Ivey Publishing

Information Systems Management in Practice

McNurlin, B.C., Sprague, R.H.,7/e (United States, Pearson, 2006)
Prepared By Israr Qureshi, Ph.D. Student (Information Systems)
Chapter and Title Chapter Matches: Case Information
Chapter 1:
The Importance of Information Systems Management

WINDEMERE TRUST COMPANY: AN INFORMATION SYSTEMS VISION
Sid L. Huff, Deborah Compeau

Product Number: 9A93E008
Publication Date: 11/30/1993
Revision Date: 3/3/2010
Length: 18 pages

A medium-sized Canadian trust company has fallen behind technologically and is in danger of losing competitiveness. The new CEO is very frustrated with the lack of responsiveness on the part of his IS group. A new CIO (chief information officer) has been hired to re-energize and re-direct the IS group. After learning the lay of the land, the new CIO has developed a vision of what should be done. The vision includes wholesale commitment to the use of CASE (Computer Aided Software Engineering) tools for new software development, the re-development of all the firm's software using CASE tools, the replacement of the existing hardware platforms with a new network of distributed minicomputers, and drastically cutting back the IS workforce. The new CIO has committed to accomplishing all these changes within 18 months.

Teaching Note: 8A93E08 (12 pages)
Industry: Finance and Insurance
Issues: Integration; Management Information Systems; Computer System Implementation; Information Systems
Difficulty: 4 - Undergraduate/MBA



NAVIGATORS OF CANADA
Derrick Neufeld, Jared Fast

Product Number: 9B02E013
Publication Date: 1/9/2003
Revision Date: 12/1/2009
Length: 17 pages

The Navigators of Canada is a non-profit religious order operating on 19 campuses and in 20 communities across Canada, and is part of a 104-nation, 3,700 staff member global organization. The Canadian organization is suffering from insufficient information systems planning, and significant communication challenges have risen due to the geographic separation of its staff members. The president of The Navigators of Canada believes that information technology can help, but he is unsure how to proceed.

Teaching Note: 8B02E13 (7 pages)
Industry: Social Advocacy Organizations
Issues: Information Systems; Non-Profit Organization; Team Building; Communications
Difficulty: 4 - Undergraduate/MBA



TALKING ABOUT...RFID
Darren Meister, Ken Mark

Product Number: 9B05E011
Publication Date: 5/30/2005
Revision Date: 9/30/2009
Length: 7 pages

Two managers discuss issues related to radio frequency identification (RFID) trends and adoption, including how the technology works and how it might be used. The purpose of the case is to engage a class in a discussion regarding the way in which managers look at new technologies, RFID being one example.

Teaching Note: 8B05E11 (4 pages)
Industry: Manufacturing
Issues: Information Technology; Technological Change; Information Systems
Difficulty: 4 - Undergraduate/MBA


Chapter 2:
The Top IS Job

RIVERBANK FINANCIAL: BALANCING THE PENDULUM
Duncan G. Copeland, Sid L. Huff, Kathryn Brohman

Product Number: 9A98E005
Publication Date: 3/25/1998
Revision Date: 1/27/2010
Length: 17 pages

The information technology (IT) group at a large Canadian financial institution has recently undergone a dramatic change from a controlled, technology centric environment, to a much more participative, customer-focused environment. A new operating framework has been implemented that introduced a competency (resource) centre into the group's structure and altered operations related to process and project execution. Consistent with their vision, the IT group have effectively partnered with their customers and are delivering cost-competitive and innovative solutions. IT executives are satisfied with the change and the internal customers of the IT group have recognized short-term advantages. However, looking long-term, one key customer can't help but wonder if the new structure and operations may jeopardize Riverbank Financial's traditional reputation of extraordinary technical expertise. Recognizing the customer's concern, the executive vice-president of IT must consider whether the new operating framework has taken too much focus away from the proprietary technology and identify possible adjustments to the IT group's structure and operations.

Teaching Note: 8A98E05 (9 pages)
Industry: Finance and Insurance
Issues: Integration; Management Information Systems; Project Management; Leadership
Difficulty: 4 - Undergraduate/MBA



YAHOO V. SURVIVORS OF THE HOLOCAUST
Henry W. Lane, David T.A. Wesley

Product Number: 9B02C051
Publication Date: 10/29/2002
Revision Date: 11/9/2009
Length: 15 pages

Yahoo Inc. was the second largest Internet portal worldwide and the leading Internet portal in France. After Nazi-era memorabilia was posted on one of its English-language auction sites, the company was ordered under a French law to block access to neo-Nazi content. Yahoo filed a countersuit, alleging that compliance would violate free speech, as guaranteed under U.S. and international laws. Angered by the company's response, survivors of the Holocaust charged the chief executive officer with war crimes, for supporting the atrocities of the Nazi regime through its Web site. The borderless nature of the Internet raises many issues for the company: conflicting laws and cultures of other countries, differing views on freedom of speech and suppression of objectionable material, ethical considerations and the impact of extraterritoriality.

Teaching Note: 8B02C51 (8 pages)
Industry: Information, Media & Telecommunications
Issues: Competitiveness; International Law; Ethical Issues; International Business; Northeastern
Difficulty: 4 - Undergraduate/MBA



NORTEL - RE-INVENTING I/S
E.F. Peter Newson, Olga Volkoff

Product Number: 9A97E001
Publication Date: 9/8/1997
Revision Date: 2/3/2010
Length: 15 pages

With changes in both technology and the environment, Nortel has had to evolve from a company that sells a collection of telecommunication products to a company that sells integrated packages of products that satisfy specific customer needs. In the past, I/S has been spread across the various product divisions, supporting a highly decentralized corporate structure. Now it has been charged with transforming itself to facilitate the company's need for greater integration, including a move to standardized systems. I/S must re-define its role and restructure itself to fulfill its new mandate. After an extensive analysis and design exercise, the I/S function has been re-visualized as centering on three key processes: client management, solution delivery, and business support. This represents a significant change from a traditional I/S shop that focuses on building applications and infrastructure. While there is broad support for the changes in principle, actually getting the new processes fully articulated and implemented presents a significant challenge.

