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Case Patricia P. McDougall, Derrick E. DsouzaThis note provides an overview of the soft drink industry. It chronicles the inception of the beverage industry in the early 1800s to the present time, so that students can better understand the metamorphosis that has taken place in the industry and better appreciate the industry’s status today. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1988. Courses: Business Policy/Strategy; Marketing Topics:
Case Joseph Wolfe, Jozsef PoorAn excellent background of Hungary’s economic system including data on GDP, real wages, financial institutions, free-enterprise legislation, industry sectors, and demographics. Suggested to accompany Cespel Machine Tool Company and Taurus Hungarian Rubber Works. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1990. Courses: International Business Topics:
Case Pankaj GhemawatThis case describes a company that had traditionally followed a strategy quite distinct from its major competitors’, its eventual decision to imitate them, and its subsequent performance. Source: Harvard Business School. Copyright 1987. Courses: Business Policy/Strategy Topics:
Case Harriett FarneyThis case describes the ”roller-coaster ride’‘ history of the manufacturer of the Cabbage Patch doll, the only doll to have graced the cover of Newsweek. Was Coleco guilty of management mistakes? Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1990, Revised 1993. Courses: Advanced Accounting; Managerial Accounting; Marketing Topics:
Case Amy Anderson and edited by Richard G. LinowesAgroAraucania (Chile) is a retailer that sells agricultural products to wheat farmers and distributors. They face a variety of marketing and organizational issues as they expand their business. Employee morale is low and turnover is high. To improve the situation the company is introducing a new quality management program that has thus far met with mixed results. Source: Institute of International Education and selected for use by Pinnacle Editorial Board. Copyright 1994. Courses: International Business; Organizational Behavior; Small Business Topics:
Case A: Turbulent Skies Irene L. Sinrich, Malcolm S. SalterPresents the economic and political dimensions of competition in the commercial aircraft industry, as demonstrated by Airbus of Europe and Boeing of the United States. May be used with Airbus vs. Boeing (B): The Storm Intensifies. Source: Harvard Business School. Copyright 1986. Courses: Business and Society; Business Policy/Strategy; International Business Topics:
Case B: The Storm Intensifies Wendy Coleman, Malcolm S. SalterContinues discussion of Airbus vs. Boeing (A). This case is designed to foster discussion of international trade policy as it affects producers in the industry and to encourage firm managers to consider competitive strategies. A rewritten version of an earlier case by the same author. Source: Harvard Business School. Copyright 1988. Courses: Business and Society; International Business; International Trade Topics:
Case F. Bruce Simmons, IIIThis case portrays the effective efforts by the zoo’s management to be responsive to market needs, variations in local weather conditions, escalating costs and other environmental factors. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1992. Courses: Finance Topics:
Case Jiro Kokuryo, Shigeru Asaba, Malcolm S. SalterThis case describes how Asahi Breweries was faced with a major expansion decision after succeeding in increasing market share dramatically in the traditionally stable Japanese beer industry. Source: Harvard Business School. Copyright 1989. Courses: Business Policy/Strategy; Leadership; Management; Marketing Management; Organizational Behavior Topics:
Case Sam McDowell and edited by Richard G. LinowesAsian Rattan (The Philippines) is a rattan furniture manufacturer that has just weathered a crippling strike by its labor union, which had simply demanded the legal minimum wage. The strike shut down the factory for 18 months, and now its general manager, the son of a prosperous, industrialist family, weighs whether or not to reopen the factory. Source: Institute of International Education and selected for use by Pinnacle Editorial Board. Copyright 1994. Courses: Business and Society; International Business; Small Business Topics:
Case Paul S. Myers, Rosabeth Moss Kanter, Paul W. MarshallThis case focuses on Chairman John B. McCoy, who has been active as a general manager in developing and upgrading people through a variety of means. Banc One is now much larger and operating on new territory at a time when its decentralized operation philosophy is already strained by growth and innovation. What should McCoy do to meet the performance challenges of the future? Source: Harvard Business School. Copyright 1990, Revised December 2, 1991. Courses: Business Policy/Strategy; Human Resources; Money and Banking Topics:
Case A Anne T. LawrenceCase A focuses on the dilemma faced by Bank of America executive Jim Jackson when the bank acquired in foreclosure a parcel of land in San Diego County whose development was constrained by an endangered species listing. What should the bank do with the property, which had an appraised value far below the amount of the bank loan? Case B describes the outcome: the creation of the nation’s first “conservation bank.” Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1995. Courses: Environmental Issues; Money and Banking; Real Estate Topics:
Case Charles R. Wagner, Marilyn OkleshenThis case follows this small business through its development, management philosophy, strategy, relocation, and the demographics of their locale. 1991 Source: Submitted by author and selected for use by Pinnacle Editorial Board. Courses: Accounting; Business Policy/Strategy; Entrepreneurship; Finance; Small Business Topics:
Case Marilyn L. TaylorThis case describes the post-WWII business boom of a leading aircraft manufacturer followed by the bust of the late 1970s and the attempted turnaround beginning in 1979. The General Aviation Industry Note can be used to accompany. Source: Submitted by author and selected for use by the Pinnacle Editorial Board. Copyright 1983. Courses: Operations Management Topics:
Case Arthur SharplinA comprehensive strategy case by a leading case author. The case provides an intimate look at an automotive machine shop and repair facility that also does tool grinding and other work for Boeing’s nearby aircraft refurbishment plant. Source: Submitted by author and selected for use by the Pinnacle Editorial Board. Copyright 1988. Courses: Business Policy/Strategy; Manufacturing; Operations Management Topics:
Case A Elisabeth Lyman Rachal, C. Roland ChristensenThe case provides strategic analysis and recommendations. Source: Harvard Business School. Copyright 1974, Revised 1986. Courses: Business Policy/Strategy Topics:
Case Jonathan J. Bhushan and edited by Richard G. LinowesBonto has a managing director who is assessing the appropriate means to sell his produce in local and European markets. Recent farm expansion necessitates new market outlets, but changing tariffs, regional smuggling and currency devaluations pose major risks. Only limited transportation capabilities currently exist, so the manager now debates whether to reserve air cargo space to ship his goods to wholesalers in overseas markets. Source: Institute of International Education and selected for use by Pinnacle Editorial Board. Copyright 1994. Courses: International Business; Marketing; Small Business Topics:
Case William C. House, Walter E. GreeneBorden’s, Inc., a well established food processing company, planned to close or sell 25 dairy plants due to increasing raw material costs and intense price competition. Other plants were being reconfigured into hyperplants, which couldn‘t produce large volumes of homogenous products. The plant reduction/reconfiguration operation resulted in significant earnings declines during the latest operating period. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1990. Courses: Finance; Marketing Topics:
Case This small division of a moderate-sized British packaging machinery firm faces a number of strategic issues related to the maturing of its primary markets and changing attitudes and practices in product packaging. Both corporate and business-level issues are involved as the firm considers entry into a new fast-growing segment of the packaging machinery industry. BWI may enter this market on its own or through acquisition. It may also consider deferring to its parent company’s priorities or attempt to increase its penetration of overseas markets, especially in China. Students may utilize industry analysis and the implications of overseas operations in the analysis of this case. Source: Business Case Journal, Vol. 3, Issue 1, Summer, 1995. Courses: International Business Topics:
Case Yoko Ishikura, Michael E. PorterThis case describes Cannon’s worldwide strategy in the copier business. Designed to be used to explore strategy formulation in a worldwide industry and the principles of international competition. Source: Harvard Business School. Copyright 1983. Courses: Business Policy/Strategy; International Business Topics:
Case V. Srinivasa Rangan, Christopher A. BartlettThis case describes the structure and evolution of the earth moving equipment industry worldwide, focusing on developments in the 1960s and 1970s and some environmental changes occurring in the early 1980s. Source: Harvard Business School. Copyright 1985, Revised September 1988. Courses: Business Policy/Strategy; International Business; Management Topics:
Case A Mark SimonThis case provides striking examples of differences between natural cultures and emphasizes the importance of understanding these differences. The case is especially useful for understanding the distinctive national culture of the PRC. Part B illustrates the effects of the domestic recessions and riots on CITA’s business. The founders are confronted with decisions about products, markets, and distribution channels. The youth of the founders provokes lively debate among graduate and undergraduate students. 1992 Source: Submitted by author and selected for use by Pinnacle II Editorial Board. Courses: Entrepreneurship; Finance; International Business Topics:
Case A Nasswan Dossabhoy, Richard G. HamermeshThis case deals with the problems of implementing strategy in a declining industry and the negotiation of strategy with external constituencies, particularly labor unions. Source: Harvard Business School. Copyright 1983. Courses: Business Policy/Strategy; Management Topics:
Case A Christopher W. L. Hart, Dan Arczynski, Dan MaherThis case describes the forces that shape the resort industry’s structure, raising the issue of where it is possible for Club Med to establish a sustainable competitive advantage. The case also focuses on service quality from the standpoint of customer dissatisfaction and its associated costs. Source: Harvard Business School. Copyright 1986. Courses: International Business; Marketing Management; Operations Management; Organizational Behavior; Quality Management; Service Management Topics:
Case Rebecca Wyaland, Michael E. PorterThe case shows the history of major soft drink product introductions, the role of concentrate producers and bottlers, and provides details of industry developments. Also describes the competition between Coca-Cola and Pepsi-Cola. A rewritten version of two earlier cases. Source: Harvard Business School. Copyright 1991, Revised July 8,1992. Courses: Advertising; Business Policy/Strategy; Marketing Channels Topics:
Case A Michael F. WelshThe new president of the University of South Carolina comes under intense pressure to cancel a proposed College of Education summer course. Despite a revision in the course description, the media escalates the controversy — aiming at both the course and the openly gay faculty member who proposes to teach it. Source: North American Case Research Association, Case Research Journal, Summer/Fall 1995, Vol. 15, Issues 3 & 4, Copyright 1995. Courses: Diversity Topics:
Article Gary Hamel, C. K. PrahaladWhat drives your company’s agenda: your competitors‘ view of the future or your own? Source: Harvard Business School. Copyright 1995.
