Since 1995 to 2003, Trump Hotels & Casino Resorts Inc. has been reporting annual losses, which resulted in the decrease of the company's equity base and an increase in its leverage. In 2003, Donald Trump was struggling with his collapsing empire.

The case discusses Infosys Technologies decision to try to capitalize an amount for its brand value. Believing that accounting does not capture all the relevant economic resources companies, Infosys, calculates a value for its brand and discloses it in supplementary filings.

This case gives an overview of training opportunities of employees in business organizations and focuses on education and leadership development initiatives in PwC. The two main projects that PwC have embarked on with regard to its professionals' leadership development are Genesis Park and Project Ulysses.

This case talks about how PwC carried out its corporate responsibility with regard to the Indian Ocean Tsunami tragedy which happened in December 2004 In retrospect of PwC's contribution to affected communities and nations, a corporate governance issue was raised - whether the firm's profits should have been invested in the firm instead of being used for social causes.

By the summer of 2005, the US and China were crossing swords on a plethora of issues including intellectual property rights, yuan valuation, underwear imports, and nuclear concerns. The friction stemmed from China's rapid rise as a political, military and economic power as well as from US domestic concerns over loss of jobs and the nuclear threats posed by North Korea and Iran.

This case is about Starbucks and its different sources of revenues. However, before this, a background of Starbucks history and business operation is explained. Starbucks' revenues are derived from its company operated retail stores, specialty operations, licensing, foodservice accounts, and other initiatives.

Case Writers: Jacob COHEN, David F. HAWKINS and Shira COHEN

Case Writers: Jacob COHEN, David F. HAWKINS and Shira COHEN In 2001, Southcorp was in the midst of a major change of strategy. The shift involved becoming a pure play company in the wine industry. Prior to this decision Southcorp was a conglomerate which operated in three different lines of business.

Case Writers: Jacob COHEN, David F. HAWKINS and Shira COHEN In 2001, Southcorp was in the midst of a major change of strategy. The shift involved becoming a pure play company in the wine industry. Prior to this decision Southcorp was a conglomerate which operated in three different lines of business.

Case Writers: Jacob COHEN, David F. HAWKINS and Shira COHEN In 2001, Southcorp was in the midst of a major change of strategy. The shift involved becoming a pure play company in the wine industry. Prior to this decision Southcorp was a conglomerate which operated in three different lines of business.