Teaching Note: 8A97E01 (11 pages)
Industry: Information, Media & Telecommunications
Issues: Information Systems; Business Process Re-Engineering; Restructuring; Management of Change
Difficulty: 4 - Undergraduate/MBA


Chapter 3:
Strategic Use of Information Technology

IVILLAGE.COM
Madeline Choquette, Dickson Louie, Jeffrey F. Rayport

Product Number: 9B01A023
Publication Date: 2/15/2002
Revision Date: 12/7/2009
Length: 25 pages

iVillage.com was a successful Web site that served as a point of entry to numerous sites (or channels) targeted to a female audience. With a solid strategic vision and a network structure that provided consistency and control of the customer experience, the founders were rewarded by the site's favorable online presence. The company's business strategy relied on creating revenue through sponsorship and advertising. As the marketing industry had identified women as their single largest target category, iVillage.com had little difficulty in successfully pursuing innovative sponsorships and creative advertising. The pursuit for women's buying power also meant, however, that iVillage.com faced competition -- for both audience numbers and advertising dollars -- from numerous online and offline businesses. More women were accessing information online, driving the demand for more sophisticated Web sites. At the same time, iVillage.com needed to capture the audience that was currently offline and those who were about to move online. The founders must determine how to proceed in the face of increased competition, and how to achieve profitability.

Teaching Note: 8B01A23 (9 pages)
Industry: Other Services
Issues: E-Commerce; Market Strategy; Monitor
Difficulty: 4 - Undergraduate/MBA



CISCO SYSTEMS INC.: MANAGING CORPORATE GROWTH USING AN INTRANET
Michael Parent, Debra Rankin

Product Number: 9A97E018
Publication Date: 12/5/1997
Revision Date: 2/3/2010
Length: 10 pages

Cisco is the world's largest, and leading manufacturer and distributor of routers and switches. In order to achieve this position, it has adopted an aggressive growth strategy, acquiring companies, their employees, and new employees at a rate of 250 to 300 employees per month. The Cisco Employee Connection (CEC), a corporate intranet, is the primary means by which new employees are absorbed and acculturated. The CEC is also the principal means of interaction for the multi-functional work team approach Cisco employs. This case critically assesses this approach to scaling an organization, and the extent to which it can be maintained and transferred.

Teaching Note: 8A97E18 (19 pages)
Industry: Manufacturing
Issues: Internet; Computer Industry
Difficulty: 4 - Undergraduate/MBA



PLANET INTRA
Elizabeth M.A. Grasby, Aaron Anticic

Product Number: 9B02M042
Publication Date: 1/9/2003
Revision Date: 12/3/2009
Length: 10 pages

Planet Intra sold information management systems used to share information and data through a Web-based interface, giving the employees of an organization and its respective suppliers and customers access to the services. The chief executive had to determine what changes, if any, would be required to Planet Intra's overall strategy so that the venture capitalists funding the firm could achieve their desired return on investment. He must complete a valuation of the firm and formulate a detailed strategy by which the company can increase its sales and profits, becoming even more attractive to a potential purchaser.

Teaching Note: 8B02M42 (17 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Strategy Development; Business Valuation; Change Management; Venture Capital
Difficulty: 1 - Introductory



METROPOLITAN LIFE INSURANCE: E-COMMERCE
Scott L. Schneberger, Murray McCaig

Product Number: 9A99E011
Publication Date: 3/24/1999
Revision Date: 1/15/2010
Length: 17 pages

In 1998, Metropolitan Life's first vice president of Interactive Commerce faced a plethora of opportunities, challenges, and decisions in charting MetLife's strategy for e-commerce. He wanted to move quickly into transacting Web-based commerce, but he had to consider executive support, infrastructure requirements, possibly disenfranchising the sales force, fast-moving competitors, and the frenzied rate of technology change. The case covers almost all e-commerce start-up issues, but from the perspective of a large, established bricks and mortar business. (A 19-minute video is available for purchase with this case.)

Teaching Note: 8A99E11 (9 pages)
Industry: Finance and Insurance
Issues: Corporate Strategy; Market Strategy; Information Systems; Insurance
Difficulty: 4 - Undergraduate/MBA


Chapter 4:
Information Systems Planning

RBC ROYAL BANK: SERVICE PLATFORM IMPLEMENTATION
Deborah Compeau, Phoebe Tsai

Product Number: 9B05E001
Publication Date: 1/31/2005
Revision Date: 9/28/2009
Length: 16 pages

The vice-president - RBC Banking business & information solutions must develop an implementation plan for the bank's new paperless transaction system. The new system will reduce costs in proof processing and will facilitate the role of the customer service representatives, allowing the CSRs to shift from transactional to sales oriented roles. The system must be implemented across the company within 12 months. Challenges concerning the timing of installation, sequence of rollout, scope management and prioritization must be addressed.

Teaching Note: 8B05E01 (8 pages)
Industry: Finance and Insurance
Issues: Management Information Systems; Computer System Implementation
Difficulty: 4 - Undergraduate/MBA



TANDESIC CORPORATION - FROM CRM TO PRM
Derrick Neufeld, Peter Tingling

Product Number: 9B02E005
Publication Date: 3/11/2002
Revision Date: 11/30/2009
Length: 10 pages

Tandesic Corporation was founded by three entrepreneurs to develop customer relationship management solutions. Funded at the height of the Internet bubble with plans for an initial public offering, the company has discovered that its core software product is undifferentiated and constrained by changes in technology. Faced with a financing gap and with less than 12 months venture capital funding remaining, a new chief executive officer is installed. The new chief executive officer must analyse four options: re-write the software product, sell the company, close it down or refocus. He wonders if he has identified all of the challenges facing the company as he decides on the direction the company must go.

Teaching Note: 8B02E05 (12 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Computer Applications; Strategy Development; Management of Professionals; Ethical Issues; Customer Relationship Management
Difficulty: 4 - Undergraduate/MBA



COMPUTER SCHOOL'S.NET PROJECT (A)
Nicole R.D. Haggerty, Noah Ivers

Product Number: 9B04E005
Publication Date: 3/4/2004
Revision Date: 10/9/2009
Length: 13 pages

Computer School is a large post-secondary, career-focused education firm. The chief executive officer of the school has determined that the IT department is in a state of disarray. The IT department was not identified as part of the core business strategy but is deemed as fundamental to the operation of the organization. Before proceeding with growth strategy, the CEO knew that gaining control of this department and establishing procedures for managing these resources more effectively would be an important aspect of laying the foundation for growth.

