Updates the (A) case. Describes competitive developments and the evolution of Streamline's strategy through 1999. A rewritten version of an earlier case.
This case and its B companion case explore the challenges facing an African American executive trying to manage organizational responses to diversity problems. Jeff Fairbanks, vice president for Strategic Human Resources at MOEX Corporation, had received a call the previous day from Jeri Caldwell, who related the details of what she called the "Friday blowout." She had been passed over for a promotion--the third time. During a meeting with her manager, she found herself yelling in frustration and then storming out of his office. She asked Fairbanks to meet with her to discuss what she should do next. Normally, Fairbanks would not meet informally with an employee at the center of such a volatile situation but instead would have one of his subordinates take care of it. However, Fairbanks didn't feel these were normal circumstances. Unfortunately, he didn't know how to handle the situation.
Signature Security, an entrepreneurial company, was created to roll up the electronic security industry in Australia and New Zealand. Signature was created by a team of experienced U.S. managers. Original financing was provided by Clairvest, a Canadian merchant bank. Twenty-six months after the original investment, some of the parties in the deal are reassessing their position. Clairvest and other investors are wondering when and how they should exit. Jim Covert, the CEO, is wondering whether and when he should move back to the United States. Both questions are closely related to the future strategy of the firm.
Chairman and CEO M. Douglas Ivester stumbles when he tells a Brazilian newsmagazine about a new Coke vending machine that can automatically raise prices in hot weather. Reaction around the world is swift and negative.
The National Campaign to Prevent Teen Pregnancy was founded in 1995 to bring together a variety of efforts to reduce teen pregnancy in the United States. Over the last four years the campaign has recruited a prestigious board, developed effective programs for influencing the media, attracted a strong staff, sponsored research on the causes of the high teen pregnancy rate in the United States, and raised significant funds. The campaign's board and staff must now decide how rapidly to grow, whether to establish a local presence, what their research priorities should be, and how to work effectively with others in the field.
This series of 14 exercises is intended to provide practice in the typical arithmetic challenges faced by marketers. Each exercise focuses on different calculations, including margin calculations, contribution analysis, profit analysis, price calculations and break-even calculations.
Founded in 1953, Stewart Shoes had grown to six outlets by 1990 with headquarters in Nova Scotia. Management is debating the value of money being spent on advertising and promotions. The controller feels that they should stop advertising and the marketing manager believes they should increase advertising by 50 per cent. The president suggests testing the effects of advertising, in-store promotion, and direct mail on sales.
In this first case of a three-case series, Procter & Gamble's strategy for a new shampoo product is outlined. The product is successfully developed and introduced to the Taiwan market. In the series' two subsequent cases, planning for the introduction of this product in Canada (9A99A039) and in the Philippines (9B00A010) is examined.
Procter & Gamble's Canadian brand management team must decide what changes, if any, should be made to the successful Taiwan launch strategy of a new shampoo to meet market requirements in Canada. This is the second of a three-case series. The first case, The Global Introduction of the New Pantene Shampoo: Success in Taiwan (9A99A038) must be used before this case.
Some of the advantages and disadvantages of franchising from the point of view of both the franchisor and the franchisee are described in this note. It also gives some guidelines for what characteristics one might look for in deciding whether a business is franchisable. It is intended as background reading for students, and could be used in conjunction with a case that involves franchising as a central issue.
This is an abridged version of Compaq Computer Corporation 1995, case 9A95A011. The case describes the evaluation of Compaq's marketing strategy in the personal computer industry from its founding in 1982 up to 1995. The market environment and the strategies of key competitors and Intel are discussed. Compaq management must decide how to respond to the changing market and competitive environment.
An assistant manager of a university student residence is aware that there are capacity and service problems in the cafeteria. Long waits in line were common, and he hoped to propose some improvements to residence management, preferably ones with no major investments or disbursements involved.
Describes Gray Security Services, an entrepreneurial South African firm that has recently gone through a financial restructuring with the help of Brait Capital Partners, a private equity firm. Gray provides complete security services to companies in South Africa, other African countries, and some parts of Europe. Many of Gray's clients are multinational firms. Gray is currently considering an IPO in South Africa as well as further international expansion. At this point, Dick Aubin, cofounder and chairman of the firm, faces a number of important questions regarding the firm's financing and directions for future growth. Offers an opportunity to analyze the private equity investment by Brait and the prospects of an IPO in South Africa. Also allows for a discussion about strategic choices regarding international expansion by a South African firm during a time of change in South Africa.
Describes the development of edocs, an Internet company aimed at revolutionizing the on-line bill presentment market. Kevin Laracey must negotiate a venture capital investment with Jonathon Guerster, an associate at Charles River Ventures. Can be used as a role-playing exercise in negotiating a venture capital deal.