Case Toby Stuart, David CollinsThis case describes the development of a successful corporate strategy based on the acquisition and subsequent consolidation of low-technology manufacturing companies. Source: Harvard Business School. Copyright 1991, Revised May 26, 1992. Courses: Business Policy/Strategy; Finance Topics:
Case A Christopher A. Bartlett, Michael Y. YoshinoFollows the impact of a change in global strategy on a diversified company’s global organization structure. Traces two failed attempts at bringing a business perspective to a geographic organization, and poses the problem of what the international division president can do. Source: Harvard Business School. Copyright 1981. Courses: International Business; Management; Organizational Behavior Topics:
Case B-1 Christopher A. Bartlett, Michael Y. YoshinoDescribes the consultants’ recommendations for a global matrix and raises the issue of how and when implementation might occur. The company is entering a period of financial crisis. Source: Harvard Business School. Copyright 1981. Courses: International Business; Management; Organizational Behavior Topics:
Case B-2 Christopher A. Bartlett, Michael Y. YoshinoDescribes the implementation process and reactions to the organization change, raising questions about the appropriateness of both the matrix organization and the implementation of the new organization. Source: Harvard Business School. Copyright 1981. Courses: International Business; Management; Organizational Behavior Topics:
Case Francis J. Aguilar, Caroline BrainardThis case focuses on Cray Research as it faces several management problems as a result of rapid growth and the need for continued growth. Source: Harvard Business School. Copyright 1984, Revised June 1986. Courses: Business Policy/Strategy; Entrepreneurship; Management; Technology Topics:
Case Karen G. Gordon, John P. Reed, Richard HamermeshThis case describes the technical, economic, and competitive trends in the metal container industry. Source: Harvard Business School. Copyright 1977, Revised April 1987. Courses: Business and Society; Business Policy/Strategy Topics:
Case Joseph Wolfe, Joszef PoorThis case provides background on the history of this firm from inception in 1882 as a can manufacturer. World data on the machine tool industry is included along with operational, financial, and product company data. Company information was drawn from interviews with managers and provides insight into a company from the former Eastern bloc struggling to make the transition to a market driven global economy. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1990. Courses: International Business Topics:
Case Charles B. Weigle, John W. RosenblumThis case focuses on Dansk Designs Ltd., a supplier of tableware products, as it plans to enter a new product area in housewares. Past growth and anticipated future expansion make organizational changes necessary. Overseas operations, design changes, supplier relations, quality control, marketing strategy, and competition all have impact on the organizational structure. Source: Harvard Business School. Copyright 1971. Courses: Business Policy/Strategy; Management; Marketing Management; New Product Development; Organizational Behavior Topics:
Case Henry H. BeamThis case focuses on a restaurant located in a small town in Michigan whose owner was having trouble making his monthly rent payments. The owner had a strong incentive to make his Cafe a success and would have liked to buy the building and land but the selling price was much too high. In addition, most commercial development was taking place north of town. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1993. Courses: Entrepreneurship; Operations Management; Small Business Topics:
Case Peter GouletThis case presents strategies Deere & Co. employed to deal with events that affected them in the 1980s. The central focus is the “farm crisis”; however, a less visible environmental condition affecting the firm is low levels of growth in the industrial equipment sector of their business. They greatly expanded businesses at the same time a joint venture project with GM fell through, suffered a strike, increased productivity, reduced their breakeven point, and tried to diversify the company further. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1989, 1992. Courses: Environmental Issues; Finance Topics:
Case James W. ClintonThis case portrays a local Salvation Army center and its operations. Sources and uses of funds, programs, clients, staff, and management all receive attention. How should the local level prioritize current resources and fund raising? An exceptional case for exploring a leading non-profit.Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1990. Courses: Business and Society; Marketing; Not-for-Profit; Public Policy; Public Relations Topics: Business and Society; Business Policy/Strategy; Marketing; Nonprofit; Public Policy; Public Relations
Case A Christopher A. BartlettThis case describes the development of the first CT Scanner by EMI, a company new to the medical industry, and EMI’s entry into the U.S. market. Source: Harvard Business School. Copyright 1983, Revised March 1985. Courses: International Business; Management; New Product Development; Organizational Behavior; Technology Topics:
Case Author(s): Douglas N. Ross, Towson University, David L. Entin, Entremed, Inc., and Douglas M. Sanford, Jr., Towson University Description: EntreMed, Inc. is deeply in debt and does not have much revenue. It has about 300 patents and a number of new drugs in the latter stages of the regulatory approval process. Management is faced with personnel, intellectual property, ethical, and alliance strategic challenges, and the company’s survival hangs in the balance. Publication Date: 2006 Geographic Setting: U.S. Industry Setting: Biotech Event Year Start: 2003 Event Year End: 2003 Courses: Corporate strategy; Business policy Subjects: Corporate strategy in turbulent environments, Intellectual property strategy, Strategic alliance strategy
Case John B. Goodman, David PalmerThe European Communities reached a turning point when their twelve member states agreed to remove all barriers to the free movement of goods, services capital, and people by 1992. This case explores the origins of the 1992 program, its major features, and its implications. Source: Harvard Business School. Copyright 1989. Courses: Business and Society; International Trade Topics:
Case Ann M. Hackert, Mike DrysdaleThe owners of Farmco Equipment and Supply are contemplating the addition of an imported British product to their line of farm implements and equipment. Marketing an innovative piece of equipment made in England requires an understanding of foreign currencies and international trade. The owners are not afraid to try new products or new ideas but are naturally cautious about the potential risks involved in international transactions. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1990. Courses: International Business; International Trade; Marketing; Risk Management; Small Business Topics:
Case Ann M. HackertAndrew Johnson, a newly elected board member of the First State Credit Union, decided to review the credit union’s financial performance and management to prepare for his first board meeting. Growth in the loan portfolio allowed the firm to reach the $100 million assets size. First State offered competitive deposit rates in order to attract the funds needed to finance growth. The addition of new branches resulted in loan and deposit growth. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1989. Courses: Business Policy/Strategy; Finance; Management; Money and Banking; Organizational Behavior Topics:
Case A Joe L. MooreThis case covers many strategic issues from the expansion of FirstSouth during the early 1980s until its closing in 1986. The case describes some of the events that are known to have occurred during this period of time. The case describes problems symptomatic of the savings and loan industry. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1994. Courses: Money and Banking Topics:
Case B Joe L. MooreThe case covers the cleanup of FirstSouth Savings and Loan from July 1990 until May 1991. The case covers the indictments of two major stockholders and officers of FirstSouth. The case continues to describe problems symptomatic of the savings and loan industry. This case must be used following FirstSouth Savings and Loan case A. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1994. Courses: Money and Banking Topics:
Case Joan S. Livingston, Christopher W. L. HartThis case describes a major electric utility’s highly successful effort to institute a comprehensive quality improvement program throughout the organization. Source: Harvard Business School. Copyright 1987. Courses: Organizational Behavior; Quality Management; Service Management Topics:
Case A Raymond M. Kinnunen, James F. Malloy, John A. SeegerThis case depicts a startup company by two entrepreneurs who have enjoyed success in two other leading startups of the 1970s and 1980s. This case provides background on the entrepreneurs, a description of the product concept, and excerpts from the business plan. Video available through senior author. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1992. Courses: Entrepreneurship; Technology Topics:
Case B Raymond M. Kinnunen, James F. Malloy, John A. SeegerThis case depicts the company as the founders work on the second round of financing early in 1991. It includes financial data, information from the company’s marketing material, and background on the expanding management team. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1991. Courses: Entrepreneurship; Technology Topics:
Case Chi Anyansi-Archibong, Betty L. Brewer, Isaiah O. UgboroFrom 1985-1995, Food Lion’s sales tripled while assets, net income and earnings per share quadrupled. The number of employees doubled. However, this impressive performance was greatly affected by the aftershocks from a November 5, 1995 “PrimeTime Live” broadcast alleging unsanitary food handling practices. Source: Submitted by authors and selected by Pinnacle II Editorial Board. Copyright 1996. Courses: Business Ethics; Business Law and Legal Environment of Business; Business Policy/Strategy; Labor Relations Topics:
Case W. Harvey Hegarty, Harry Kelsey. Jr.This classic case depicts the issues and problems involved in operating one of the most complete and extensive marinas in the United States. Operations at this large inland lake marina include the marina, boat rental services, an inn, and boat sales. A 24-minute accompanying film is available from the authors. Source: Submitted by authors and selected for use by Pinnacle Editorial Board. Copyright 1975. Courses: Finance; Operations Management Topics:
Case Paul O’Sullivan and edited by Richard G. LinowesThe firm processes shrimp and sole purchased from contractors and gathered by its own trawlers off the coast of Gambia. It then sells them in frozen form to Belgium, the Canary Islands, and the local tourist industry. The quality of shrimp has been quite uneven recently, and this deeply concerns its overseas distributors. For several years the company has been losing money, and now it faces cash flow difficulties. Source: Institute of International Education and selected for use by Pinnacle Editorial Board. Copyright 1994. Courses: Business and Society; International Business; Operations Management; Small Business Topics:
Case Francis J. Aguilar, Richard G. Hamermesh, Caroline BrainardThis case deals with the ways CEO Jack Welch has tried to change GE’s strategy and planning activities and his attempts to make the company more entrepreneurial. May be used in conjunction with General Electric‘s Strategic Position—1981, which describes Reg Jones' tenure as CEO. Source: Harvard Business School. Copyright 1985, Revised May 1985. Courses: Business Policy/Strategy; Entrepreneurship; Human Resources; Management Topics:
Case Joseph Wolfe, Joann BabiakFollowing a disagreement between Ed Russell and his superiors at GE Plastics, his position changed. In the new position Ed found out about some activities between his new boss, Hiner, and Debeers which in his view were wrong. These activities included fixing industrial diamond prices, colluding to destroy a new Korean company, Ilijin, etc. Ed claims he was fired as a whistleblower, and the case goes to court. Source: Submitted by authors and selected for use by Pinnacle II Editorial Board. Copyright 1995. Courses: Business Ethics; Business Law and Legal Environment of Business; Management; Marketing Topics:
Case Thomas W. Malnight, Francis J. AguilarDescribes Jack Welch’s tenure as CEO from 1981 to 1989 through excerpts of speeches and presentations. Sections include summary of GE‘s strategy, Welch's quantum leap approach to change, the restructuring of GE, how GE operates (the “GE Growth Engine”), and managing GE in the 1990s through speed, simplicity, and self-confidence. Source: Harvard Business School. Copyright 1989. Courses: Business Policy/Strategy; Entrepreneurship; Management Topics:
Case Francis J. Aguilar, Richard HamermeshDescribes the introduction and evolution of General Electric’s strategic planning system from the 1960s to Jack Welch‘s tenure. Allows discussion of the interplay of problems and circumstances to the evolution of the strategic planning system, and how Welch might use or alter the system to meet the challenge of growth. Source: Harvard Business School. Copyright 1981. Courses: Business Policy/Strategy; Entrepreneurship; Human Resources; Management; Technology Topics:
Case Joseph L. Badaracco, Jr., Naomi HasegwaThis case describes all of General Motors’ major alliances with Asian firms, including Toyota, Fanuc, Isuzu, Daewoo, Suzuki, Nissan, and Hitachi. Also shows the differences between the alliances based primarily on cost considerations and those aimed at learning from other organizations. Source: Harvard Business School. Copyright 1988, Revised May 1988. Courses: Business Policy/Strategy; International Trade Topics:
Case A James L. HeskettThe national executive director of the Girl Scouts of the U.S.A. is reviewing the accomplishments of her administration as she prepares to leave her job. The case enables a class to review the ways in which the organization accomplishes what it does, including the effective use of volunteers and directors as well as a highly effective planning process designed to develop consensus concurrent with the management of the organization. The fact that Peter Drucker has referred to the Girl Scouts as the best-managed organization in the U.S. makes a review of this case material worthwhile. May be used with Girl Scouts (B) and (C). Source: Harvard Business School. Copyright 1989, Revised January 30, 1990. Courses: Not-for-Profit Topics:
Case B James L. HeskettThe new executive director of a “renegade” Girl Scout Council has just fired all 25 members of her staff, giving little promise of cooperating with the National organization in the process. Although action on the part of the National management consultant to the local council is required, alternatives are limited. Specifically, the management consultant has to decide whether to request a Charter Compliance Audit which eventually could lead to the revocation of the council’s charter. May be used with Girl Scouts of the U.S.A. (A) and (C). Source: Harvard Business School. Copyright 1989. Courses: Not-for-Profit; Service Management Topics:
Case C James L. HeskettThe national executive director of the Girl Scouts is faced with the decision about what to do to encourage five recalcitrant local councils to adhere to the organization’s standards limiting the number of local councils‘ sales of products. It is part of a continuing test of the National organization's ability to coordinate and maintain standards for the activities of its 334 local councils. May be used with Girl Scouts of the U.S.A. (A) and (B). Source: Harvard Business School. Copyright 1989. Courses: Not-for-Profit; Service Management
Case Stephen J. PorthThis case describes the challenges of managing a small company operating in a developing country. For this reason, the case includes a description of business conditions in the Dominican Republic, with emphasis on the country’s volatile political and economic environments. A weak economy, characterized by an inflation rate of 62%, a declining Real GDP, and a plummeting Dominican peso are daily challenges faced by Dominican managers. Source: Submitted by the author and selected for use by the Pinnacle Editorial Board. Copyright 1990. Courses: International Business Topics:
Case Author(s): Steve Gove Publication Date: 2007 Subjects: Strategic management; Corporate governance; Board of directors; Agency theory; Executive pay; CEO succession Product Description: Michael Eisner joined the Walt Disney company in 1984, just after the venerated icon of American animated culture was the target of a hostile takeover. Over the next twenty years, Eisner would lead the company through a remarkable transformation during a period of rapid industry change. Disney’s revenues would grow from $1.5 billion to over $30 billion, the number of employees from 28,000 to over 125,000, and the firm‘s stock appreciate some 1,600 percent. At the heart of the company remained Disney's animated film unit. Under Eisner's revitalization, Disney churned out such hits as “The Lion King” and “Aladdin”, fell into decline, and, with partner Pixar, transitioned animated film making into the digital age with films such as “Toy Story” and “Finding Nemo”. In a paradox, this remarkable performance occurred in a company whose corporate governance practices were repeatedly labeled as among the worst in corporate America. This case chronicles the entry of Eisner at Disney and his growth of the firm while emphasizing governance issues. Corporate governance situations highlighted include: anti-takeover tactics, executive succession, executive pay, board composition and oversight, and director independence. The case begins in 1984 with the hiring of Eisner, ending in 2006 with Disney's acquisition of Pixar. Along the way are Eisner's multi-million dollar compensation structure, the hiring and exit of top executives Jeffrey Katzenberg and Michael Ovitz (and their lawsuits against the firm), an unsolicited takeover attempt by Comcast, shareholder and director revolts, director changes, Eisner's eventual exit, and Steve Jobs joining Disney's board as the company's largest shareholder.
Case Darin Rowell and edited by Richard G. LinowesGreen Isle is a fruit products manufacturer that is wrestling with new competition from other Caribbean Islands. The company presently faces problems stemming from poor packaging, ineffective promotion and severe price competition. Members of the family who manage the business have differing views about what should be done, and standard elements of professional management are notably absent. Source: Institute of International Education and selected for use by Pinnacle Editorial Board. Copyright 1994. Courses: Entrepreneurship; International Business; Marketing; Organizational Behavior; Small Business Topics:
Case Walter E. GreeneThis case focuses on one of the leading manufacturing companies in Mexico in the field of electronic components, microcomputer systems, and printers. The case presents material on the organizational culture in this family company. Source: Submitted by authors and selected for use by Pinnacle Editorial Board. Copyright 1992. Courses: Manufacturing; Technology Topics:
Case A: The Administration of Policy Richard J. Post, Kenneth E. GoodpastorRelates the April 1979 discovery of improper income transferal practices used at the H.J. Heinz Co. Background data is presented, along with a detailed description of the organizational practices, the management incentive system, and the corporate ethical policy then in use. Source: Harvard Business School. Copyright 1981. Courses: Business Ethics; Organizational Behavior Topics:
Case B: The Administration of Policy Richard J. Post, Kenneth E. GoodpastorThis case summarizes the investigation conducted by outside legal and accounting firms under the Heinz audit committee. Presents restated financial data for the period filed by Heinz with the SEC and summarizes the committee’s assessment of contributing factors and its conclusions. Source: Harvard Business School. Copyright 1981. Courses: Business Ethics; Organizational Behavior Topics:
Case Melissa Schilling; Chad Beaupierre; Scott Bevier; Roberto Ekesi; Vicken Librarikian This case examines Handspring’s decision to phase out its Visor line of personal digital assistants, and focus all development instead on a new smartphone called the Treo. This was a significant decision for the company because a) smartphones required different areas of expertise than PDAs, b) the major cellular phone providers such as Nokia, Ericsson, Motorola, and Kyocera, were aggressively entering the smartphone market, meaning that Handspring would have a new range of big, highly efficient and well established competitors.aaThe decision meant that Handspring would have to develop new competencies, face new competitors, and write off some of the R&D investment it has put into its Springboard technology. Courses: Business Policy/Strategy; Technological Innovation Management Topics: Telecommunications; Competition; Computer industry; Industry analysis; New product development; Repositioning; Technology
Case James A. Wolff, Douglas D. BakerThis case focuses on Harley-Davidson as it faces constant change in the world motorcycle industry. Many questions surface concerning the state of the industry and whether Harley can sustain its success over the long term. Source: Submitted by authors and selected for use by Pinnacle Editorial Board. Copyright 1980. Courses: Operations Management; Organizational Behavior Topics:
Case Edward J. Hoff, Michael E. PorterThis case focuses on the industry’s development and evolution in three principal watch producing countries: Switzerland, the United States, and Japan. Based in part on two earlier cases by F. T. Knickerbocker and H.E.R. Uyterhoeven. Source: Harvard Business School. Copyright 1985, Revised April 1987. Courses: Business Policy/Strategy; International Business Topics:
Case L.K. Williams, Vicky L. CriswellHeck, a discount retail merchandiser with over 100 store locations in the Appalachian region of the United States, recently filed for relief under the United States Chapter 11 bankruptcy law. The reader is asked to analyze the past ten-year period of Heck’s financial problems and incorporate other information provided by Value Line Investment Survey that may provide insight for future policy decisions for Heck‘s. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1989. Courses: Accounting; Finance Topics:
Case A Roger M. Atherton, Jr., Dennis M. CritesThis case provides a description of HP, its objectives, and the industry specific problems caused by rapid growth in 1972-1973. The primary focus is on the company’s response to these problems and the related issues of strategy, structure, and operating policies. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1980. Courses: Business Policy/Strategy; Organizational Behavior; Technology Topics:
Case B: A 1975–1978 Review Roger M. Atherton, Jr., Dennis M. Crites, Gail GreenbergThis case builds on Case A by describing events that have taken place between 1975-78. The case reviews HP’s objectives and some fundamental changes made during the 1973-74 “re-direction.” It then describes the 1975-78 growth, organization structure, selected strategies and operating policies, organization, leadership and growing commitment to computational technology. Source: Submitted by author and selected for use by Pinnacle Editorial Board Copyright 1980. Courses: Business Policy/Strategy Topics:
Case James J. Chrisman, Harold Valentine, Allen C. AmasonHickory’s owner/manager must decide whether to buy or lease new golf carts, purchase a new rotivator and irrigation system, improve the clubhouse and snack bar, enlarge the nine-hole course to eighteen, or add a driving range. In addition, a recent marketing study has advised changes in the advertising program. Even with second year revenues running nearly 50% above 1988, resources are scarce. The owner/manager‘s choices may determine the viability of the golf course.Source: Submitted by authors and selected for use by Pinnacle Editorial Board. Copyright 1991. Courses: Advertising; Marketing Management; Small Business Topics: Advertising; Marketing Strategy; Small Business; Strategic Planning
Case Chi Anyansi-Archibong, Silvanus Udoka, Arup MallikAlthough the managers of this Bus Transit operation were proud of their accomplishments, they were truly aware of the impending changes in the environment. The managers are interested in the new technologies and developments which will enhance the quality of their services. Recent government cutbacks and regulations are a few of the challenges facing this nonprofit organization. Source: Submitted by author and selected for use by Pinnacle II Editorial Board. Copyright 1995. Courses: Logistics Topics:
Case A Dr. Richard T. Pascale, E. Tatum ChristiansenDescribes the history of Honda Motor Company from its beginning through its entry into and subsequent dominance of the U.S. market. The history is explained primarily in terms of strategic factors and quoted from two sources: an earlier case and Boston Consulting Group report on the motorcycle industry. Source: Harvard Business School. Copyright 1983, Revised October 1989. Courses: Business Policy/Strategy; Management Topics:
Case B Dr. Richard T. Pascale, E. Tatum ChristiansenDescribes the history of Honda Motor Company from its beginning through its entry into and subsequent dominance of the U.S. market as seen through the eyes of Honda executives. The history of Honda’s successful entry into the U.S. market is viewed as highly adaptive and fraught with error and serendipity. Source: Harvard Business School. Copyright 1983, Revised October 1989. Courses: Business Policy/Strategy; Management Topics:
Case B: Views of Senior Management Ralph Z. SorensonProvides a follow-up to Honda Motor Co. and Honda of America (A). Describes the memos of the newly appointed Honda president and the newly appointed executive vice president, with respect to the challenges facing Honda in the 1990s. Contains their thoughts on what is likely to happen to the automotive industry as a whole and also discusses the priorities of Honda’s senior management team. Source: Harvard Business School. Copyright 1990, Revised November 16, 1990. Courses: Organizational Behavior Topics:
Case A Susan P. Ehrlich, Andrall E. PearsonThe case looks at the specific example of Honda of America. Students are asked to analyze “The Honda Way”—how well it has been transferred to the United States and whether or not it is sustainable in the face of domestic and rapid expansion. Source: Harvard Business School. Copyright 1989. Courses: Management; Organizational Behavior Topics:
Case Susan S. Harmeling, Howard H. StevensonThis case deals with the issue of an entrepreneur in a very successful company deciding whether to stay through a period of great growth or to sell. Source: Harvard Business School. Copyright 1988, Revised May 29, 1992. Courses: Entrepreneurship; Manufacturing; Marketing Management; Organizational Behavior Topics:
Case A Paula Gutman and edited by Richard G. Linowes Idris (Mali) is a company that traditionally imported food stuffs into Mali. Political turmoil and changing exchange rates pose serious risks to the business, so the company is now beginning the export of Malian mangos to overseas markets. An American adviser puts together a plan for the business and oversees its operation. Source: Institute of International Education and selected for use by Pinnacle Editorial Board. Copyright 1994. Courses: Accounting; Entrepreneurship; Small Business Topics:
Case Chi Anyansi-Archibong, Betty L. Brewer, Isaiah O. UgboroThe September 3, 1991 fire was started by a hydraulic leak onto a deep fryer. Twenty-five workers died. Another fifty-six were injured and evacuation was further hampered by padlocked doors and blocked exits. There was only one fire extinguisher in the whole plant. Source: Submitted by authors and selected by Pinnacle II Editorial Board. Copyright 1996. Courses: Business and Society ; Business Ethics; Business Policy/Strategy; Organizational Behavior Topics:
Case Ralinda Laurie, Ben Huston, David B. YoffieThis case explores Intel’s position in both the semiconductor industry and its growing competition with its customers in systems. Source: Harvard Business School. Copyright 1989, Revised December 16, 1991. Courses: Business Policy/Strategy; International Business; International Trade Topics:
Case Melissa Schilling; Min Ye Ji; Steven Angga-Prana This case is about Iridium’s efforts to develop and market aaglobal satellite telecommunication system that would enable individuals to call from anywhere on earth, at any time. The project?s price tag would be $5 billion. The potential customers that stood to gain the most from the service were those that worked in remote locations such as those employed in mining, oil exploration, etc. However Motorola was counting on also attracting the mass market to the product (particularly business travelers) in order to generate enough volume to make the service viable. Courses: Business Policy/Strategy; Technological Innovation Management Topics: Telecommunications; Competition;a Industry analysis; New product development;a Technology; Network externalities; Technology standards
Case M. Edgar Barrett, Christopher D. BuehlerThe third in a series of The Southland Corporation cases, this case profiles the company’s various subsidiaries and operations, including the newly acquired Southland, as well as the U.S. convenience stores industry. What strategies might the new parent employ to make Southland financial successful once again? Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1991, 1992. Courses: Finance; International Business Topics:
Case A Wendy K. Smith, Richard S. TedlowThis case presents an historical overview of the professional career of James E. Burke, chairman and CEO of Johnson & Johnson. Examines the corporation’s handling of three major occurrences — the Tylenol poisonings in 1982 and 1986 and the acquisition and subsequent sale of Technicare, a maker of diagnostic imaging equipment.Source: Source: Harvard Business School. Copyright 1989. Courses: Advertising; Business Ethics; Management; Marketing Management; Organizational Behavior Topics:
Case JoAnn K. Schwinghammer, Charles R. WagnerThis case presents information regarding the store’s financial position, environmental constraints, and retailing mix, and may focus on promotion, financial analysis, or retail planning. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1989. Courses: Advertising; Marketing; Retail Management Topics:
Case A: Philosophy & Culture Francis J. Aguilar, Arvind BhambriDescribes the Johnson & Johnson culture and the corporate systems, structures, and procedures which reflect and promote it. The principal teaching objectives are to gain an understanding of the impact a strong culture can have on strategic decisions and to consider how such cultures might be managed. Source: Harvard Business School. Copyright 1983, Revised 1986. Courses: Business Policy/Strategy; Management; Organizational Behavior Topics:
Case B: Hospital Services Francis J. Aguilar, Arvind BhambriThe main issue has to do with the incompatibility between the early environmental requirements for strategy and the cultural constraints on the organization. Describes the internal resistance to the proposed changes and top management’s efforts to resolve the contradictory requirements of strategy and culture. A second major issue concerns the challenge facing a general manager who has been given responsibility for operationalizing the forced solution. Source: Harvard Business School. Copyright 1983, Revised 1986. Courses: Business Policy/Strategy; Management Topics:
Case Rafal Slaski and edited by Richard G. Linowes Keita produces vinegar, bleach, soap, plastic pipes and other plastic items for consumer and government use. Recently the company has been suffering because smuggled goods undercut its products in the marketplace and, as a result, some workers have been laid off. Despite these financial problems, the company is simultaneously considering adding a new soap production line, expanding its bleach production capability, and purchasing a used German cotton gin to begin manufacturing absorbent cotton products. Source: Institute of International Education and selected for use by Pinnacle Editorial Board. Copyright 1994. Courses: Business and Society; Entrepreneurship; Finance; International Business; Small Business Topics:
Case Christopher A. Bartlett, U. Srinivasa RanganDescribes the internationalization of the KFC fast food chain, focusing on KFC’s entry into Japan. Source: Harvard Business School. Copyright 1986. Courses: Business Policy/Strategy; Entrepreneurship; International Business; Management Topics:
Case Jeffrey A. KrugThis case profiles the history of KFC from its inception in 1954, going public, sale to Heublein, Heublein’s merger with R.J. Reynolds Industries, and the chain‘s subsequent acquisition by Pepsi-Cola. The case presents the dynamics of the top restaurant chains and their international strategies. The case concludes with a summary of KFC's expansion into Mexico and the challenges the chain faces there. 1995 Courses: Finance; International Business; Marketing Topics: Fast Food Industry; Hotel/Restaurant Industry; International Business; Mergers and Acquisitions; Mexico; Organizational Culture
Case Victor E. Archibong, Sharon Gary-Finney, Chi Anyansi-ArchibongKenyon Home Furnishings was a fast-growing small business until several scandals relating to its cash management practices went to court. A multitude of lawsuits were made among Kenyon management; Federal Resources, which acquired Kenyon in 1988; its accountant, Ernst & Young; and several financial institutions that loaned money to Kenyon. In August 1990, Kenyon’s president and other offices were found guilty of fraud and sentenced to prison for maximum sentences. Some lawsuits among the institutions involved have been settled while others are still pending. Source: Submitted by author and selected for use by Pinnacle II Editorial Board. Copyright 1994. Courses: Accounting Information Systems; Auditing; Business Ethics; Business Law and Legal Environment of Business; Managerial Accounting Topics:
Case Christopher A. Bartlett, U. Srinivasa RanganReviews and updates the structure and characteristics of the earth-moving equipment industry presented in the companion case, Caterpillar Tractor Co. The case describes how Komatsu grew from a $170 million local manufacturer in 1963 to become CAT’s major challenge in the emerging global competitive battle. The case traces the strategy followed by Komatsu in developing its product technology, manufacturing capability, and marketing skills worldwide. Source: Harvard Business School. Copyright 1985, Revised September 1988. Courses: Business Policy/Strategy; International Business; Management Topics:
Case Brentt Eads, Julius S. BrownL.A. Gear executives face the dilemma of whether to continue expansion both domestically and overseas or pursue a retrenchment strategy. Source: Submitted by authors and selected for use by Pinnacle Editorial Board. Copyright 1991. Courses: Advertising; Business Policy/Strategy; Entrepreneurship; Marketing Topics:
Case George S. Vozikis, Timothy S. MecsonThis case focuses on a nonprofit regional rehabilitation hospital. It is one of the few facilities in the country to provide a broad continuum of services from acute care to job training. The case provides an industry overview, a brief look at competition, information on the organization, its marketing efforts, operations, human resources policies, and financial information. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1994. Courses: Business and Society; Human Resources; Not-for-Profit Topics:
Case David Osgood and edited by Richard G. LinowesLobatse Clay Works (Botswana) is a joint venture between the Botswana Development Corp. and an American brickmaking company, Interkiln. Shortly after starting production, the local partner and major customer was beset with corruption charges for offering kickbacks in the construction bidding process. The resulting fall-off of orders throws into question the economic viability of the entire joint venture. Source: Institute of International Education and selected for use by Pinnacle Editorial Board. Copyright 1994. Courses: Business and Society; International Business; Small Business Topics:
Case James W. Clinton This case provides insight into the culture and operations of a fifty-year-old firm that remains and industry leader. Longs built its success on a firmly decentralized culture but with increasing competition and technology, the firm needs to centralize. Can they afford to forgo the economics of scale possible through more centralized operations with the newer available technologies?. Suggested accompanying case: The Drugstore Industry in 1989. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1989. Topics: Business and Society; Family Business; Industry Analysis; Organizational Culture
Case Robert Carter and edited by Richard G. LinowesThis case focuses on the efforts of an Indian software consulting firm to win its first client in Nepal, a new financial institution. The software firm and the finance company each contemplate their respective positions as they sit down to negotiate for information system services. Source: Institute of International Education and selected for use by Pinnacle Editorial Board. Copyright 1994. Courses: Accounting Information Systems; Business and Society; Finance; International Business; Small Business Topics:
Case Patricia P. McDougall, Karen D. LochWith no investment capital, computer hacker and university student, Marshall Magee, entered the computer software industry utilizing the shareware channel of distribution. Magee Enterprises, Inc. has grown rapidly, reaching sales of $2 million in only six years. Although a small company, the firm expects a rapid pace of growth, as well as moving into new products and business ventures. To implement this, the firm must become a professionally managed company while maintaining its entrepreneurial tradition. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1990. Courses: Entrepreneurship; Management; Small Business Topics:
Case Walter E. GreeneThis introduction to Maquiladoras was written to accompany the Grupo Intelecsis case. This note traces the expansion of the U.S. production facilities in Mexico in 1965 through 1989. The note permits evaluation of the advantages and disadvantages of off-shore production in Mexico and explores the reasons for off-shore production. Source: Submitted by authors and selected for use by Pinnacle Editorial Board. Copyright 1992. Courses: International Business Topics:
Case James W. CameriusIn early years Mary Kay experienced spectacular sales growth but recently it has suffered from internal and external difficulties. Sales and profits declined, new management had a different appreciation for the role of the planning function, and it had developed new marketing strategies based on its understanding of a mission statement. The organization, in a review of the competitive environment, had been repositioned for future growth and profitability. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1989. Courses: Marketing Topics:
Case Sumantra Ghoshal, Christopher A. Bartlett, Raymond DuelletThis case describes the development of Matsushita’s international operations and the building of its dominant competitive position in the consumer electronics industry. Discusses the major challenges facing the company in 1987 as both its product focus and geographic posture are brought into question. Source: Harvard Business School. Copyright 1988, Revised March 28, 1990. Courses: Business Policy/Strategy; International Business; Management; Organizational Behavior Topics:
Case Elizabeth Olmsted Teisberg, Sarah R. CollinsThis case describes McCaw Cellular Communications, Inc.’s competitive position in 1990. Focuses on a strategic investment in one of two new technologies for switches and raises the general question of how one chooses among two uncertain technologies. Source: Harvard Business School. Copyright 1991, Revised October 23, 1992. Courses: Business Policy/Strategy; Risk Management Topics:
Case Melissa Schilling; Seth Brooks; John Scrofani This case is about Monsanto and its primary product, Roundup, a herbicide that worked with genetically engineered crops to dramatically increase yields. Roundup had been an enormous success, and accounted for a substantial portion of Monsanto’s sales and profits. However the patents on Roundup had begun to expire in several countries in 1991, and expired in the U.S. in 2000, leading several competitors to offer Roundup substitutes. Compounding Monsanto‘s problems, concerns were being raised both about the safety of Roundup's primary ingredient (glyphosate) and about the safety and ethical considerations of genetically engineered food. Courses: Business and Society; Business Policy/Strategy; Technological Innovation Management; Marketing strategy Topics: Ethics; Natural environment; Biotechnology; Corporate strategy; Marketing strategy; New product development
Case A Case A: David B. Yoffie, John J. ColemanCase B: David B. Yoffie, John J. Coleman, David DobrowskiIn 1981, Motorola was reevaluating its strategy towards Japan due to increased Japanese competition at home. How it should respond and with what kind of organization were the central questions confronting management. The Supplement updates Case A for 1982. Case B updates Case A and the Supplement. A rewrite of two earlier supplements. Source: Harvard Business School. Copyright 1987 (A), 1989 (B) . Courses: Business and Society; International Trade Topics:
Case A M. Kim Heath and edited by Richard G. LinowesMuebles Copihue (Chile), a furniture manufacturer, intends to expand its production capacity, but its management is so overwhelmed with operational concerns that they are unable to generate new sales or do long-term planning. To date they rely primarily on family members living in different geographical areas to expand sales. Source: Institute of International Education and selected for use by Pinnacle Editorial Board. Copyright 1994. Courses: International Business; Marketing; Organizational Behavior; Small Business Topics:
Case M. Edgar Barrett, Mary Pat CormackThis case permits exploration of the effect of corporate reporting policies on the performance of a subsidiary plus an analysis of a company’s position vis a vis other competitors. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1983, 1991. Courses: Business Policy/Strategy; International Business Topics:
Case Frank C. BarnesThis case demonstrates the importance of effective management and culture in sustaining long-term success in a rapidly changing environment. Will NationsBank’s management be able to sustain its growth strategy? Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1994. Courses: Business Policy/Strategy; Marketing Management Topics:
Case Scott Field and edited by Richard G. LinowesNature Isle Herbal Teas (Dominica, West Indies) is a producer of herbal teas and spices sold in retail-size packages. As their sales increase, they face a number of production challenges. Pricing is done without accurate information about per item costs. The company is now attempting to export to the French Caribbean Islands and looking for ways to fill new orders with existing operations. Source: Institute of International Education and selected for use by Pinnacle Editorial Board. Copyright 1994. Courses: Entrepreneurship; International Business; Marketing; Operations Management; Small Business Topics:
Case Patricia P. McDougall, Manfred Hueber, Pat Tims, Jon MorrisTo preserve its #1 image, Coke introduced new Coke; the public’s reaction was immediate and negative. What some have called the biggest marketing blunder ever, others have suggested was a master strategy to get millions of dollars of free advertising for new Coke and boost sales of the old one. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1988. Courses: Business Policy/Strategy; Marketing Management Topics:
Case Isaiah O. Ugboro, Chi Anyansi-ArchibongThis case describes the difference between government parastatals and private enterprises. This case also offers an opportunity to assess a first-time strategic planning process for a newly commercialized enterprise in a global oil industry, which is highly influenced by both politics and limited supply level. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1992. Courses: Business Policy/Strategy; International Marketing; Public Policy Topics:
Case A C. Roland Christensen, D. C. RikertThis case describes the history of NIKE, its economic strategy, and the industries in which it competes. Source: Harvard Business School. Copyright 1984. Courses: Business Policy/Strategy; Entrepreneurship; Management; Organizational Behavior Topics:
Case James Austin, Francis Aguilar, Jiang-Sheng JinNIKE is reviewing its strategy for producing shoes in China for the U.S. market. Compares the experience in China with that in other countries. Source: Harvard Business School. Copyright 1985. Courses: International Business; Management; Manufacturing; Operations Management Topics:
Case Thad Munnerlyn, Robert McNamara, Frank Leibold, James J. CrismanThis case provides an in-depth look at the needs and motivations of the customers and critical stakeholders of Northrop and reviews competitive strengths and weaknesses and industry success factors. Source: North American Case Research Association, Case Research Journal, Summer 1991. Copyright 1991. Courses: Business and Society; Business Policy/Strategy; International Management Topics:
Case Dev Purkayastha, Robert D. Buzzell, Nancy JacksonDiscusses several changes in the motorcycle industry: the emergence of Japanese competitors; the growth in demand for light motorcycles; the emergence of recreational uses; and how these changes have affected older United States and British manufacturers. Source: Harvard Business School. Copyright 1978, Revised 1987. Courses: Business Policy/Strategy; International Business Topics:
Case A Neal Brady and edited by Richard G. LinowesThe firm, a wood furniture manufacturer, needs financing to expand its production of rubberwood products. Operating as a job shop serving markets and some U.S. customers, the firm is now considering exporting standardized products manufactured from rubberwood lumber at an upgraded plant. Required financing might be available from either a private American investment group or the Inter-American Development Bank Source: Institute of International Education and selected for use by Pinnacle Editorial Board. Copyright 1994. Courses: Finance; International Business; Small Business Topics:
Case Melissa Schilling; Pamella Tjahyadikarta This caseais about the effort of Palm, Inc. (Palm) to make its Palm Operating System (Palm OS) the industry standard operating system for personal digital assistants (PDAs). Palm had shifted its focus twice. It started out as an applications software maker for the handwriting recognition software, Graffiti. It then became a PDA hardware maker before shifting its primary focus to winning the operating system standards battle. As of March 2000, Palm?s primary businesses were making hardware, designing the operating system, and providing Internet services for Palm users. The case centers around whether and how Palm can win the operating system standards battle against Microsoft’s Windows CE. Students may also question what role Palm‘s involvement in hardware sales contributes to or hinders its performance in the operating systems market. Courses: Business Policy/Strategy; Technological Innovation Management Topics: Network externalities; Corporate strategy; Competition;a Industry analysis; New product development;a Technology
Case E. Tatum Christiansen, Richard HamermeshCovers history of PC&D from 1960 to 1975 as it grows from a single business firm to a diversified firm. Emphasizes the use of subsidiaries for product development and fast growth. Source: Harvard Business School. Copyright 1979. Courses: Business Policy/Strategy; Management; Organizational Behavior Topics:
Case A Parke Boneysteele, Dave Nurme, Andrall E. Pearson Responding to changes in Pepsi’s competitive environment, the president and CEO formed a task force to investigate a possible reorganization. The task force recommends reorganizing along geographic lines and has put forth two options. Students are asked to analyze the options and make their own proposals for carrying out a reorganization. They are also asked to consider other options that don‘t center on reorganization. May be used with Pepsi-Cola U.S. Beverages. Source: Harvard Business School. Copyright 1989, Revised July 8, 1992. Topics: Beverage Industry; Reorganization
Case B Parke Boneysteels, Dave Nurme, Andrall E. PearsonOutlines the steps PepsiCo actually took in reorganizing its domestic soft drink business. Students are asked to analyze the pluses and minuses of the change. To be used with Pepsi-Cola U.S. Beverages Case A. Source: Harvard Business School. Copyright 1989, Revised April 29, 1991. Topics: Beverage Industry; Reorganization
Case Laura Nash, John B. MatthewsPeter Green, a new salesperson for Scott Carpets, learns firsthand that his largest account has always been given a discount based on falsified information and expects the same preferred treatment to continue. Peter’s boss condones the discount. Peter must decide whether to pursue the order on these conditions and how to handle his already shattered relationship with his boss. Source: Harvard Business School. Copyright 1980. Courses: Business Ethics; Human Resources; Management; Retail Management Topics:
Case Jay Horne, Christine Perkins, Kim Goates, Peter Asp, Ken Sarris, John Leslie, James J. ChrismanEarnest Outbanks, manager of the St. George Street Pizza Delights had to decide if he should purchase the franchise from the Corporation in partnership with Leonard Lloyd, a local entrepreneur. Outbanks had successfully managed the restaurant for five years. However, operating concerns and personal problems made him uncertain about the appropriate action to take. Source: Submitted by authors and selected for use by Pinnacle Editorial Board. Copyright 1989. Courses: Business Policy/Strategy; Small Business Topics:
Addendum Michael E. Porter, Mark B. FullerAdds material about management, products, and organization at Polaroid and Kodak, as well as additional industry data. Designed for use with Polaroid-Kodak. Source: Harvard Business School. Copyright 1978, Revised October 1985. Courses: Marketing Management
Case Glenn W. Merry, Norman BergDescribes Kodak’s long-awaited challenge to Polaroid in the field of instant photography. Provides technological and company background of both Polaroid and Eastman-Kodak and their respective product lines. Discusses Polaroid‘s claim that Kodak infringed on 10 Polaroid patents. Source: Harvard Business School. Copyright 1984. Courses: Marketing Management Topics:
Case Charles B. Weigle, C. Roland Christensen, John W. Rosenblum, Gerhardt W. HodelThis case describes a company that is seeking to restructure the lobster fishing industry by applying technology and management to what has been essentially a cottage industry. Source: Harvard Business School. Copyright 1972, Revised February 1988. Courses: Business Policy/Strategy; Technology Topics:
Case Christopher A. BartlettDescribes P&G’s expansion in Europe, including the development of a strong country subsidiary management, responsive to local market differences. The launch of a new product presents strategic and organizational challenges as P&G considers making this their first Eurobrand, and managing it in a coordinated Europewide fashion. Source: Harvard Business School. Copyright 1983. Courses: Business Policy/Strategy; International Business; Management; Marketing; Marketing Management Topics:
Case Robert W. HornadayTirto Utomo, founder of Aqua, deals with the problems of maintaining position as the market leader in the Asia-Pacific bottled water industry. Source: Submitted by authors and selected by Pinnacle II Editorial Board. Copyright 1996. Courses: Entrepreneurship; Environmental Issues Topics:
Case Robert W. HornadayGadjah Tunggal produces more tires of all types in Indonesia than do Bridgestone and Goodyear, it’s major competitors. The company is the core of Gadjah Tunggal Group, one of Indonesia‘s largest conglomerates. Increasing demand for high quality radial tires means that Gadjah Tunggal must make major changes to improve production efficiency. Students analyze the Indonesian tire industry and develop appropriate courses of action. Source: Submitted by authors and selected by Pinnacle II Editorial Board. Copyright 1996. Courses: International Business Topics:
Case Robert W. HornadayAfter his father’s death in 1992, Ipung Kurnia, 29, became Principle Director of Indonesia‘s largest supermarket chain. Is it reasonable for him to continue his dream of rapid expansion by doubling the number of stores by the year 2000? If so, what does Ipung need to do to effectively control his far-flung organization? Source: Submitted by authors and selected by Pinnacle II Editorial Board. Copyright 1996. Courses: Consumer Behavior Topics:
Case Robert W. HornadayTaufik A. Wumu, a successful Indonesian entrepreneur built a book distribution company (Ina Publikatama) from scratch. Among other activities, he is also a director of the Hard Rock Cafe in Jakarta. Now Taufik must decide if wants to become managing director of a proposed Domino’s Pizza franchise. Students analyze his career experience and recommend courses of action. Source: Submitted by authors and selected by Pinnacle II Editorial Board. Copyright 1996. Courses: Entrepreneurship; International Business; Organizational Behavior; Sales Management Topics:
Case A Robert W. HornadayA subsidiary of Heineken of Holland, MBI produces an excellent beer and is the market leader in Indonesia. For 12 years, Tanri Abeng, an ethnic Indonesian Muslim, was CEO of MBI, producing excellent results. Now Tanri has departed and MBI faces a major threat as San Miguel, the giant Filipino brewery, enters the Indonesian market. Source: Submitted by authors and selected by Pinnacle II Editorial Board. Copyright 1996. Courses: Marketing Topics:
Case B Robert W. HornadayErik J. Korthals Altes, a career Heineken executive, replaces Tanri as CEO of MBI. Heineken expects him to significantly improve the financial performance of the firm over the next three years. Students must choose specific action/policy options to support the goal/strategy mix selected by Korthal Altes. Source: Submitted by authors and selected by Pinnacle II Editorial Board. Copyright 1996. Topics: Business Policy/Strategy; Organizational Culture
Case Robert W. HornadayThis comprehensive case deals with the problems faced by the President Director (CEO) of a company that produces infant formula products. The case deals with questions of corporate governance, marketing, productivity, personnel, raw materials, and financial performance. Source: Submitted by authors and selected by Pinnacle II Editorial Board. Copyright 1996. Topics: Agriculture; Business Policy/Strategy; Healthcare; Manufacturing; Mass Merchandising
Case Robert W. HornadayThis government-owned firm operates tourist facilities at the Borobudua and Prambanan monuments near Yogyakarta. The company is not profitable and is not attracting the large numbers of visitors necessary to support the planned expansion of the tourist industry in the area. Directors are deciding what changes will be necessary to improve performance. Source: Submitted by authors and selected by Pinnacle II Editorial Board. Copyright 1996. Courses: International Business; Not-for-Profit Topics:
Case Robert H. HornadayA Samll company owned by the Sultan of Yogyakarta, Taru Martant makes shag tobacco and cigars. The CEO must decide how to evaluate the constraints on the company’s activities while choosing a course of action to recommend to the government. Source: Submitted by authors and selected by Pinnacle II Editorial Board. Copyright 1996. Courses: Marketing Management Topics:
Case Robert W. HornadayTigaraksa, a major distributor of brand name products, is facing the problem of changing from family control to professional management. The Widjaya family owns over 15 major business units. Students must develop specific recommendations to restructure the organization. Source: Submitted by authors and selected by Pinnacle II Editorial Board. Copyright 1996. Topics: Business Policy/Strategy; China; Conglomerates; Mass Merchandising; Public Ownership; Restructuring
Case Author(s): Richard L. Entrikin Publication Date: 2008 Product Type: Case Industry Setting: Retail sales Subjects: Imagery Courses: Marketing Management; Retailing; E-Commerce Management Product Description: This case is a Retail Strategy case which can be geared toward the Merchandising Strategies for different types of Retail formats that are under the control of the Sears Holding company (E.g. Sears Grand or KMart). It may also be used as a case related to the use of cross-branding between different institutions with somewhat different image perceptions held by the public.
Case Sudhir K. Chawla, Mary F. SmithTo reverse a declining trend in their demand accounts, Security National Bank must develop a marketing plan to increase the number of checking accounts and their market share. 1987 Source: Submitted by author and selected for use by Pinnacle Editorial Board. Courses: Business and Society; Marketing; Money and Banking; New Product Development Topics:
Case Joe Thomas, Phyllis L. Thomas, Reba CarletonSince discounters have lowered prices and eroded the margins of showroom retailers, Service Merchandise Company, Inc., the largest catalog showroom chain in the U.S., has moved into selling jewelry and other “high margin” items. However, SMC’s ability to grow depends on altering its product mix to improve margins or applying its expertise to different types of business. Such attempts have not been successful for SMC. 1991 Source: Submitted by author and selected for use by Pinnacle Editorial Board. Courses: Retail Management Topics:
Case Author(s): Fellows, Paul Publication Date: 2007 Product Type: Case Industry Setting: Real estate Subjects: Finance; Real Estate Finance; Spreadsheet Analysis Product Description: This case is based on the analysis conducted by a private firm in a major city in the Midwest. At their request, the names are fictious to preserve the firm’s anonymity. The case allows students to (1) practice spreadsheet analysis and sensitivity analysis, (2) explore some aspects of real estate financing, (3) develop an understanding of the role of IRR in financial analysis, and (4) investigate the relationship between leverage and rates of return to equity.