Teaching Note: 8B04E05 (6 pages)
Industry: Educational Services
Issues: Management Information Systems; Management of Technology; Management of Professionals; Information Systems
Difficulty: 4 - Undergraduate/MBA



INFORMATION SYSTEMS STRATEGY AT THE TORONTO STOCK EXCHANGE
Michael Parent, Derrick Neufeld, Nicole R.D. Haggerty

Product Number: 9B00E005
Publication Date: 5/1/2000
Revision Date: 1/8/2010
Length: 10 pages

The president and CEO of the Toronto Stock Exchange (TSE) is faced with the task of reconstructing the TSE to succeed in the face of significant industry and technological change. The exchange industry is undergoing a transformation brought about by globalization of financial markets, consolidation of exchanges, and the introduction of new competitive players due to technological advancements. The TSE is Canada's largest equity market and has created and started to implement a plan to deal with these threats. Concurrently, the TSE has been recreating its technological platform, moving from its computer assisted trading system to the Torex system purchased from the Paris Bourse. Implementation problems have delayed the project from its original release date to three years later. During the time frame of this implementation, the TSE suffered several computer glitches causing closure of the exchange for temporary periods of time. The president and CEO needs to review the priorities of the TSE and consider what actions she should take to ensure the successful implementation of this new technology, and the long term alignment of information technology with TSE business strategies.

Teaching Note: 8B00E05 (8 pages)
Industry: Finance and Insurance
Issues: Implementation; Information Technology; Information System Design; Globalization
Difficulty: 4 - Undergraduate/MBA


Chapter 5:
Distributed Systems: The Overall Architecture

R.J. THOMPSON DATA SYSTEMS, INC.
Laurie Schatzberg

Product Number: 9B05E019
Publication Date: 10/28/2005
Revision Date: 9/30/2009
Length: 6 pages

R.J. Thompson Data Systems sells, implements and maintains management information systems. The president of the company receives a call from a potential client to demonstrate a system that they had rejected earlier. The company would benefit from a large sale, however, the president reflects on the experience from the last presentation to this company; R.J. Thompson Data Systems spent considerable time preparing the presentation, only to be treated poorly and to have the offer rejected. He must decide if he should rally the team again.

Teaching Note: 8B05E19 (5 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Enterprise Resource Planning; Management Information Systems; Computer System Implementation; Customer Relations
Difficulty: 4 - Undergraduate/MBA



CERNET: MANAGING INTERNET GROWTH IN CHINA
Michael Parent, Harvey G. Enns

Product Number: 9A98E001
Publication Date: 1/28/1998
Revision Date: 1/27/2010
Length: 13 pages

CERNET, the China Education and Research Network, is a not-for-profit, central government body formed to oversee the development and implementation of a university-based nation-wide Internet backbone. Fulfilling this mandate was well underway. CERNET was connected to 280 of China's 3,035 universities and colleges. Much work nonetheless remained. The case deals with managing the growth of the network from the perspective of the director of the Technical Board and Network Centre. Issues he had to contend with include hardware and bandwidth upgrades and installations, access, security, connectivity, costs, and tariffs. With over half the country's population not yet having made their first telephone call, these tasks proved daunting.

Teaching Note: 8A98E01 (10 pages)
Industry: Information, Media & Telecommunications
Issues: China; Internet; Information Systems; Capital Budgeting
Difficulty: 4 - Undergraduate/MBA



HIGHWIRED.COM: HARDWARE DECISIONS
Scott L. Schneberger, Ken Mark

Product Number: 9B00E023
Publication Date: 1/25/2001
Revision Date: 1/8/2010
Length: 11 pages

Highwired.com provided to high school students and teachers, a range of free services to enable school interaction on a personalized Web site. Highwired.com's network had grown from 1,000 member high schools to over 12,000 schools in 50 states and 72 countries, in only 13 months. Due to its blistering growth, it was approaching its peak load capacity in June, the end of the school year. The vice-president of product development expected that growth would continue at that pace and wanted to ensure that they struck the right balance between low response time and minimal downtime, and acceptable hardware costs. Any changes had to be made before school started in September. He wanted to confirm that his recommendation to use multiple servers with redundant network storage devices attached was the optimal solution. To do so, he examined site performance metrics, server configuration options and additional hardware.

Teaching Note: 8B00E23 (7 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: E-Commerce; Action Planning and Implementation; System Design; Capacity Analysis
Difficulty: 4 - Undergraduate/MBA



NOTE ON HIGH PERFORMANCE COMPUTING
Edward F. McDonough, Francis Spital, David T.A. Wesley

Product Number: 9B03E004
Publication Date: 4/2/2003
Revision Date: 10/19/2009
Length: 7 pages

This note discusses the role of supercomputing in nuclear weapons research, from the first UNIVAC system installed in 1953 to the planned installation of a 100 TeraOPS system at Lawrence Livermore Laboratories in 2004. Topics include military and civilian uses for supercomputers, the evolution to parallel processing, the growing importance of open source software such as Linux, and emergent scientific uses, such as genetic sequencing and AIDS research. Traditionally, supercomputers were employed to simulate complex processes that occurred over a specific period of time. For example, a nuclear explosion had a beginning (detonation) and an end. More and more, however, applications began to shift toward analyzing immense databases that contained a seemingly endless number of variables. Despite significant advances in technology, the most powerful computers available still cannot reliably predict the weather for the next week in any significant detail.

Industry: Public Administration
Issues: Computer Industry; Defense Strategy; Information Technology; Government and Business; Northeastern
Difficulty: 4 - Undergraduate/MBA


Chapter 6:
Managing Telecommunications

DATACOM: THE INTERNET IN MONGOLIA
Sid L. Huff, Harvey G. Enns

Product Number: 9A97E011
Publication Date: 9/12/1997
Revision Date: 11/18/2002
Length: 29 pages

Datacom is one of the first Internet Service Provider companies to be started in Mongolia. The company was sponsored in part by the Pan Asia Networking (PAN) initiative, a project under the auspices of the International Development Research Centre (IDRC), a Canadian Crown Corporation. IDRC believed that an effective way of promoting third-world economic development was through the development of Information Technology infrastructure. Datacom was PAN's first major project, so the PAN initiative and the IDRC had a lot riding on its success. Development of data communications and the Internet in Mongolia was especially challenging given the rudimentary nature of telecommunications in the country. The decision maker in the case is faced with questions of how to expand Datacom's service offerings following its initial venture into Internet services. Wireless communications and satellites provide a way around some of the obstacles, but pose other challenges in terms of cost and know-how. A technical note (9A99E010) on Very Small Aperture Terminals (VSATs) is available as a supplement to this case.

