (B)

Michael Parent Teaching Note: 8B08E12 Publication Date: 12/23/2008 Sydney Water's new customer information and billing system (CIBS), its largest information technology project ever, was over-budget and very late, with no end in sight. In the (A) case, the board of directors must decide what action to take with regards to management's actions, and regarding the project contractor, PricewaterhouseCoopers. The (B) case outlines what happened afterwards. The cases span a 10-year period from inception to litigation. The case is useful as a tool to explore governance issues at the board and senior management levels as they pertain to enterprise risk management and IT risk. Disciplines: Management Science and Information Systems, International Issue(s): Board of Directors, Government and Business, Information Systems, Project Management Industry: Electric, Gas and Sanitary Services Setting: Australia, Large organization, 2002 Difficulty: 5 - MBA/Postgraduate Length: 4 pages 9B08M094

Tata Motors Acquisition of Daewoo Commercial Vehicle Company

Meera Harish, Sanjay Singh, Kulwant Singh Teaching Note: 8B08M94 Publication Date: 2/2/2009 In January 2004, the chairman of the India-based Tata Group, announced that the Tata Group would focus its efforts on international expansion to become globally competitive. This largely domestic vehicle manufacturing firm subsequently acquired a leading established South Korean firm, Daewoo Commercial Vehicle Company (DCVC). This case focuses on the background of the firms and the acquisition, and the bidding and acquisition process. It provides information on the interests of the acquirer and target, and how both came to see the value in the acquisition. The Tata Group acquisition presents an uncommon situation of how an Indian firm acquired a firm in South Korea while overcoming a series of cultural and other barriers. An analysis of this case provides the basis for determining what criteria should be considered to guide a successful acquisition. A companion case to Tata Motors Integration of Daewoo Commercial Vehicle Company, #9B08M095. Disciplines: General Management, International Issue(s): Business Policy, Corporate Strategy, Mergers & Acquisitions, Market Entry, Management Decisions, International Strategy, International Expansion Industry: Transportation Equipment Setting: South Korea;India, Large organization, 2004 Difficulty: 4 - Undergraduate/MBA Length: 15 pages

Sydney Water Customer Information and Billing System (A)

Michael Parent Teaching Note: 8B08E12 Publication Date: 12/23/2008 Sydney Water's new customer information and billing system (CIBS), its largest information technology project ever, was over-budget and very late, with no end in sight. In the (A) case, the board of directors must decide what action to take with regards to management's actions, and regarding the project contractor, PricewaterhouseCoopers. The (B) case outlines what happened afterwards. The cases span a 10-year period from inception to litigation. The case is useful as a tool to explore governance issues at the board and senior management levels as they pertain to enterprise risk management and IT risk. Disciplines: Management Science and Information Systems, International Issue(s): Board of Directors, Government and Business, Information Systems, Project Management Industry: Electric, Gas and Sanitary Services Setting: Australia, Large organization, 2002 Difficulty: 5 - MBA/Postgraduate Length: 3 pages

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Richard Ivey School of Business Newly Registered Asian Case Abstracts June 2009
9B08M095 9B08M033

Tata Motors Integration of Daewoo Commercial Vehicle Company

Meera Harish, Sanjay Singh, Kulwant Singh Teaching Note: 8B08M95 Publication Date: 2/2/2009 In January 2004, the chairman of the India-based Tata Group, announced that the Tata Group would focus its efforts on international expansion to become globally competitive. This largely domestic vehicle manufacturing firm subsequently acquired a leading established South Korean firm, Daewoo Commercial Vehicle Company (DCVC). This case complements the case Tata Motors Acquisition of Daewoo Commercial Vehicles Company, #9B08M094. Commencing from the successful completion of the acquisition of DCVC, this case details the strategic, organizational and operational changes implemented to integrate the two firms. The value of this case is twofold: 1) it demonstrates how firms can effectively integrate an acquired firm, particularly in terms of the wide range of strategic and tactical actions; and 2) it provides an example of a firm that takes an unorthodox approach to integration. Students have an opportunity to evaluate the factors that determine the success of a postacquisition integration. Disciplines: General Management, International Issue(s): Business Policy, Corporate Strategy, Mergers & Acquisitions, Market Entry, Management Decisions, International Strategy, International Expansion Industry: Transportation Equipment Setting: South Korea, India, Large organization, 2004 Difficulty: 4 - Undergraduate/MBA Length: 8 pages 9B08M032

TeaBox - Running Tuck Shops in Hong Kong Schools (B)

