Describes 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.
The main issue has to do with the lack of fit or 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.
The new district sales manager for a tool company must determine how to get his district "back on track." The case presents various qualitative and quantitative information on the salespeople. Teaching objectives include the specification of the tasks of a district sales manager and the sales analysis helpful to him in his job. A rewritten version of an earlier case series.
Provides an overview of balance of payments accounting and analytical presentation of balance of payments data. Includes sample transactions to illustrate the application of the basic accounting principles and definitions of the standard balances.
This case presents a view of the renowned army general, World War II chief of staff, secretary of state and secretary of defense, as seen through the eyes of his contemporaries. It may be read singly or in conjunction with George Washington (C14-82-479.0). (See the abstract of that case for teaching objectives.) HKS Case Number 480.0
A truck manufacturer must decide whether to bid on the sale of 120 trucks to a private firm in Costa Rica. If a bid is submitted, a decision must be made on whether to protect against the credit, exchange rate, and sovereign risks.
After the initial ASSESSOR indicated problems in formulation, product position, and advertising copy, Enhance was modified and retested using ASSESSOR. Compares the new results as well as presenting teaching study data. Enhance is well below predicted share. Is the fault in the product, strategy, or execution of the plan?
Many small businesses and nonprofit organizations avoid doing marketing research because they have at least five misconceptions about it: the big decision myth; the survey myopia myth; the big bucks myth; the sophisticated researcher myth; and the most research is not read myth.
In today's world of little or no economic growth and rapid technological change, many companies are faced with declining product demand beyond their control. A study of the strategies of over 95 companies that confronted declining markets suggests that companies can often be very successful if they analyze all the characteristics that shape competition in the end game and act in accordance with their own needs. Strategic alternatives for declining business include leadership; niche; harvest; and quick divestment.
The quality of customer service is often as important as the quality of the product. A company can evaluate its customer service by performing a customer service audit. To effectively implement a customer service program the company should educate customers; educate employees; be efficient first, nice second; standardize service response systems; develop a pricing policy; involve subcontractors, if necessary; and evaluate the customer service operation.
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. The company's early success is threatened by the entry of a dozen competitors (some very large and experienced), by government regulation, and by internal organizational problems.
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. The company's early success is threatened by the entry of a dozen competitors (some very large and experienced), by government regulation, and by internal organizational problems.
Students are asked to determine the fair market value of Carlton Polish Co. and decide if Mr. Carlton should buy out his partner's half for $25 million. Carlton's alternative is to sell his half for $25 million. Students must also evaluate a financing plan.
Describes a decision confronting the president of a small company about selling some or all of the shares in his company to another firm. Technical Data Corp. provides analytical services to professional bond market traders over a system of computer terminals operated by Telerate. The company began operation in 1980 and has been very successful. The key issues in the case are: how the value of the company should be estimated and what a reasonable negotiating strategy for the potential sale of the company is.
Contains materials extracted from a business plan developed by the company in 1980. The purpose of the business plan was to raise $100,000 to finance the commencement of operations. The firm intended to provide analytical services to bond market traders. The product would be distributed to traders over a system of computer terminals operated by Telerate. Intended to act as a vehicle for discussing business plans per se, and how one decides to invest in new ventures more generally.