Teaching Note: 8A97E11 (12 pages)
Industry: Information, Media & Telecommunications
Issues: Computer Applications; Information Systems; Technological Change
Difficulty: 4 - Undergraduate/MBA



THOSE !*@! WIRELESS NETWORK CARDS
Deborah Compeau, Derrick Neufeld, E.F. Peter Newson, Michael Parent, Scott L. Schneberger

Product Number: 9B00E020
Publication Date: 1/31/2001
Revision Date: 1/8/2010
Length: 4 pages

The Richard Ivey School of Business had recently introduced a wireless network and required all students to purchase laptops and network cards. After a year of use, the faculty decided to restrict laptop usage in class by disallowing the use of network cards. They felt the students were using the network cards for unrelated activities in class and that this was compromising the learning process. Reaction from the students was mixed, with some students quite vocal about the (un)fairness of this new policy. The section head for one of the MBA sections knew that finding a long-term solution would be a difficult process. There were valid points in the arguments to both restrict and not restrict the use of the cards. She had to evaluate the advantages and disadvantages in order to make a recommendation to the faculty at a section meeting the following day.

Teaching Note: 8B00E20 (11 pages)
Industry: Educational Services
Issues: Management Information Systems; Information Technology; Networks
Difficulty: 4 - Undergraduate/MBA



WIRED WELLINGTON: THE INFO CITY PROJECT AND THE CITY LINK NETWORK
Sid L. Huff

Product Number: 9A98E009
Publication Date: 3/25/1998
Revision Date: 1/27/2010
Length: 34 pages

As a central component of its Vision 2020 strategy, the city of Wellington, New Zealand has developed preliminary plans to transform itself into a wired city. The overarching project was called Info City. One of the sub-projects was called City Link. The objective of City Link was to create a high-speed digital communications infrastructure for the downtown business district. Fibre optic cable was to be used to wire up, simply and inexpensively, the city's downtown businesses, to provide a backbone network that businesses could utilize, however they wished, to make themselves more competitive. A consortium of interested parties had recently been formed, a telecommunications architecture was being developed, and plans for stringing cable were under way. While the project champion was unclear about the utility of the new system, he was confident that once the infrastructure was in place, ideas for its utilization would readily emerge. This case provides a setting for exploring the issue of the role of IT in competitive strategy. It also raises interesting social policy questions, about who should pay for such undertaking, who should benefit, and so forth.

Teaching Note: 8A98E09 (10 pages)
Industry: Information, Media & Telecommunications
Issues: Competitiveness; Information Technology; E-Commerce; Networks
Difficulty: 4 - Undergraduate/MBA



TSAT A/S: LAUNCHING TELEMETRY AND LOW RATE DATA COMMUNICATIONS VIA SATELLITE
Michael Parent, Mike Wade

Product Number: 9A98E013
Publication Date: 5/27/1998
Revision Date: 1/27/2010
Length: 19 pages

TSAT A/S is a small, global satellite communications manufacturer based in Oslo, Norway. The company is a niche player, specializing in VSAT (very small aperture terminal) satellite networks for mostly SCADA (supervisory control and data acquisition) applications. The case is written from the perspective of the marketing manager for Southern Europe and Latin America. The company is looking to expand into Latin America -- the second fastest growing market in the world for VSAT applications. The marketing manager has identified three possible means by which to do so, and must decide on which option is best. This case is useful for introducing satellite communications technology, and for discussing channel choices and the diffusion of technological products.

Teaching Note: 8A98E13 (11 pages)
Industry: Information, Media & Telecommunications
Issues: Technology; Market Entry; Management of Technology; Marketing Channels
Difficulty: 4 - Undergraduate/MBA


Chapter 7:
Managing Information Resources

EDUCATION STORE
Barbara L. Marcolin, Frank Thirkettle, Chris Nelson

Product Number: 9B03E022
Publication Date: 11/28/2003
Revision Date: 10/21/2009
Length: 11 pages

The Education Store reviewed and provided sales of educational software for children in kindergarten to grade 12. The store took its direction from the local board of education and functioned with the administrative system of the school board but operated independently and was relatively free to make day-to-day decisions. The manager of the Education Store felt the existing database no longer kept up with the store's needs. A database designer had two weeks to analyze the store's requirements and develop a prototype. From the information he had, he wondered whether this task was an upgrade or a complete redesign. He must also look at a number of design issues, and who would ultimately maintain the database.

Teaching Note: 8B03E22 (13 pages)
Industry: Educational Services
Issues: Management Information Systems; Information System Design; System Design; Models
Difficulty: 4 - Undergraduate/MBA



TISSAGE ET BRODERIE
Deborah Compeau

Product Number: 9B01E025
Publication Date: 12/10/2001
Revision Date: 12/18/2009
Length: 7 pages

Tissage et Broderie is a consignment store selling handicrafts. The founders of the store have contacted a consulting firm for the development of a product and customer information system. After a preliminary interview, the consultant leading the project is ready to begin the requirements structuring process. She must create data, process and logic models.

Teaching Note: 8B01E25 (11 pages)
Industry: Retail Trade
Issues: Management Information Systems; Computer System Implementation; Small Business
Difficulty: 4 - Undergraduate/MBA



DPSC SOFTWARE: POST-ACQUISITION EVALUATION
Michael Parent, Ken Mark

Product Number: 9B01E007
Publication Date: 3/20/2001
Revision Date: 12/18/2010
Length: 9 pages

DPSC created and marketed a range of compliance software to banks. Nine months after DPSC was purchased by Netzee, Netzee was in financial trouble. Since Netzee had purchased DPSC, DPSC's founder felt that Netzee had not fully utilized the potential of DPSC. He wanted to share his assessment of the merger and thoughts on future strategy with the new Netzee chief executive officer.

Teaching Note: 8B01E07 (9 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Strategic Planning; Crisis and Change; E-Commerce; Startups
Difficulty: 4 - Undergraduate/MBA



DATA WAREHOUSING AT CANADIAN TIRE
Michael Parent, Shawn Finkbeiner

Product Number: 9A98E016
Publication Date: 10/17/1998
Revision Date: 1/28/2010
Length: 8 pages

Canadian Tire's information warehouse has become the victim of its own success. Both the end-user and IT communities have become increasingly frustrated with interruptions in service. The data architect for the warehouse needs to decide what needs to be met, in what priority, and with what programs.

Teaching Note: 8A98E16 (8 pages)
Industry: Retail Trade
Issues: Decision Analysis; Consumer Marketing; Information Systems; Data Analysis
Difficulty: 4 - Undergraduate/MBA


Chapter 8:
Managing Operations

FIDELIS BANK FINANCIAL GROUP - SELECTION OF AN E-MAIL SYSTEM
Peter Tingling, Michael Parent, Darren Meister

Product Number: 9B04E001
Publication Date: 3/4/2004
Revision Date: 10/9/2009
Length: 10 pages

Fidelis is a large Canadian bank with several e-mail systems. The director of E-messaging must decide if it should standardize on one or more systems. He must analyze the various systems with costs for potential solutions ranging from $18 million to $100 million, and consider system complexity, technological nuances, and tradeoffs with technology standardization.

