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The case examines the various challenges that the Charoen Pokphand Group (CP), Thailand's leading agri-business conglomerate, had to face during the period 1997-2004. It details the growth of CP from a small seed shop in 1929 into one of the largest companies in Thailand by the turn of 20th century. The case discusses the problems CP faced due to the 1997 Asian financial crisis and growing competition to its businesses in the domestic and international markets. Thereafter, it examines the restructuring efforts of the group - in terms of asset sales, focus on core businesses (food and agribusiness, telecommunications and retailing), debt management reforms, focus on corporate transparency and cost reduction - to tide over the crisis.It then details CP's globalization efforts, with special reference to China, and also examines the role of Dhanin Chearavanont, the Chairman and CEO of CP in steering the company out of the Asian financial crisis. Finally, it examines the future prospects of CP in the light of the bird flu epidemic of 2003, and various other problems on the operational and strategic fronts.

Issues:

How a diversified family-owned business in Asia manages its vast portfolio of businesses

The concept and benefits of vertical integration and explore the rationale for diversification of businesses

2.

The case examines the growth strategies adopted by Genting Berhad (Genting) that helped it become one of Malaysia's leading conglomerate companies. It provides detailed information about Genting's initial years and examines the entrepreneurial and leadership qualities of the company's founder, Tan Sri Lim Goh Tong. The case then examines the various strategies adopted by the company to grow in the leisure and hospitality businesses and its contribution in the Malaysian tourism industry's growth. Thereafter, the case examines how Genting diversified into various related and unrelated businesses as a strategy to expand its business operations in domestic and international markets. It also details the strategies it adopted to grow in each of the industries it entered.

The case ends with a discussion on the adverse impacts of the global economic slowdown and the SARS epidemic in the ASEAN region on Genting's businesses, and comments on its future prospects.

Issues:

Understand the need to continuously reinvent the business model of a company amidst rising competition and changes in the business environment

Examine the strategic measures taken by a leader to turnaround a loss making company

3.

The turnaround of IBM under Louis V. Gerstner's leadership is considered to be one of the most remarkable turnarounds in corporate history.

The case details the strategic measures taken by Gerstner to transform IBM from a hardware vendor to a complete IT solutions provider. The case examines IBM's new 'services-heavy' business model and its potential benefits for the company in future.

It also details the issues facing the new CEO of IBM - Sam Palmisano and the measures taken by him in 2002 and 2003 to boost IBM's stagnant revenues and declining profits.

Issues:

Understand the need to continuously reinvent the business model of a company amidst rising competition and changes in the business environment

Examine the strategic measures taken by a leader to turnaround a loss making company

Study IBM's business segments and conduct a BCG analysis

4.

The case focuses on the restructuring initiatives taken up by Sears, Roebuck & Co. The restructuring initiatives started in 1992, when Sears reported the biggest ever loss in its history. The case explains in detail the changes initiated by Martinez to turn the company around and results of the restructuring efforts.

The case provides information about the increasing problems faced by the company due to unrelated diversifications such as Credit card operations. The case also throws light on the role of Sears' credit card in the company's profits and its contribution to the company's growth. Further the case also provides information about the restructuring initiatives undertaken by the new CEO - Alan Lacy.

Issues:

How a large and highly successful leader in the retail industry reports massive losses in a short period due to stagnation, increasing competition and inefficiency

How failure to adapt to changing environment in the industry can pose serious threat to survival and success in the long run

5.

The case examines the entrepreneurial and leadership styles of Rupert Murdoch, the CEO and Chairman of News Corporation Limited, a global media and entertainment company which diversified into films, television, newspapers, magazines etc.

The case explains Murdoch's business acumen, diversification into different businesses and people management skills in detail.

Issues:

The entrepreneurial skills which can lead to success of a business (es)

The different leadership styles and their role in the success of a business (es)

The importance of people management skills in the success of a business (es)

6.

The case discusses the events that occurred in Boeing, one of the largest aerospace companies in the world, under the leadership of Phil Condit. Condit became the CEO of Boeing in 1996. In the very first year, the company found itself with a serious manufacturing breakdown, which led to huge losses. Condit was also responsible for shifting Boeing's focus from commercial aircraft to defense contracts, which possibly led to the emergence of ethical problems in the company. In addition to this, under Condit, Boeing was overtaken by rival Airbus Industrie in aircraft deliveries for the first time in 2003. Condit's diversification strategy was also not entirely successful and Boeing had to write off huge amounts in the late-1990s and early-2000s, due to failed acquisitions.Condit resigned from Boeing in December 2003, and soon after his resignation, Boeing restructured its management structure. It also committed itself to the development of a new aircraft for the first time in 10 years. What remained to be seen was whether Boeing would recover from the damage it suffered under Condit and reestablish itself as the leader in the aerospace industry.

Issues:

Analyze the leadership style of a brilliant engineer who went on to become the CEO of one of the largest aerospace companies in the world

The importance of a CEO's leadership style in relation to the environment in which a company operated

7.

In the mid-1990s Canon, Japan's leading camera and photocopier manufacturer undertook reengineering and restructuring of its business processes. The case brings out the various strategies employed by the company in its process of reengineering and restructuring, and the benefits of these programs. Canon's reengineering efforts were divided into two phases. The case discusses in detail the reengineering strategies of the company under each phase. The case also discusses the future prospects of the company.

Issues:

Understand why organizations opt for reengineering and restructuring

Understand and appreciate the intricacies of restructuring and reengineering processes

Understand the differences between reengineering and restructuring

8.

The case details the strategies adopted by the world's largest advertising conglomerate, the Omnicom Group, to become a global marketing and communications major. It takes an in-depth look at Omnicom's growth vis--vis the advertising industry's evolution through the late-1980s. The company's strategic focus on growth through mergers and acquisitions is explored in detail. Finally, the case discusses the success secrets of Omnicom and examines its future prospects in light of the changes taking place in the global advertising industry. It also provides information on the advertising agency business and profiles the leading players in the business in 2003.

Issues:

Understand the dynamics of the global advertising industry and study its evolution over the decades

Understand the role played by an advertising agency in a company's advertising efforts