How much is Singapore affected by the Asian crisis? What is the future of Singapore, given the current difficulties of the region and beyond? Different perspectives are given, from very optimistic to some negative ones. It goes beyond the particularity or uniqueness, or singularity of Singapore, to look at the region.

The chairman (ethnic Chinese) of a large, Sumatra-based pulp and paper company, is considering what to do to save his previously very successful business empire, which is now in a critical situation following the collapse of the Indonesian rupiah. The case explores different alternatives open to Benny to save the company from bankruptcy.

The Chairman of the Bangchaek Thai Group is overwhelmed by the dramatic news propagated in the media about the region and its future. A very pessimistic assessment of the region is given, both by the press and television in the Asia Pacific region and by the international media.

Chemical Corporation of America (Chemco) is a US based oil chemical diversified corporation based in Houston, Texas. In 1994, the company’s presence in Asia Pacific was limited: 11% of sales and 4% of assets.

The case illustrates the effects of the Asian currency crisis on a diversified Thai conglomerate, the Champaca group. It describes the efforts of its founder, an ethnic Chinese entrepreneur, to save his group by restructuring his debts and, in a culture where western-style downsizing is not acceptable, find a way of cutting his workforce.

Following the Asian financial crisis, the General Manager of a diversified Malaysian Group finds his company in a dramatic financial situation. Yesterday very profitable, today he must take surgical measures if the company is to survive.

The case - in the form of a letter from an Indonesian ethnic Chinese (currently exiled in Singapore) to his brother - gives a sense of what did happen in the spring of 1998 in Indonesia. It aims at discussing the problems faced by Chinese entrepreneurs and traders and their families in Indonesia, at a time of strong anti-Chinese feelings and behavior.

In describing the evolution of a US-Japanese joint venture between 1960-95, the cases illustrate the difficulties associated with the transfer of a strong culture and entrepreneurial practices from one country to another. They show how the partners resolve differences in management, organisation, culture, marketing, production, etc. in order to build a successful business in Japan.

This series of cases (A) (B) (C) is the saga of an eventful relationship between a large global corporation based in Europe (UK) and a partner (licences and joint venture) in South Korea. It explores the many issues raised in such partnerships, and the role of people in handling them.

In describing the evolution of a US-Japanese joint venture between 1960-95, the cases illustrate the difficulties associated with the transfer of a strong culture and entrepreneurial practices from one country to another. They show how the partners resolve differences in management, organisation, culture, marketing, production, etc. in order to build a successful business in Japan.