Teaching Note: 8B04E01 (12 pages)
Industry: Finance and Insurance
Issues: Management of Technology; Technology; Information Systems; Decision Analysis
Difficulty: 4 - Undergraduate/MBA



FIRST FIDELITY BANCORPORATION (A)
Paul W. Beamish, Barbara L. Marcolin, Kerry McLellan

Product Number: 9A92M017
Publication Date: 1/21/1993
Revision Date: 12/24/2002
Length: 19 pages

First Fidelity Bancorporation, a holding company for eight independent banks in the New Jersey and Pennsylvania areas, was going through a major restructuring and rationalization in response to serious financial problems, threats of regulatory control and changing market demands. In this reorganization, the head of corporate operations and systems was considering ways to facilitate the restructuring. He was seriously considering outsourcing as an alternative way to manage the internal information systems. The case explores the simple economics behind an outsourcing strategy and the complicated technical, political and cultural rationalization of a hierarchical, independent organization into a centrally-managed operation. Follow-up cases First Fidelity Bancorporation (B): Selecting an Outsourcing Vendor and First Fidelity Bancorporation (C): Managing an Outsourcing Relationship With EDS are available.

Teaching Note: 8A92M17 (16 pages)
Industry: Finance and Insurance
Issues: Outsourcing; Strategic Planning; Information Systems; Corporate Structure
Difficulty: 4 - Undergraduate/MBA



LARG*NET
E.F. Peter Newson, Olga Volkoff-Richardson

Product Number: 9A96E003
Publication Date: 5/28/1996
Revision Date: 2/9/2010
Length: 8 pages

This case documents the origins and development of a collaborative interorganizational system. This system is an experimental broadband network being used to trial both ATM technology and new applications such as the transmission, retrieval and archiving of medical images. Director of LARG*net confronts the difficulties of technological innovation and interorganizational management. It provides an illustration of the technical difficulties in integrating different systems, ensuring security, and the ramifications to an organization's own systems when connectivity with other organizations is attempted. It highlights the fact that IT infrastructure is more than just physical hardware. At the same time it raises the issues of handling accountability and responsibility across organizational boundaries.

Teaching Note: 8A96E03 (5 pages)
Industry: Health Care Services
Issues: Information Systems; Strategic Alliances; Strategic Planning; Organizational Structure
Difficulty: 4 - Undergraduate/MBA



PATAGON.COM: EXPANDINNG GLOBALLY AND PENETRATING LOCALLY WHILE CONSTANTLY REINVENTING ITSELF
Ramiro Montealegre, Alberto Ballvé

Product Number: 9B01E012
Publication Date: 5/17/2001
Revision Date: 12/18/2009
Length: 26 pages

Founded in 1998, Patagon.com is a pioneer in Latin American Internet-based financial services. The substantial changes in and growth of its business and operations had placed significant demands on the company's administrative, operational, technological and staffing resources. The rapid growth has strained its ability to adequately integrate the companies it is acquiring. The challenge for the management team is to integrate the confederation of country-specific organizations while maintaining the agility and responsiveness of a small firm - and at the same time, develop management systems and enterprise design that would handle the growing complexity.

Teaching Note: 8B01E12 (17 pages)
Industry: Finance and Insurance
Issues: E-Commerce; Strategy Development; Organizational Change
Difficulty: 4 - Undergraduate/MBA



TYNER-SHORTEN CLOTHIERS (CONDENSED): ACQUIRING PC HARDWARE AND SOFTWARE
Michael Parent, Sean Van Doorselaer

Product Number: 9A97E014
Publication Date: 10/17/1997
Revision Date: 2/3/2010
Length: 9 pages

Tyner-Shorten is a small, high-end men's clothing retail store looking to automate its client database in order to market itself more effectively to a growing clientele in a highly competitive market. The owner-managers of the store are looking to acquire a PC-based system. The case considers both the hardware and software decisions. In the case of hardware, the men must decide whether to purchase an integrated, turnkey system or a stand-alone PC. If the latter, two choices are presented: a technologically obsolete, but currently adequate PC, or a state-of-the-art PC. For software, the owner-managers must decide whether to build their own application using MS-Access, or to buy a standard, off-the-shelf package - the traditional make-buy decision.

Teaching Note: 8A97E14 (11 pages)
Industry: Retail Trade
Issues: Computer Applications; Computer Selection; Small Business; Information Systems
Difficulty: 4 - Undergraduate/MBA



A NOTE ON SAP AG: 1999
E.F. Peter Newson, Sergei Lapin, David Mallett

Product Number: 9A99E021
Publication Date: 6/13/2000
Revision Date: 1/15/2010
Length: 21 pages

Over the past 15 years SAP AG has become the fourth largest independent software company in the world. This ranking was achieved largely by word of mouth and with very little advertising. A brief history and update on SAP up to 1998 is provided in this note. It includes short descriptions of the software, sales, market, customers - globally and in Canada, SAPs partners, etc. The purpose is to introduce the concept of enterprise wide systems and enterprise resource planning, using SAP as an example.

Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Information System Design; Computer Industry; Information Systems; Computer Applications
Difficulty: 4 - Undergraduate/MBA



FINE COATING INC.
Sachi Sakthivel

Product Number: 9B04E010
Publication Date: 5/14/2004
Revision Date: 10/9/2009
Length: 8 pages

Fine Coating Inc. provides coating services such as phosphate, powder and electrostatic coating to automobile parts manufacturers. Major customers of Fine Coating Inc. are urging the president of the company to implement Electronic Data Interchange to reduce their costs while Fine Coating Inc.'s cost of operations have been increasing. The president needs to identify strategic and operational information systems in response to various organizational, market and environmental pressures. In addition to justifying the investment he needs to determine the source for systems development and an approach to managing the development project.