Case James L. HeskettIn addition to issues of capacity and organizational analysis, this case describes a well-focused, well-managed medical service facility that may well point the way to future economies in the field. Source: Harvard Business School. Copyright 1983. Courses: Hospital Administration; Organizational Behavior; Service Management Topics:
Case Cheng G. Ong, Michael E. PorterThis case focuses on Skil Corporation and how it fared in the intensely competitive portable electronic power tool market. Source: Harvard Business School. Copyright 1988. Courses: Business Policy/Strategy Topics:
Case David A. GarvinThis case considers whether Steinway should reintroduce a long-discontinued product line to meet competition from the Japanese. Raises the issue of just how quality is defined in this market. Looks closely at a production process relying on craft skills. Source: Harvard Business School. Copyright 1981. Courses: Manufacturing; Operations Management; Quality Management Topics:
Case Elizabeth Olmsted TeisbergThis note discusses four approaches to shaping the firm’s response to uncertainty. The first half discusses using scenario analysis to better understand how the future may evolve. The second half discusses how to use this understanding in formulating a strategic response to uncertainty. Discusses bets, “robust” choices, choices of timing, and ‘’changing the rules.‘' May be used with Biotechnology Strategies in 1992. Source: Harvard Business School. Copyright 1991, Revised July 22, 1991. Courses: Risk Management Topics:
Case David White and edited by Richard G. LinowesSurya is a relatively new silk manufacturer founded by a U.S. expatriate. However, it has just been denied the opportunity to purchase a government-owned facility because the sale to the private sector might jeopardize official development funding from the South Korean government. A bribe might change the official’s mind. Source: Institute of International Education and selected for use by Pinnacle Editorial Board. Copyright 1994. Courses: Business and Society; International Business; Operations Management; Small Business Topics:
Case Roger Hallowell, Leonard A. SchlesingerThis case illustrates the power of breakthrough thinking in a service industry and demonstrates the importance of a coordinated, holistic approach to implementation. Source: Harvard Business School. Copyright 1991, Revised March 2, 1992. Courses: Hotel/Restaurant Management; Service Management Topics:
Case A Claire J. Anderson, Caroline M. FisherThis multi-part case follows Popeye’s Famous Fried Chicken from its proposed takeover of the ailing Church‘s Fried Chicken (Case A), the difficulties engendered from the debt load incurred in the takeover (Case B), and the challenges faced by the new owner in the reorganization a year later. The case demonstrates issues of organizational growth and the difficulties encountered in acquisition. Complicating issues include a maturing industry and the marriage of two different firms under hostile takeover conditions. Source: Submitted by author and selected for use by Pinnacle II Editorial Board. Copyright 1993. Courses: Entrepreneurship; Organizational Behavior Topics:
Case Joseph Wolfe, Gyula Bosnyak, Janos VecsenyiThis case provides basic data on the industry and a profile of the major entrants in this worldwide industry. The case profiles the century-old company’s intent to enter into strategic alliances following a critical management planning session. Company data includes financial, organizational, and divisional profiles. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1990. Courses: International Business Topics:
Case A Charles B. Weigle, Roland ChristensenAdams Corporation was widely known as a manufacturer and distributor of quality consumer products. At the end of the (A) case, a reorganization plan is launched. 1972 Source: Harvard Business School. Courses: Business Policy/Strategy; Management; Manufacturing Topics:
Case Patricia P. McDougallThis case provides a bird’s-eye view of the metamorphosis that occurred after the highly regulated airline industry was deregulated. This resulted in fierce competition within the industry. Many firms did not survive the competition, others went on acquisition/merger sprees. The result was a distinct move toward an oligopolistic market dominated by a few megacarriers. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1988. Courses: Business and Society; Business Policy/Strategy Topics:
Case Anthony Jukas, Barlow Soper, Douglas Grider This case discusses the history of Avanti’s various owners and its current methods of dealing with a competitive automotive environment. Discussion includes the handcrafting and introduction of The Excalibur Company, an entrepreneurial effort to produce the dream car. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1994. Courses: Manufacturing Topics:
Case Michael E. Porter, David Collins, James DeBelina, Jon Elsasser, James Hornthal, R. Gordon Shearer, Susan Mayer.This case describes the structure of the chain saw industry in 1974, when it is on the threshold of a major period of growth. Data are provided on each significant competitor. Source: Harvard Business School. Copyright 1979. Courses: Business Policy/Strategy Topics:
Case Matthew SonfieldThe Classic Car Club of America is a national club for luxury cars of 1925-1948. This case raises the issue of how to get younger people interested in the 1925-1948 cars and/or whether to expand to include cars built after 1948. Other issues involve rising values of Classic cars, a changing club focus, and the future impact of gasoline conservation efforts. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1993. Courses: Not-for-Profit Topics:
Article C. K. Prahalad, Gary HamelDuring the 1980s, top executives were judged on their ability to restructure, declutter, and delayer their corporations. In the 1990s, they’ll be judged on their ability to identify, cultivate, and exploit the core competencies that make growth possible — indeed, they‘ll have to rethink the concept of the corporation itself. Source: Harvard Business School. Copyright 1990.
Case Elizabeth Olmsted Teisberg, Theodore H. ClarkThe case looks at the positions of Hewlett-Packard, Canon, Kodak, Xerox, and IBM enabling students to consider different approaches competing firms may take to manage strategic risks in a rapidly changing, high technology industry. Source: Harvard Business School. Copyright 1990, Revised October 14,1992. Courses: Business Policy/Strategy; Risk Management Topics:
Article Jon R. Katzenbach, Douglas K. SmithWhat makes the difference between a team that performs and one that doesn’t? Source: Harvard Business School. Copyright 1994. Topics: Team Dynamics
Case James W. ClintonThis background industry note was constructed to accompany Long’s Drug Stores but can also be used to contrast with other materials on the retail environment. The blurring of traditional competitive lines is clear as supermarkets and hypermarkets enter the traditional realm of the drug stores and drug stores expand their merchandise offerings. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1989. Courses: Business Policy/Strategy; Marketing Management Topics:
Case David B. Yoffie, Alvin G. WintIn 1987, the global semiconductor industry was coming out of the deepest recession in its 40 year history. The note examines the competitive dynamics of this industry over time, the nature of its technology, and the sources of competitive advantage. Source: Harvard Business School. Copyright 1987. Courses: International Trade Topics:
Case A Nancy K. NapierThis case depicts two potential merger partners in the oil and gas industry. Case A depicts Tom James and CEO of EastCo, John Sheppard, discussing how James could realize a profit on his investment in EastCo. The case provides background information on the firms as well as the merger negotiation process. At the close of the case, investment bankers have suggested an exchange ratio for the merger. Sheppard asks his key executives for their best estimate of a fair exchange ratio. Source: Submitted by authors and selected for use by Pinnacle Editorial Board. Copyright 1990. Courses: Finance Topics:
Case Robert W. HornadayIndonesians pay the highest prices for motor vehicles in the world. Political pressure is building to de-regulate the industry. Top level executives must decide how to prepare their companies for a new, more competitive environment. Source: Submitted by authors and selected by Pinnacle II Editorial Board. Copyright 1996. Topics: Industry Analysis; Multinational Business; Tariff Policy; Technology
Case Robert W. HornadayAbout 10% of Indonesia’s population is employed directly or indirectly in the production or distribution of clove cigarettes (kreteks). Health concerns about cigarette smoking and increased government regulation and taxes indicate that kretek companies cannot expect to reap the high profits of the past. Should Indonesian kretek companies follow the example of American tobacco companies and diversify away from cigarette production? Source: Submitted by authors and selected by Pinnacle II Editorial Board. Copyright 1996. Topics: Agriculture; Government; Healthcare; Industry Analysis
Case Michael J. RobertsThis case describes the evolution of Johnsonville Sausage through a generation of management and from a small operation to a large concern of more than 500 employees. Source: Harvard Business School. Copyright 1986. Courses: Entrepreneurship; Organizational Behavior Topics:
Case Caroline M. Fisher, Claire J. AndersonThe case reviews a number of decision areas including: pricing, promotions and public relations, product development (exhibits and events), and hours of operation. The case illustrated the early 1990s difficulties faced by nonprofit/public sector operations which rely on a combination of public financing, philanthropy, and admission charges. Source: North American Case Research Association Case Research Journal, Autumn 1991. Copyright 1991. Courses: Finance; Marketing; Marketing Research; Not-for-Profit Topics:
Case Jon Ozmun, David AtchisonA diversified family-owned and managed construction business struggles to remain profitable in an economically depressed market. The CEO must evaluate three investment alternatives and a new “performance based compensation” plan for his division managers. These issues must be resolved prior to an upcoming Board of Directors meeting. Source: Submitted by authors and selected for use by Pinnacle Editorial Board. Copyright 1991. Courses: Business Policy/Strategy Topics:
Case Chi Anyansi-ArchibongThe government is banking on the financial system’s reform to curb inflation, raise the value of it‘s currency, improve unemployment and weed out weak and insolvent banks. Source: Submitted by authors and selected by Pinnacle II Editorial Board. Copyright 1996. Courses: International Business; Money and Banking Topics:
Case Sandra A. WaddockCase focus is on coalition dynamics and public policy issues of business involvement in shaping public attitudes toward drug use. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1991. Courses: Advertising; Marketing Topics:
Case Francis J. Aguilar, Michael Y. YoshinoDiscusses how Philips, a major Dutch-based multinational company, attempts to bring about a fundamental change in its strategy, organization, and culture in response to a rapidly changing market and competitive environment. Source: Harvard Business School. Copyright 1987. Courses: Business Policy/Strategy; International Business; Management; Organizational Behavior Topics:
Case Charles A. Nichols IIIThe case raises issues of corporate responsibility, business/government relations, and stakeholder analysis. Source: Harvard Business School. Copyright 1988. Courses: Business and Society; Business Ethics Topics:
Case Author(s): Douglas N. Ross and Douglas M. Sanford Jr., both of Towson University Description: Introduces the complex political challenge of managing a port facility that handles all types of cargo, but is especially strong in automobile transport. Management must demonstrate economic impact on the state economy while simultaneously managing diverse stakeholders. Publication Date: 2006 Geographic Setting: U.S. Industry Setting: Transportation infrastructure Event Year Start: 2004 Event Year End: 2004 Courses: Business policy Subjects: Business policy, Public-private enterprise, Regional economic development (Porter’s Diamond), Stakeholder analysis
