To be handed out during class discussion of the (B) case. Reveals that Vicks developed a second name and advertising positioning. Presents results of copy testing, and further test market results. Students have to choose between the two names and positionings, as well as decide whether to recommend national expansion.
Reveals that the new products executives have decided to recommend national expansion. They have to develop a justification and preliminary marketing plan. Emphasizes consumer and trade promotion options. Students have to complete a five-year projected P&L statement.
Concept is a highly touted startup venture in distributed data processing computers. The company has only made one sale to date, but has an order backlog for its unique product and expects an almost vertical growth curve. The company has been courted seriously by potential partners in France and the United Kingdom. Management wishes to decide how best to set up distribution in Europe.
Presents basic issues in survey research, covering both measurement and sampling error. The intention is to consider each element of the survey process: problem statement, questionnaire design, sampling, and data analysis.
Bill Foster has assembled a team to begin a new computer company. He must now develop a financing strategy in view of the various kinds of capital available for new ventures.
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. Students have the opportunity to consider issues of quality.
Gold Toe has an exclusive distribution policy. Its men's socks are sold only through one department store per city. Executives are trying to decide whether, and how, to widen distribution and to determine what impact broader distribution would have on the nature of the business. Key teaching issues: distribution channel management; links between distribution strategy, competitive strategy, and cost structure; nature and replicability of branding; and the appropriateness of high-profit goal in face of increasing competition.
Managers avoid information system (IS) failure by determining the risk of their projects, singly and as a portfolio, in advance of implementation. Elements of risk include project size, experience with technology, and project structure. Companies should use risk assessment questionnaires to highlight risks and to suggest alternative ways of conceiving and managing the project. A periodic review of the questionnaire reveals major changes. During the feasibility study stage, it is also useful to consider the issues that influence the risk profile of project portfolios. The risk profile includes projects that come from outside software houses as well as those of internal systems development groups.
Sixty years of executive attention to human resource management (HRM) theories fail to make employees productive, loyal, and motivated because of unrealistic management expectations, contradictory theories regarding employee performance and relations, the problematic role of personnel management in corporate decision making, and the undermining nature of management assumptions regarding employee motivation. A new approach to human resources planning depends on management's ability to replace mistaken assumptions with premises that emphasize the importance of the personnel function in corporate development, and concentrate on basic HRM skills such as supervision and communication.
A study of 26 large nonunion companies suggests nine factors that improve employee relations and aid productivity: strong management concern for employees; consideration to plant location and size; close ties between ownership and management; employment security; promotion from within; centralized, influential personnel departments; competitive pay and benefits; solicitation of employee viewpoints; and the conscientious selection of managers. The attractive work environment created by the corporations studied results in a high degree of employee loyalty, a low rate of turnover and absenteeism, and a low degree of worker resistance to technological change.
A review of the activities following the expose of the cheating incident at West Point and leading up to the Secretary of the Army's decision on the situation.
Orients the student to the film "Twelve O'Clock High." Contains a list of the characters and exhibits summarizing the evolution of the organization structure of the 918th bomber group during the film. Also provides for student note taking on various stages in the process of organizational change used by Frank Savage to turn around the performance of the 918th. Movie distributed by Films, Inc.
Provides a general introduction to the major types of production processes, their differences, and the implications that those differences have for management.
Provides some hints and tips to students who encounter difficulty in performing quantitative analyses of case studies. Describes how to approach the numbers and suggests devices they can use to overcome their problems.
The president and the marketing vice president are reviewing past Hartmann price promotions in order to decide whether to run one or more promotions in 1981-82.
The company is considering whether or not to introduce a branded line of men's athletic socks. Considers a preliminary marketing program, including supermarket and drug store distribution.
Contrary to popular opinion, the secret of Japanese manufacturing success lies not in the use of futuristic techniques but in an emphasis on manufacturing basics. First-hand observation of six Japanese companies reveals that the Japanese direct special attention to several areas: maintenance of an orderly workspace, minimization of inventory, solution of problems before they reach the plant floor, prevention of machine overload, the use of comprehensive equipment monitoring and early warning systems, and creation of a no-crisis atmosphere. Japanese managers achieve high quality by regarding all problems as important. McKinsey Award Winner.