Teaching Note: 8B04E10 (14 pages)
Industry: Manufacturing
Issues: Strategy Development; Competitive Advantage; Feasibility Analysis; Information Systems
Difficulty: 4 - Undergraduate/MBA



PROVINCIAL POWER CORPORATION (A)
E.F. Peter Newson, Johnathan Minsky

Product Number: 9B00E006
Publication Date: 5/2/2000
Revision Date: 1/8/2010
Length: 22 pages

The objective of this case is to illustrate the complexity of a large information technology project. The case begins when the Provincial Power Corporation and PricewaterhouseCoopers agree to do a SAP implementation project. The benefits of the system to the Provincial Power Corporation are discussed, as well as the strengths, weaknesses and history of SAP IS-U/CCS (SAP Industry Specific-Utilities/Customer Care & Service). The key success factors and major project risks are reviewed. The project team composition and management are explained and the PricewaterhouseCoopers Omniim methodology is also described. The case explains how the project progresses and discusses some of the complexities and issues that the project team members faced. The case concludes a couple of months before planned implementation, with the question of go or no go and how to resolve some of the issues on the project that could jeopardize its future. Some of these issues include: time pressures, management issues, budget constraints, technical problems and staff motivation concerns. A follow-up to this case is available entitled Provincial Power Corporation (B), case 9B00E007.

Teaching Note: 8B00E06 (8 pages)
Industry: Utilities
Issues: Information Systems; Management Information Systems; Managing Implementation; Computer System Implementation
Difficulty: 4 - Undergraduate/MBA


Chapter 10:
Management Issues in System Development

SALESDRIVER: THE LORIMER REQUEST
Scott L. Schneberger, Ken Mark

Product Number: 9B01E002
Publication Date: 1/30/2001
Revision Date: 12/17/2010
Length: 10 pages

SalesDriver.com (SalesDriver) was a Boston-based e-commerce application service provider that provided a turnkey solution for sales managers to manage their sales contests online. It had just achieved its 1,000th user mark and had the opportunity to snag software giant Lorimer Development Corp. (Lorimer) as a new client. The solution Lorimer had requested would alter SalesDriver's current product by including functionality that other users might not need. The general manager had to evaluate the economies of scale by keeping one product for all users, and the economies of scope by tailoring the product for individual customers. Developing the added function as a one-off would take significantly less development time than adding the function to the site and making it available to all customers. He had to decide which approach was best in the long run.

Teaching Note: 8B01E02 (7 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Action Planning and Implementation; System Design; Capacity Analysis; E-Commerce
Difficulty: 4 - Undergraduate/MBA



XEROX (HONG KONG): SALES ACTIVITY MANAGEMENT PROCESS (A)
E.F. Peter Newson, Michael Zhao

Product Number: 9A99E015
Publication Date: 4/9/1999
Revision Date: 1/15/2010
Length: 21 pages

The sales director of Xerox (Hong Kong) has a vision to transform sales force management processes which would require radical changes to both the organization and the information technology infrastructure. The design includes a company-wide database to be available to the sales force by remote access through Intranet/Internet. From this database the sales force could manage their territory using notebook computers while travelling, working at client sites, sitting in meetings, or talking on the phone. At the time of sale, they could check inventory, quote prices, notify delivery or service schedules, and make billing arrangements. Successful implementation of the plan requires the sales director to overcome financial constraints, ingrained habits, traditional cultural values, an inadequate information technology infrastructure, and the effects of the change beyond the sales organization. The purpose of this case is to present the challenges of planning and implementing a major technology initiative in a cross-cultural setting. The student is expected to outline an implementation plan. A (B) case is available as a follow-up, case 9B00E002.

Teaching Note: 8A99E15 (9 pages)
Industry: Manufacturing
Difficulty: 4 - Undergraduate/MBA



HONG KONG'S TRADELINK: AN EDI VISION
Sid L. Huff, Duncan G. Copeland, Leslie Surmon

Product Number: 9A95E002
Publication Date: 3/4/1995
Revision Date: 2/16/2010
Length: 22 pages

The general manager of Hong Kong's Tradelink project has to decide whether Tradelink should issue a Request for Proposals to computer vendors now, or wait a few months for the Hong Kong government's formal approval that it will grant Tradelink a monopoly to operate an electronic data interchange (EDI) service for government trade documents and take a shareholding in the company. The central issue in the case is the question of the extent to which EDI is really a strategic necessity at this time for Hong Kong. The case also provides students with exposure to the Hong Kong business environment, a basic understanding of EDI and how it works and the application of EDI to international trading practices.

Teaching Note: 8A95E02 (23 pages)
Industry: Public Administration
Issues: International Trade; Information Systems; Electronics
Difficulty: 4 - Undergraduate/MBA



LUCENT TECHNOLOGIES: HALTING INFORMATION TECHNOLOGY EMPLOYEE TURNOVER
Scott L. Schneberger, Ken Mark

Product Number: 9B01E016
Publication Date: 8/31/2001
Revision Date: 12/18/2009
Length: 7 pages

Lucent Technologies is a worldwide company that delivers systems and software for next-generation communication networks. The company is restructuring to try to improve its stock value after significant losses. A key component of the company's restructuring is the retention of their information technology employees. There is an industry wide shortage of IT workers, causing a large number of these worker to job-hop for better pay. The chief executive officer needs to decide what employee compensation programs should be in place, determine if workplace conditions and rules need to be changed and if the company's recruiting program is attracting the best talent.

Teaching Note: 8B01E16 (7 pages)
Industry: Information, Media & Telecommunications
Issues: Personnel Management; Information Systems; Employee Retention; Management of Technology
Difficulty: 4 - Undergraduate/MBA


Chapter 11:
Supporting Decision Making

BUSINESS INTELLIGENCE STRATEGY AT CANADIAN TIRE
Nicole R.D. Haggerty, Darren Meister

Product Number: 9B03E019
Publication Date: 11/5/2003
Revision Date: 10/19/2009
Length: 13 pages

Canadian Tire Corporation consists of five main business groups: a large retail chain providing automotive parts, sports and leisure and home products; a financial division; a petroleum division; a specialty automotive parts division; and a retailer of casual and work wear clothing. The information technology group is faced with developing an implementation plan for the development of a business intelligence infrastructure and business capability at Canadian Tire Retail. Concurrent to this initiative is the development and implementation of an information technology strategy for Canadian Tire Corporation, which places a number of programs on the priority list, with business intelligence seen as a high priority item for which the organization can score some quick win business success.

Teaching Note: 8B03E19 (6 pages)
Industry: Retail Trade
Issues: Information Systems; Business Intelligence; Knowledge Based Systems; Information System Design
Difficulty: 4 - Undergraduate/MBA



CON-TEST: AN EXPERT SYSTEM AT A STEEL WORKS
Peter C. Bell

Product Number: 9A98E039
Publication Date: 4/30/1999
Revision Date: 1/28/2010
Length: 7 pages

The superintendent of casting at a continuous casting machine was asked to install an expert system to help diagnose and repair faults. Should he give the go ahead for installation?

