Pub Date : 2017-02-13DOI: 10.1108/CASE.DARDEN.2016.000322
P. Debaere, C. Davies
This case describes and analyzes the negotiations surrounding the U.S.-Thailand free trade agreement (FTA) that never materialized. The case offers an excellent opportunity to discuss the complexities of trade negotiations, the welfare analyses of FTAs (with trade diversion and creation), and the growth of FTAs and customs unions (CUs) as opposed to multilateral trade liberalizations.
{"title":"Thought this Was Easy? U.S.-Thailand Free Trade Agreement","authors":"P. Debaere, C. Davies","doi":"10.1108/CASE.DARDEN.2016.000322","DOIUrl":"https://doi.org/10.1108/CASE.DARDEN.2016.000322","url":null,"abstract":"This case describes and analyzes the negotiations surrounding the U.S.-Thailand free trade agreement (FTA) that never materialized. The case offers an excellent opportunity to discuss the complexities of trade negotiations, the welfare analyses of FTAs (with trade diversion and creation), and the growth of FTAs and customs unions (CUs) as opposed to multilateral trade liberalizations.","PeriodicalId":269433,"journal":{"name":"Darden Case: General Management (Topic)","volume":"16 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-02-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122120759","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The big three performance variables -- growth in real GDP, inflation rate, and unemployment rate -- are important starting points for delving into the macroeconomies of any country. This note offers some brief background on the policy environment surrounding performance reporting in the United States and the Eurozone; exhibits show historical performance on each of the big three variables for both. Students are asked to relate important events in the world economy to the path of the three variables from 1999 through mid-2009. Differences in performance in each country/region over time and differences among the regions are also requested in the assignment questions.
{"title":"The Big Three Performance Variables: Macroperformance of the United States and the Eurozone","authors":"A. Beckenstein","doi":"10.2139/ssrn.1583775","DOIUrl":"https://doi.org/10.2139/ssrn.1583775","url":null,"abstract":"The big three performance variables -- growth in real GDP, inflation rate, and unemployment rate -- are important starting points for delving into the macroeconomies of any country. This note offers some brief background on the policy environment surrounding performance reporting in the United States and the Eurozone; exhibits show historical performance on each of the big three variables for both. Students are asked to relate important events in the world economy to the path of the three variables from 1999 through mid-2009. Differences in performance in each country/region over time and differences among the regions are also requested in the assignment questions.","PeriodicalId":269433,"journal":{"name":"Darden Case: General Management (Topic)","volume":"7 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-04-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130698017","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This note discusses the circular flow. With a simple model it is shown how changes in the components of expenditures affect overall income. The analysis is both graphical and algebraic.
{"title":"Circular Flow: A Simple Model of the Economy","authors":"P. Debaere","doi":"10.2139/ssrn.1583767","DOIUrl":"https://doi.org/10.2139/ssrn.1583767","url":null,"abstract":"This note discusses the circular flow. With a simple model it is shown how changes in the components of expenditures affect overall income. The analysis is both graphical and algebraic.","PeriodicalId":269433,"journal":{"name":"Darden Case: General Management (Topic)","volume":"128 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-04-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122637228","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Prior to the 1990s, the Deluxe Corporation (Deluxe), the world’s largest printer of checks as well as a provider of electronic products and services to financial institutions and retail companies, was characterized as a generally stable, family oriented business. This relatively calm situation was unsettled in the 1980s by deregulation of the banking industry and changes in technology. Deluxe is forced to adopt a business model and implement strategic objectives to stay alive.
{"title":"Deluxe Corporation (a and B Abridged) Activity-Based Costing","authors":"P. Turney","doi":"10.2139/ssrn.1419816","DOIUrl":"https://doi.org/10.2139/ssrn.1419816","url":null,"abstract":"Prior to the 1990s, the Deluxe Corporation (Deluxe), the world’s largest printer of checks as well as a provider of electronic products and services to financial institutions and retail companies, was characterized as a generally stable, family oriented business. This relatively calm situation was unsettled in the 1980s by deregulation of the banking industry and changes in technology. Deluxe is forced to adopt a business model and implement strategic objectives to stay alive.","PeriodicalId":269433,"journal":{"name":"Darden Case: General Management (Topic)","volume":"285 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-06-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132582603","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Asea Brown Boveri, Mannheim, is considering the purchase of an East Berlin maufacturer of turbines from the Treuhandanstalt. It is an opportunity to start in East Germany and to work for markets in Eastern Europe. Low productivity, high pollution, potential inablity of Eastern customers to buy, and little information on the value of the company all make the opportunity very risky. Students evaluate the fit of this business within company strategy and evaluate whether the deal should proceed.
