A small manufacturing company has purchased an innovative and complex new machine. The equipment is for a vital part of the manufacturing process. Despite the concerted efforts of the equipment maker and the company's production and manufacturing staffs, the new machine fails to achieve the promised output. The purchase of this equipment was supposed to be the first step in a move toward advanced manufacturing techniques. The vice-president, production, must decide whether to continue to attempt to get the equipment running well or to exercise his option of returning the system and getting back the purchase price plus a penalty fee.
The case describes the startup circumstances for Three Buoys Houseboats. It is an example of several young individuals stumbling into an opportunity and deciding to run with it without much evaluation, assessment or planning. The Three Buoys Houseboat case 9A86F005 is a detailed description of what actually happened.
A small American cookware manufacturer must decide whether to try to penetrate the Japanese market. The risks were enormous because major commitments were needed and the sales potential in a new market was hard to pin down. (Two sequels to this case are available, Cambridge Products Inc. (B) and Cambridge Products Inc. (C).)
A small American cookware firm has been negotiating with the Japanese to sell in Japan. Major commitments had been made to develop the product. Just when everything seemed settled, the Japanese wholesaler announced that modifications were needed. Should the company modify its product for the Japanese market? (This is the second case in a series titled Cambridge Products Inc. (A), Cambridge Products Inc. (B) and Cambridge Products Inc. (C).)
A small American cookware manufacturer has been very successful in selling to Japan. Suddenly the market in Japan has collapsed. What should be done now? (This is the last case in a series titled Cambridge Products Inc. (A), Cambridge Products Inc. (B) and Cambridge Products Inc. (C).)
This case is an introductory exercise in financial analysis. A complete financial analysis, including ratios and a statement of changes in financial position, is required.
The president of Medtron Limited, a fast growing Canadian manufacturer of wheelchairs, was preparing for a strategic planning session with his management group. In recent years, Medtron had met its sales growth and dealer expansion objectives and earned healthy profits. The president saw tremendous potential for further growth. He was concerned nevertheless that growth might outpace the company's financial and manufacturing capabilities and that a larger scale operation would create inflexibility. Our planning job is to identify any constraints and develop a strategy that maintains our reputation for quality products and fast, personalized service. As competitive conditions became more difficult and the company's environment changed, the president had to decide how aggressively Medtron should grow. What are management's realistic choices and which of these decisions would you recommend?
Two-party intra-organization negotiation between a company's financial and human resources officers regarding the amount of a budget increase. T. Boyd, a Vice President of Budget and Finance at Multimode, Inc., (a manufacturing firm) is about to meet J. Arnold, a Vice President of the Human Resource Development Office at Multimode. T. Boyd has formally met with other departments to discuss the upcoming year's budget as well as expected productivity increases.
Two-party intra-organization negotiation between a company's financial and human resources officers regarding the amount of a budget increase. T. Boyd, a Vice President of Budget and Finance at Multimode, Inc., (a manufacturing firm) is about to meet J. Arnold, a Vice President of the Human Resource Development Office at Multimode. T. Boyd has formally met with other departments to discuss the upcoming year's budget as well as expected productivity increases.
Two-party intra-organization negotiation between a company's financial and human resources officers regarding the amount of a budget increase. T. Boyd, a Vice President of Budget and Finance at Multimode, Inc., (a manufacturing firm) is about to meet J. Arnold, a Vice President of the Human Resource Development Office at Multimode. T. Boyd has formally met with other departments to discuss the upcoming year's budget as well as expected productivity increases.
Describes events at Frontier from the time of the (A) case to the end of 1985. A brief description of regulations regarding the use of computerized reservations systems is also included.
An assistant treasurer at J.C. Penney is looking at various alternatives for financing the company's $2.5 billion store expansion and modernization program. The case provides a listing of different ways/capital markets issues to obtain this financing. Designed to be used as an introduction to capital markets.
Describes a conflict between the corporate controller and a division president about labor standards, which the division purposefully overstates to protect its margins. Illustrates the multiple roles of standards, and the roles of controllers and line management in resolving such conflicts.
Describes the market for high-yield, or "junk," bonds and includes summaries of academic research on the risk/return characteristics of high-yield securities. Describes the role of Drexel Burnham Lambert in the primary and secondary markets for high-yield debt. Decision focus is on a public offering of four high-yield securities issued by Metromedia Broadcasting Corporation in November 1984. The offering was used to refinance bank borrowings incurred in connection with Metromedia's June 1984 leveraged buyout. The securities offered included Serial Zero Coupon Notes due 1988-93, Senior Exchangeable Variable Rate Debentures due 1996, 15 5/8% Senior Subordinated Debentures due 1999, and Adjustable Rate Participating Subordinated Debentures due 2002. Proceeds from the offering totaled $1.2 billion.
Presents an analysis of Harnischfeger's quality of earnings, and the investment potential of the company's stock in light of the company's turnaround strategy.
A negotiation exercise between Riverside Lumber Co. and the Division of Environmental Conservation about reducing the effects of effluent discharge in a river. Students are assigned to a role and receive confidential information including a scoring system detailing the costs and benefits of various proposals. Though their interests conflict, joint gains beyond simple agreement can be found. Students come to see that joint gains must be created and divided and that the tension between competitive and cooperative urges often lead to inferior agreements. Means for managing this tension can then be discussed. This game can be used as a complex example of bargaining with incomplete information.
Outlines alternative mechanisms for getting into business. Shows the means by which an experienced entrepreneur can gain control over the necessary resources in order to lower the fixed costs of business entry. Provides a mechanism for discussing the role of experience, credibility, and contacts in the development of a nonbusiness venture.