Teaching Note: 8A98E39 (5 pages)
Industry: Manufacturing
Issues: Machine Learning; Decision Support Systems; Technological Change; Knowledge Based Systems
Difficulty: 4 - Undergraduate/MBA



DIGITAL CANADA'S NEW WORK ENVIRONMENT
Chris A. Higgins, Derrick Neufeld

Product Number: 9A95E007
Publication Date: 8/31/1995
Revision Date: 12/13/2002
Length: 20 pages

A project manager at Digital Canada has designed a work-at-home program to encourage field personnel to spend less time working in the office and more time working at client sites, on the road and at home. He believes his plan will save Digital Canada millions of dollars annually and result in increased productivity. Unfortunately, the response from U.S. headquarters has been lukewarm, and the affected employees are reacting quite negatively. The manager is uncertain how to generate support for his plan in order to move forward.

Teaching Note: 8A95E07 (7 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Program Design/Implementation; Personnel Management; Organizational Change; Facilities Planning
Difficulty: 4 - Undergraduate/MBA



METALCO: THE SAP PROPOSAL
Sid L. Huff, Elspeth Murray

Product Number: 9A98E012
Publication Date: 5/27/1998
Revision Date: 6/20/2000
Length: 20 pages

Metalco is a large Australian mining company. It has a rocky history in terms of its effective use of information systems (IS), and there is widespread dissatisfaction in the company concerning IS and the IS department. A recent resignation of the chief information officer led to the decentralization of the IS function, to move it closer to the operating departments. At the same time, one of the division heads has proposed that the company buy the SAP enterprise-wide system, to replace an earlier internal system which had been poorly received. The price tag for SAP is very high, $23 million. Implementing it would also require substantial changes in company processes. In light of its history, recent IS decentralization, and the high SAP price tag, the company is faced with making the decision of whether to go ahead with SAP. An appendix in the case provides extensive information on the procedure used to evaluate SAP, and results thereof.

Teaching Note: 8A98E12 (4 pages)
Industry: Mining, Quarrying, and Oil and Gas Extraction
Issues: Information Systems; Information Technology; Information System Design; Computer System Implementation
Difficulty: 4 - Undergraduate/MBA


Chapter 12:
Supporting Collaboration

STOCKGROUP INTERACTIVE MEDIA
Sid L. Huff, Rob Attwell

Product Number: 9A99E025
Publication Date: 7/20/1999
Revision Date: 5/10/2017
Length: 20 pages

Stock Research Group (SRG) is an information broker. SRG's primary business is serving as a collection point for information useful to investors seeking to invest in small-cap mining companies. SRG, in effect, pulls potential investors to its site, then channels them to the specific sites of companies in which the investors may have an investment interest. SRG's revenue comes from the mining companies, who generally pay on an impression basis (i.e. pay for eyeballs delivered to their web pages). The resource companies are willing to pay for this, since on their own they are much less likely to attract much investor traffic. SRG is also in the business of developing web pages for these small-cap resource firms, since generally the companies do not have in-house expertise to create and maintain their web presence. SRG thus represents a new kind of business - the specialized infomediary, or information broker. SRG is doing quite well financially, something that cannot be said of many web-based companies. SRG's main challenges involve managing growth, deciding on appropriate future directions, and determining how best to lever the virtual community they have created.

Teaching Note: 8A99E25 (10 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: E-Commerce; Virtual Business; Internet; Capital Investment
Difficulty: 4 - Undergraduate/MBA



CLEARWATER FINE FOODS INC.: USING A GROUP SUPPORT SYSTEM FOR STRATEGIC PLANNING
Michael Parent

Product Number: 9A97E015
Publication Date: 10/24/1997
Revision Date: 2/3/2010
Length: 12 pages

Clearwater Fine Foods Inc. is a Canadian-based multinational seafood harvester and producer with a fleet of over 35 ships and 4 offices. The finance and accounting group, headquartered in Bedford, Nova Scotia, used a Group Support System (GSS) to complete the initial stage of its strategic plan. This case deals with the results of a facilitated-GSS session, and participants' reactions to the technology. The MIS manager must decide whether to continue using this technology, and if so, for which tasks and organizational groups.

Teaching Note: 8A97E15 (10 pages)
Industry: Agriculture, Forestry, Fishing and Hunting
Issues: Information Systems; Computer Applications
Difficulty: 4 - Undergraduate/MBA



MUTUAL LIFE ASSURANCE COMPANY OF CANADA: THE KNOWLEDGE ENGINEERING GROUP
Peter C. Bell, Betty Vandenbosch

Product Number: 9A90E002
Publication Date: 1/1/1990
Revision Date: 3/7/2002
Length: 12 pages

The Knowledge Engineering Group must decide on a strategy for expert systems development at Mutual Life. Should the Group concentrate on new applications or should the Group expand the use of expert systems within existing data processing activities?

Teaching Note: 8A90E02 (4 pages)
Industry: Finance and Insurance
Difficulty: 4 - Undergraduate/MBA


Chapter 13:
Supporting Knowledge Work

HILL & KNOWLTON: KNOWLEDGE MANAGEMENT
Darren Meister, Ken Mark

Product Number: 9B04E003
Publication Date: 3/4/2004
Revision Date: 10/9/2009
Length: 15 pages

Hill & Knowlton is a division of one of the world's largest communication services group. Tagging e-mail communications to support knowledge management codification and connection strategies is an important issue for managers. Issues related to privacy and performance need to be considered. The worldwide director of knowledge management at Hill & Knowlton needs to assess the degree to which tagging should be enforced in a communication services organization that supports numerous clients around the world.

Teaching Note: 8B04E03 (5 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Knowledge Based Systems; Communications; Knowledge Management; Leveraging Information Technology
Difficulty: 4 - Undergraduate/MBA



CHAMPION PRODUCTS
Derrick Neufeld, Puneet Talwar

Product Number: 9B03E009
Publication Date: 4/2/2003
Revision Date: 10/19/2009
Length: 8 pages

The general manager of a janitorial wholesaling firm, Champion Products, is faced with a resignation letter from the company's network administrator and systems programmer. The general manager would not be disappointed to see the network administrator and his poor attitude leave the firm, but he wondered how easy it would be to replace him, particularly in the wake of the company's recent acquisition ISG Products. The general manager must decide whether to negotiate better terms with the network administrator or let him go.