曼海姆(Mannheim)的Asea Brown Boveri正在考虑收购东柏林一家来自Treuhandanstalt的涡轮机制造商。这是一个从东德开始并为东欧市场工作的机会。低生产率，高污染，东方客户可能无法购买，以及关于公司价值的信息很少，这些都使得机会非常危险。学生评估这项业务是否符合公司战略，并评估是否应该进行交易。
{"title":"Abb and Bergmann-Borsig","authors":"S. Bodily","doi":"10.2139/ssrn.1419765","DOIUrl":"https://doi.org/10.2139/ssrn.1419765","url":null,"abstract":"Asea Brown Boveri, Mannheim, is considering the purchase of an East Berlin maufacturer of turbines from the Treuhandanstalt. It is an opportunity to start in East Germany and to work for markets in Eastern Europe. Low productivity, high pollution, potential inablity of Eastern customers to buy, and little information on the value of the company all make the opportunity very risky. Students evaluate the fit of this business within company strategy and evaluate whether the deal should proceed.","PeriodicalId":269433,"journal":{"name":"Darden Case: General Management (Topic)","volume":"24 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-06-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123299963","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Prior to the 1990s, the Deluxe Corporation (Deluxe), the world’s largest printer of checks as well as a provider of electronic products and services to financial institutions and retail companies, was characterized as a generally stable, family oriented business. This relatively calm situation was unsettled in the 1980s by deregulation of the banking industry and changes in technology. Deluxe is forced to adopt a business model and implement strategic objectives to stay alive.
{"title":"Deluxe Corporation (E): Supply-Chain Management","authors":"P. Turney","doi":"10.2139/ssrn.1419815","DOIUrl":"https://doi.org/10.2139/ssrn.1419815","url":null,"abstract":"Prior to the 1990s, the Deluxe Corporation (Deluxe), the world’s largest printer of checks as well as a provider of electronic products and services to financial institutions and retail companies, was characterized as a generally stable, family oriented business. This relatively calm situation was unsettled in the 1980s by deregulation of the banking industry and changes in technology. Deluxe is forced to adopt a business model and implement strategic objectives to stay alive.","PeriodicalId":269433,"journal":{"name":"Darden Case: General Management (Topic)","volume":"28 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-06-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126185892","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Prior to the 1990s, the Deluxe Corporation (Deluxe), the world’s largest printer of checks as well as a provider of electronic products and services to financial institutions and retail companies, was characterized as a generally stable, family oriented business. This relatively calm situation was unsettled in the 1980s by deregulation of the banking industry and changes in technology. Deluxe is forced to adopt a business model and implement strategic objectives to stay alive.
{"title":"Deluxe Corporation (D): Value-Based Management","authors":"P. Turney","doi":"10.2139/ssrn.1419814","DOIUrl":"https://doi.org/10.2139/ssrn.1419814","url":null,"abstract":"Prior to the 1990s, the Deluxe Corporation (Deluxe), the world’s largest printer of checks as well as a provider of electronic products and services to financial institutions and retail companies, was characterized as a generally stable, family oriented business. This relatively calm situation was unsettled in the 1980s by deregulation of the banking industry and changes in technology. Deluxe is forced to adopt a business model and implement strategic objectives to stay alive.","PeriodicalId":269433,"journal":{"name":"Darden Case: General Management (Topic)","volume":"9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-06-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133685903","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In January 2008, Vietnam faced an economic challenge as the U.S. Federal Reserve cut rates by 75 basis points. What would it take to keep the financial markets from faltering? What would it take to maintain the high growth that had lifted millions out of poverty? Was it time for significant changes, or was a steady hand what the markets needed most?
