IPC Corporation, Singapore

Charles Dhanaraj, Paul Beamish and Wee Chow Hou

The IPC Corporation, Singapore case documents a medium-size, Singapore Based IT firm’s 1992 entry into the North American market. IPC had been successfully established in the European and Asia Pacific markets, and had now to decide on how best to enter the North American market. The case gives an overview of the personal computer industry with specific channel information in North America, and highlights two possible options for entry: by the greenfield mode or by acquisition.


IPMI (A): The Executive MBA Program

Hadi Satyagraha

IPMI (A): The Executive MBA Program. The management of IPMI (Institut Pegembangan Manajemen Indonesia), having successfully established its regular full-time MBA program as one of the finest schools in the country, considered launching an Executive MBA program designed for working executives around Jakarta. In light of the arguments for and against such a program, what should management decide?


Newpaper Crisis: The Cut-throat Price War

Susan H C Tai

Newspaper Crisis: The Cut-throat Price War. The price of Chinese newspapers, at HK$5, was traditionally determined by the Newspaper Society of Hong Kong. Although there was no written rule that the members had to follow the standard price, all newspaper publishers cooperated by abiding by this price for many years; that is, until the entry of Apple Daily into the industry in June 1995. Apple Daily was launched with indirect promotional strategies that reduced its cover price to HK$2. This case looks at the resulting upheaval in the newspaper industry, as players battled each other with price-cutting tactics and other marketing strategies.


The Debt of the Ocean Pearl

Steven M Dawson and Ngoc Tran

In The Debt of the Ocean Pearl, the owner of a longline fishing boat shares net trip proceeds 50/50 with hid crew after the payment of trip-related expenses. This is the way it was done in the owner’s Vietnam, and similarly in the Vietnamese longline fleet operating in Hawaii. Past events however, including a costly breakdown at sea, have led to an accumulation of debt which the owner is unable to repay. The strategy of splitting the net proceeds 50/50 to reduce operating risk and maintain the traditional Vietnamese way of doing things, has the unintended consequence of hindering the owner’s ability to generate enough funds to pay back the debt. This case deals with the owner’s dilemma and the difficult decisions he has to make.


Yeo Hiap Seng Ltd

Patrick Gibbons and Paula Chung-Coxall

Yeo Hiap Seng Ltd., a Singaporean food and beverage company was founded by a member of the Yeo family in 1900. By the 1980s, Yeo Hiap Seng had grown into a modestly sized multinational. Although Yeo Hiap Seng went public in 1969, the firm remained family-controlled until 1994, when a number of ill-starred ventures led to a falling out of the Yeo clan, a take-over battle and the wresting of the business from family control. This case looks at issues of strategy evaluation, acquisition targetting and management, and the mechanics of take-overs, including company valuation.


Short Case: Neptune Orient Lines' Acquisition of APL Ltd

Kulwant Singh

Neptune Orient Lines (NOL), established in 1967 as Singapore’s national shipping line, had by 1996 grown to be an important shipping line with a global presence. NOL’s performance began to suffer in the 1990s, amidst tough competition and difficult industry conditions. In spite of attempts to improve performance, NOL’s net earnings continued to decline. In April 1997, NOL offered to acquire Califonia-based APL Ltd in the largest-ever acquisition by a Singapore firm. NOL saw the acquisition as a strategic move to improve competitiveness while detractors though it overpaid for APL. This case examines the issues involved in assessing an acquisition decision.


Writing Effective Cases: A Methodological Approach

William Naumes



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