Kevin Au, Mingles Tsoi Teaching Note: 8B08M32 Publication Date: 3/16/2009 This supplement to TeaBox - Running Tuck Shops in Hong Kong Schools (A), product 9B08M032, is about social enterprise establishment. In the process of starting up a social venture, TeaBox, Alfred Ku and his team, who were social workers and business professionals, lacked experience to overcome various obstacles and deal with different stakeholders. They found the entrepreneurial drive from an unexpected source but caused business and personal problems in the new venture, which Ku was not prepared to solve. Although he believed that TeaBox could convey the message of Life Education to benefit more schools, whether this would become a reality depended on his team's capability to solve business problems in the context of a social venture. Disciplines: General Management, Entrepreneurship, International Issue(s): New Enterprises, Non-Profit Organization, Employee Relations, Strategy and Resources Industry: Food Stores Setting: Hong Kong, 2007 Difficulty: 4 - Undergraduate/MBA Length: 3 pages 9B08M096

Victory Bank Limited (A)

W. Glenn Rowe, Unnat Kohli Teaching Note: 8B08M96 Publication Date: 3/31/2009 The vice-president of corporate and institutional banking at Victory Bank Limited (VBL) finds himself in a political imbroglio. He needs to respond to the request by VBL's head of retail and private banking to join his team, even though the vice-president shares an excellent relationship with his current boss and is a star performer within the organization. The vice-president needs to decide his next steps: whether to accept that new role or to decline it. Students will come to understand how they can get caught in political battles and how best to manage the politics within the organization. Students will also learn to think their way through the various options faced when tackling similar situations. Disciplines: General Management, International Issue(s): Career Management, Managing Upward, Managing Politics in a Large Organization Industry: Banking Setting: India, Large organization, 2008 Difficulty: 3 - Undergraduate Length: 8 pages 9B08M097

TeaBox - Running Tuck Shops in Hong Kong Schools (A)

Kevin Au, Mingles Tsoi Teaching Note: 8B08M32 Publication Date: 3/16/2009 This case is about social enterprise establishment. In the process of starting up a social venture, TeaBox, Alfred Ku and his team, who were social workers and business professionals, lacked experience to overcome various obstacles and deal with different stakeholders. They found the entrepreneurial drive from an unexpected source but caused business and personal problems in the new venture, which Ku was not prepared to solve. Although he believed that TeaBox could convey the message of Life Education to benefit more schools, whether this would become a reality depended on his team's capability to solve business problems in the context of a social venture. Disciplines: General Management, Entrepreneurship, International Issue(s): New Enterprises, Non-Profit Organization, Employee Relations, Strategy and Resources Industry: Food Stores Setting: Hong Kong, 2007 Difficulty: 4 - Undergraduate/MBA Length: 11 pages

Victory Bank Limited (B)

W. Glenn Rowe, Unnat Kohli Teaching Note: 8B08M96 Publication Date: 3/31/2009

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Richard Ivey School of Business Newly Registered Asian Case Abstracts June 2009
This is a supplement to Victory Bank Limited (A), product 9B08M096. The vice-president of corporate and institutional banking at Victory Bank Limited (VBL) finds himself in a political imbroglio. The vice-president needs to decide his next steps. Students will come to understand how they can get caught in political battles and how best to manage the politics within the organization. Disciplines: General Management, International Issue(s): Career Management, Managing Upward, Managing Politics in a Large Organization Industry: Banking Setting: India, Large organization, 2008 Difficulty: 3 - Undergraduate Length: 3 pages 9B08D009

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Wal-Mart China: Sustainable Operations Strategy

David Robb, Ben Hopwood, Lei Wang, Jun Cheng Teaching Note: 8B08D09 Publication Date: 5/5/2009 A German expatriate had moved to China in 2005 to take up a merchandizing position at the Wal-Mart China headquarters in Shenzen. By 2008 he had been promoted to the new position of senior director for sustainability for Wal-Mart China (retail) and Global Procurement. His new position required that he lead the rapidly-approaching inaugural Wal-Mart Sustainability Summit. The senior director must ensure that Wal-Mart Chinas five Strategic Value Networks (SVNs), which were tasked with leading sustainability change within the organization, continued to engage stakeholders by implementing innovative solutions that not only cut costs but also lead to more sustainable operations. The case describes Wal-Mart Chinas operations (including purchasing, distribution and retail) in the context of the companys desire to improve sustainability in a manner appropriate to China. The immediate issue is to identify opportunities to improve the sustainability of Wal-Mart Chinas distribution systems and retail operations. Disciplines: General Management, Production and Operations Management, International Issue(s): Distribution, Purchasing, Logistics, Supply Chain Management, Sustainability Industry: Apparel and Accessory Stores Setting: China, Large organization, 2008 Difficulty: 4 - Undergraduate/MBA Length: 20 pages

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