{"title":"Vietnam: A New Tiger Earns its Stripes","authors":"Francis E. Warnock, Peter Rodriguez","doi":"10.2139/ssrn.1419819","DOIUrl":"https://doi.org/10.2139/ssrn.1419819","url":null,"abstract":"In January 2008, Vietnam faced an economic challenge as the U.S. Federal Reserve cut rates by 75 basis points. What would it take to keep the financial markets from faltering? What would it take to maintain the high growth that had lifted millions out of poverty? Was it time for significant changes, or was a steady hand what the markets needed most?","PeriodicalId":269433,"journal":{"name":"Darden Case: General Management (Topic)","volume":"18 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-06-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126843163","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Since 1986, Visx had been guiding several procedures to treat corneal pathologies and refractive eye disorders through the multistage FDA approval process. The costs associated with submitting clinical trial information to the FDA were taking a toll. Problems increased dramatically in September 1994, when Visx's stock price fell 26% with the news that FDA approval was delayed because of compliance irregularities found at some clinical testing sites. And that same year, its revenues dropped by 19%. Getting FDA approval was extremely important to Visx, as it would have its foot in the door and be able to sell its excimer laser system in the United States. The persistent sentiment among the management team was that even though Visx had a technologically superior laser system, which consistently received top ranking from the world's leading ophthalmologists; Visx's competition was going to win the race to gain FDA approval by virtue of being relentlessly aggressive and street smart. Excerpt UVA-G-0620 Rev. Aug. 18, 2010 MARK LOGAN @ VISX, INC. On January 7, 1995, Mark B. Logan, the newly appointed chairman and CEO of Visx, Inc., sat in a brightly lit conference room at the Chaminade Resort & Spa in Santa Cruz, California. The off-site strategy meeting Logan had scheduled a month before had started, and the mood among the attendees, most of whom were members of the company's senior management team, was grim. Visx, of Santa Clara, California, was one of two major players in the emerging laser vision-correction market in the United States; the other one was Summit Technology, Inc., of Waltham, Massachusetts. The two competitors developed and manufactured excimer laser systems for ophthalmic applications. Although their systems were being successfully used worldwide, Visx and Summit were awaiting U.S. Food and Drug Administration (FDA) approval to sell them in the critically important U.S. market. Since 1986, Visx had been guiding several procedures to treat corneal pathologies and refractive eye disorders through the multistage FDA approval process. The costs associated with submitting clinical trial information to the FDA were taking a toll on Visx, but the problems increased dramatically in September 1994, when Visx's stock price fell 26% with the news that FDA approval was delayed because of compliance irregularities found at some clinical testing sites. That same year, revenues dropped by 19% to $ 17,896,000, from $ 22,074,000 in 1993, and the company recorded a net loss of $ 6,264,000 or 60 cents per share. . . .
{"title":"Mark Logan @ Visx, Inc","authors":"Philippe Sommer, Gosia Glinska","doi":"10.2139/ssrn.1419821","DOIUrl":"https://doi.org/10.2139/ssrn.1419821","url":null,"abstract":"Since 1986, Visx had been guiding several procedures to treat corneal pathologies and refractive eye disorders through the multistage FDA approval process. The costs associated with submitting clinical trial information to the FDA were taking a toll. Problems increased dramatically in September 1994, when Visx's stock price fell 26% with the news that FDA approval was delayed because of compliance irregularities found at some clinical testing sites. And that same year, its revenues dropped by 19%. Getting FDA approval was extremely important to Visx, as it would have its foot in the door and be able to sell its excimer laser system in the United States. The persistent sentiment among the management team was that even though Visx had a technologically superior laser system, which consistently received top ranking from the world's leading ophthalmologists; Visx's competition was going to win the race to gain FDA approval by virtue of being relentlessly aggressive and street smart. \u0000Excerpt \u0000UVA-G-0620 \u0000Rev. Aug. 18, 2010 \u0000MARK LOGAN @ VISX, INC. \u0000On January 7, 1995, Mark B. Logan, the newly appointed chairman and CEO of Visx, Inc., sat in a brightly lit conference room at the Chaminade Resort & Spa in Santa Cruz, California. The off-site strategy meeting Logan had scheduled a month before had started, and the mood among the attendees, most of whom were members of the company's senior management team, was grim. \u0000Visx, of Santa Clara, California, was one of two major players in the emerging laser vision-correction market in the United States; the other one was Summit Technology, Inc., of Waltham, Massachusetts. The two competitors developed and manufactured excimer laser systems for ophthalmic applications. Although their systems were being successfully used worldwide, Visx and Summit were awaiting U.S. Food and Drug Administration (FDA) approval to sell them in the critically important U.S. market. \u0000Since 1986, Visx had been guiding several procedures to treat corneal pathologies and refractive eye disorders through the multistage FDA approval process. The costs associated with submitting clinical trial information to the FDA were taking a toll on Visx, but the problems increased dramatically in September 1994, when Visx's stock price fell 26% with the news that FDA approval was delayed because of compliance irregularities found at some clinical testing sites. That same year, revenues dropped by 19% to $ 17,896,000, from $ 22,074,000 in 1993, and the company recorded a net loss of $ 6,264,000 or 60 cents per share. \u0000. . .","PeriodicalId":269433,"journal":{"name":"Darden Case: General Management (Topic)","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-06-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128545756","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
A government official in a developing country requests cash to purchase an air ticket to make a personal trip and to purchase the services of a prostitute in return for overlooking a safety and environmental violation.
{"title":"The Case of the Talking Blanket","authors":"L. Grayson","doi":"10.2139/ssrn.1419311","DOIUrl":"https://doi.org/10.2139/ssrn.1419311","url":null,"abstract":"A government official in a developing country requests cash to purchase an air ticket to make a personal trip and to purchase the services of a prostitute in return for overlooking a safety and environmental violation.","PeriodicalId":269433,"journal":{"name":"Darden Case: General Management (Topic)","volume":"56 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-06-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123441931","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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