Integrated supply chains are becoming an integral part of the competitive landscape as firms seek to create strategic advantages. Yet, along with the economic benefits derived from these more coordinated supply chains come certain social obligations. Many buying firms are developing codes of...

This case continues the examination begun in the A case (UVA-OB-0586) of the critical role played by three alliance managers during Shell's attempt to reenter the Italian market through a joint venture with MontEdison

This note explores the impact of the 1998 Master Settlement Agreement (MSA) on the tobacco industry's advertising and promotion and its effect on curtailing smoking, particularly among teens. The agreement effectively shifted the bulk of the industry's spending to discounting (e.g., coupons) as...

The C case is the final case in the series that traces the growth of this Internet start-up. The firm has now entered the economic decline of the late 1990s and has been caught in the collapse of the telecom industry. The case explores the options available to Murville and describes how Telezoo...

The B case describes the different strategies initiated by Murville as she attempts to correct the problems highlighted in the A case (UVA-M-0651). The B case develops the thinking and the rationale for Telezoo's new approach to the market and describes how the plan was executed. In addition,...

The purpose of the case is to help students understand the complex nature of a visible and expensive organizational buying process. The goal is to help students appreciate the nature of the selling task, the complex interplay of different decision-making-unit members, and both the political and...

This case offers students an opportunity to examine a variety of issues concerning compensation: How much to pay? What kind of compensation plan to use? How much of the management task can compensation accomplish? In addition, the case also examines the relationship between strategy and task and...

The C case summarizes the difficulties that the merger proposal encountered and the difficult decision facing Volvo's board of directors on December 2, 1993: rescind the merger proposal or take it to the shareholders. The tasks for the student are to evaluate the coalitions of support and...

The D case briefly presents the epilogue: the board withdraws the merger proposal and Volvo's CEO of 20 years resigns; the strategic alliance is dissolved; and Volvo embarks on a new strategy, focused on the automotive industry. The task for the student is to assess the reasons for dissolving the...