Teaching Note: 8B03E09 (6 pages)
Industry: Wholesale Trade
Issues: Information Systems; Consolidations and Mergers; Knowledge Management; Personnel Management
Difficulty: 4 - Undergraduate/MBA



IBM'S KNOWLEDGE MANAGEMENT PROPOSAL FOR THE ONTARIO MINISTRY OF EDUCATION
Darren Meister, Ken Mark

Product Number: 9B05E007
Publication Date: 3/22/2005
Revision Date: 9/30/2009
Length: 12 pages

Kathryn Everest, the knowledge management consultant for IBM Canada Ltd.’s business consulting service, was preparing for a meeting with the province of Ontario’s Deputy Minister of Education. The purpose of the meeting was to secure top-level support for an early-stage knowledge management program at the ministry. For the past few weeks she had conducted an initial study of ministry needs and believed that the organization could benefit from one or more knowledge management solutions, including document management, communities of practice, and an expert directory. Everest wondered how she should approach the meeting, given that there seemed to be internal ministry concerns about knowledge-sharing. As she reviewed her notes, she wanted to know which solution(s) she should recommend and what implementation challenges she could expect to face.

Teaching Note: 8B05E07 (4 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Project Management; Knowledge Management; Action Planning and Implementation; Stakeholder Analysis
Difficulty: 4 - Undergraduate/MBA



KNOWLEDGE MANAGEMENT AT ACCENTURE
Darren Meister

Product Number: 9B05E018
Publication Date: 11/28/2005
Revision Date: 10/9/2009
Length: 17 pages

Accenture has long been seen as a leader in knowledge management, having received awards for many years. Over the years though, islands of knowledge have developed throughout the organization and the delivery infrastructure has become progressively more expensive. In 2004, the global knowledge management lead has been given the mandate to lead a revitalization of knowledge management. This case outlines governance challenges in the global firm, the transition to a new IT infrastructure and the strategic challenges and opportunities facing knowledge management within Accenture.

Teaching Note: 8B05E018 (5 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Technological Change; Consulting; Knowledge Based Systems; Knowledge Management
Difficulty: 4 - Undergraduate/MBA


Chapter 14:
The Challenge Ahead

CANADIAN IMPERIAL BANK OF COMMERCE: DIGITAL EMPLOYEE PRIVACY
Mike Wade, Ken Mark

Product Number: 9B00E018
Publication Date: 1/26/2001
Revision Date: 1/8/2010
Length: 6 pages

The Canadian Imperial Bank of Commerce (CIBC) had implemented word recognition software, Assentor, in its U.S. brokerage arm to ensure its employees were not acting inappropriately in their dealings with customers and to protect company systems from viruses. This software scanned e-mails for flagged business words and archived the e-mails in a central database. The manager of compliance at CIBC's head office in Toronto, found that the decision to implement the Assentor software was much easier than deciding what to do in the event the software found something improper. Issues related to company ethics and employee privacy were raised. Acknowledging that occasional personal e-mails would be sent and received, he wondered what the legal ramifications would be if a manager found out about a private situation because Assentor had found a flagged word in a personal e-mail. He felt that clear communication with and upfront understanding from employees would help prevent negative impressions of this process so he had to determine the best way to inform employees about the e-mail scanning while enforcing CIBC's e-mail policy.

Teaching Note: 8B00E18 (4 pages)
Industry: Finance and Insurance
Issues: Risk Analysis; Privacy Issues; Management Information Systems; Management of Technology
Difficulty: 4 - Undergraduate/MBA



QUEST FOODS ASIA PACIFIC AND THE CRM INITIATIVE
Allen Morrison, Donna Everatt

Product Number: 9B01M011
Publication Date: 4/30/2001
Revision Date: 5/18/2017
Length: 15 pages

Quest Foods International is one of the world's largest manufacturers of fragrances, flavors and textures for the food, beverage and consumer products industries. Quest Foods' regional vice-president is in the process of implementing a business process re-engineering project for the company. His current efforts focus on developing an information technology-based customer relationship management (CRM) system that he believes could give the company a sustainable competitive advantage with customers in the region and throughout the world. His ultimate goal is to bring Quest to the next phase of e-business. Despite high ambitions, his initiatives are making little headway. Internal opposition to change is significant and some key customers are growing concerned that Quest's CRM plans might miss the mark. Faced with considerable time and resource pressures, he is wondering how to set priorities and where to focus his energies.

Teaching Note: 8B01M11 (13 pages)
Industry: Manufacturing
Issues: International Business; Leveraging Information Technology; Business Process Re-Engineering; Customer Relations
Difficulty: 5 - MBA/Postgraduate



GOOGLE INC.: LAUNCHING GMAIL
Darren Meister, Ken Mark

Product Number: 9B04E019
Publication Date: 9/20/2004
Revision Date: 10/9/2009
Length: 7 pages

Google is a very popular Internet search engine firm. The company has just announced the launch of Gmail, a free, Web-based e-mail service that allows users up to one gigabyte of storage capacity, more than 100 times that offered by other free services from competitors. In return for free e-mail, Gmail would scan its users' e-mail with the goal of delivering targeted ads. Immediately, privacy groups denounced Google's plans.

Teaching Note: 8B04E19 (5 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: E-Commerce; Competitiveness; Management Information Systems; Management of Technology
Difficulty: 4 - Undergraduate/MBA



KASHIWA TUBING LTD.
David T.A. Wesley, Henry W. Lane

Product Number: 9B02M014
Publication Date: 7/22/2002
Revision Date: 12/3/2009
Length: 8 pages

A student at a large Boston-area university would soon be completing a dual degree in Management Information Systems and Business Administration. She is the oldest child and only member of a Japanese family that spoke English and was learning to represent the family business, Kashiwa Tubing, with its international accounts. It was planned that she would eventually assume leadership of the company. During her studies she became a believer in the potential and reach of the Internet. She immediately set up a Web site for the company. Within six months, the Web site generated its first major sale, a $2.5 million order from Saudi Arabia. Recently, she had begun to negotiate a multi-million dollar deal with a Taiwanese firm. The company's Japanese headquarters recently forwarded an inquiry from Nigeria. The inquiry was from a member of the Federal Ministry of Works and Housing, proposed a business transaction that would, if successful, represent the largest single Internet order in the history of Kashiwa Tubing. Believing in personally meeting with customers and building long lasting ties, her father suggests that she should meet with this customer, even if that meant traveling to Nigeria.

Teaching Note: 8B02M14 (12 pages)
Industry: Manufacturing
Issues: International Law; Third World; Internet; E-Commerce; Northeastern
Difficulty: 3 - Undergraduate