Case Marilyn M. HelmsThe traveling electric show, owned and operated by Robert Krampf, has reached a crossroads in development. Krampf has good ideas but lacks the fundamentals needed for expansion. Since he has maximized his individual potential for providing the show he must look for assistance to meet the show’s increasing demand, but his reluctance to turn control over to someone else will hinder growth. 1994 Source: Submitted by author and selected for use by Pinnacle Editorial Board. Courses: Entrepreneurship; Marketing; Product Design Topics:
Case A M. Edgar Barrett, Mary Pat RigginsThe first in a three-part series, the case focuses on Southland in the early 1980s. The case traces the history of 7-Eleven convenience stores and focuses on the Southland Corporation as it makes the decision to purchase Cities Service Company from Occidental Petroleum. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1983, 1991. Courses: Finance; Retail Management Topics:
Case B M. Edgar Barrett, Christopher D. Buehler, Donald J. WinslowThis 1989 case can be used as a stand-alone or in conjunction with Southland (A). By 1989, Southland had undertaken a number of moves and this case requires consideration of the company’s moves in the face of a severe cash crunch. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1991, 1992. Courses: Business Policy/Strategy; Finance Topics:
Case A: 1978-1988 Nancy Donahue, Pankaj GhemawatDescribes the evolution of the airline industry in the first decade after deregulation (1978-1988). Looks at the primary areas of operation in which managers can effect change. The basic teaching objective is to cover industry structure with emphasis on competitive advantage, commitment, and sustainability. May be used with U.S. Airline Industry — 1978-1988 (B). Source: Harvard Business School. Copyright 1989. Revised June 28,1990. Courses: Business and Society; Business Policy/Strategy Topics:
Case B: 1978-1988 Nancy Donahue, Pankaj GhemawatExamines the airline industry’s primary competitors (Texas Air, United, American, Delta, Northwest, TWA, USAir, and Pan Am) and traces their strategic moves in the areas of planes, people, routes, and marketing. Provides a follow-up to U.S. Airline Industry—1978-88 (A). Source: Harvard Business School. Copyright 1989, Revised June 28, 1990. Courses: Business and Society; Business Policy/Strategy
Case Ralinda Young Lurie, David B. Yoffie, Makoto Aoki, Katsuya DebariThis case looks at the evolution of the technology and competition in VCRs, the battles between VHS and Beta, and the emerging threats to Japanese dominance. Source: Harvard Business School. Copyright 1987, Revised January 23, 1990. Courses: International Trade; Technology Topics:
Case Sal Kukalis, Mark E. JungemannA unique case focusing on strategic planning at a regulated consortium enterprise. The enterprise is fraught with management challenges including (a) the differing objectives at the state, city, and company levels, (b) anticipated contract expiration within the next decade, and (c) volatility in oil market prices. 1989 Source: Submitted by authors and selected for use by Pinnacle Editorial Board. Courses: Business and Society Topics:
Case Richard L. PriemTMI executed a successful turnaround strategy during a “down period” for their major markets: new school and hospital construction. The challenge is to continue the company’s recent success. TMI presently faces key decisions concerning plant expansion and new product information. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1991. Courses: Business Policy/Strategy; Manufacturing Topics:
Case Mark Pelofsky, Leonard A. Schlesinger, Susan Ehrlich, Jay DialThis case describes what happened to Ford in the 1980s and then examines how it happened. The major objective is to look at major change in a huge organization and the way the change was made. Source: Harvard Business School. Copyright 1989. Courses: Management; Organizational Behavior Topics:
Case Joseph WolfeFive years after NOVGOROD was founded as a consortium of radio and television electronic component manufacturers, it was forced to seek international demand following Japanese infiltration of its domestic market. NOVGOROD set three marketing related goals with the intent of capturing more value added manufacturing process while increasing the international and domestic customer base. Source: Submitted by authors and selected by Pinnacle II Editorial Board. Copyright 1996. Courses: Business Policy/Strategy; International Management; Management; Marketing Management Topics:
Case Joe Thomas, Phyllis L. Thomas, Scott MarkhamTyson Foods, Inc. is the nation’s largest, integrated producer of poultry and poultry products. The company has pursued a strategy of vertical integration, concentrating primarily on poultry (90 percent of sales) with operations ranging from producing eggs to raising, feeding, and processing poultry. Recent efforts are being made to diversify. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1989. Courses: Business Policy/Strategy Topics:
Case William C. House, Robert D. HayAt Tyson, product demand is rapidly outstripping production capacity. The firm must make decisions concerning plant expansion, building and location of new plants, and what extent expansion will take the form of acquisitions. These decisions must coordinate with product mix, promotion, and pricing decisions. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1989. Courses: Finance Topics:
Note Author(s): Douglas N. Ross, Towson University, David L. Entin, Entremed, Inc., and Douglas M. Sanford, Jr., Towson University Description: Introduces the management challenges involved in the biotech industry, one of the fastest-growing, most research-intensive industries in the U.S. The case describes the strategies that various firms use, the history and nature of biotech technology, the cost and challenge of obtaining government approval for new drugs, the role of capital markets in financing, intellectual property, and ethical issues. Publication Date: 2006 Geographic Setting: U.S. Industry Setting: Biotech Event Year Start: 2000 Event Year End: 2004 Courses: Business policy Subjects: Corporate strategy in turbulent environments, Intellectual property strategy
Case Isaiah O. Ugboro, Betty L. Brewer, Chi Anyansi-ArchibongThe United Way of Greater Greensboro must react quickly to control the potential damage which may be created by the scandal from the United Way of America in 1992. The United Way of America was hit with a major crisis when its president and other officials were charged with mismanaging funds in excess of $15 million. Source: Submitted by authors and selected for use by Pinnacle II Editorial Board. Copyright 1995. Courses: Marketing Management; Not-for-Profit; Organizational Behavior Topics:
Case R. W. Ackerman, W. MichaelcheckThe chairman of a successful pickle company is concerned with the organizational implications of continued growth. Affords an opportunity to analyze the corporate strategy and the management style of the chief executive. Source: Harvard Business School. Copyright 1971. Courses: Business Policy/Strategy; Management; Organizational Behavior Topics:
Case Frank Shipper, Charles C. ManzThis case covers the history of the company and its unique culture. An issue is whether this radically managed and structured corporation can stand the test of time and growth. It has gone from a small entrepreneurial firm to a multinational corporation while remaining private with little or no debt. The founder took radical steps to preserve the Gore system of “unmanagement.” Source: Submitted by authors and selected for use by Pinnacle Editorial Board. Topics: Business Policy/Strategy
Case Pankaj GhemawatThis case facilitates a discussion of the sources of Wal-Mart Stores’ competitive advantage in discount retailing, and the future sustainability of that advantage. Source: Harvard Business School. Copyright 1986. Courses: Business Policy/Strategy; Retail Management Topics:
Case Donald B. BoldtThis case follows a public company taken private in a leveraged buyout in the late 1970s, the successful revamp of its strategy by broadening the product line, increasing acquisitions, product development, and customer base; and the offer by the current shareholders to sell the company. Source: Submitted by authors and selected by Pinnacle II Editorial Board. Copyright 1996. Courses: Product Design Topics:
Case Paul Reed, Ted Legatski, R. Dean LewisLocated in the Houston area, Walnut’s membership, attendance, and revenues have all fallen within the 1985 to 1990 period. At the same time demand for programs and services has increased. Several major decisions must be made immediately concerning these issues and the encroachment of a new service road for the nearby interstate highway. Source: Submitted by authors and selected for use by Pinnacle Editorial Board. Copyright 1994. Courses: Business Policy/Strategy; Consumer Behavior; Not-for-Profit Topics:
Case Author(s): Steve Gove Publication Date: 2007 Subjects: Strategic management; New venture; Start-up; Competitive dynamics; Competitive rivalry; Incumbent competition; Resource-based view of the firm Product Description: In 1995, Western Pacific (WestPac) Airlines, a start-up, attracted widespread interest not by their challenging United Airlines’ dominance in the Denver air travel market or WestPac‘s position amongst the fastest growing airlines in the nation. Rather, it was that WestPac's aircraft were painted as flying billboards. One aircraft, for Las Vegas casino chain Sam's Town, featured a 35' scantily clad cowgirl painted on the 737's rudder. Other ads for Colorado's Broadmoor Hotel, Thrifty Rent-A-Car, the Stardust Hotel, and the Simpsons demonstrated WestPac's entrepreneurial spirit, appearing in countless newspapers and several television ads. While such innovative marketing was cited as brilliant and provided WestPac with exposure and $800,000 per aircraft, would it enable WestPac to survive an industry which had seen the startup of 34 air carriers since deregulation in 1978 — only two of which remained by 1996? The case study follows Western Pacific Airlines from founding by Ed Beauvais, who started America West Airlines in 1981, through periods of rapid growth and expansion, the leveraging of temporary location advantages in the Colorado air travel market, indirect competition with the entrenched United Airlines, the launch of a subsidiary regional airline, and the carrier's move to Denver International Airport and head-to-head competition with incumbent United. The case concludes with rumors of a possible merger between Western Pacific and Denver-based Frontier Airlines.
Case Melissa Schilling; Stephen Karl; Joshua J. Kittner This case is about Microsoft’s entry into the fiercely competitive arena of video game consoles with its Xbox. The case is designed to be able to conduct a complete strategic analysis, marketing strategy analysis, and technology strategy analysis. The industry context is a highly visible oligopoly where competitors have to be able to spend tremendous amounts on marketing and sell their consoles at or below cost in order to gain market share, because the profit is made on games. The industry also demonstrates strong network externalities. Courses: Business Policy/Strategy; Technological Innovation Management; Marketing strategy Topics: Network externalities; Corporate strategy; Competition;a Industry analysis; New product development;a Technology; Technological leapfrogging; Marketing strategy
Case Kenneth J. HattenThis case focuses on the first few hours work of the new president of Yellowtail Marine, Robyn Gilchrist, and the decisions she has to make. Source: Harvard Business School. Copyright 1976, Revised April 1989. Courses: Business Policy/Strategy; Management; Operations Management; Small Business Topics:
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