Cumberland Metal Industries has developed a new product to help contractors drive piles faster. They are trying to decide how to price it. Provides substantial information on the industry, competition, etc. Students must decide what factors are relevant in making an industrial pricing decision. Decisions must also be made about promotion and distribution channels. Software for this case is available (9-589-528).
Faced with growth exceeding 100% per year, James Davis, president of New Balance, must decide how to meet the need for additional capacity. Several factors contribute to a climate of extreme uncertainty. Several options are considered, ranging from a second shift to acquiring a plant in Ireland. Sufficient information is provided to allow an analysis of forecasted demand as well as the strategic financial and organizational implications of alternative courses of action.
Focuses on the management style of Renn Zaphiropoulos in the context of a rapidly changing business environment within Xerox Corporation. To be contrasted with the case, Fred Henderson and the videotape, A Day with Fred Henderson (9-881-502), which are appropriate for a more stable environment.
Note describes aspects of bargaining situations that point toward either collaborative or distributive bargaining strategies. Focuses on the nature of the issues, the relationship between the negotiators, and broader contextual factors, and how these variables influence the negotiation climate. Also describes tactics for bargaining effectively in mixed situations that call for both kinds of strategies.
Describes the U.S. large turbine generator industry in early 1963, a period of severe price cutting and depressed industry conditions. Presents data to allow a structural analysis of the industry and an analysis of the strategies of the major players since 1946. The major teaching issue is the process of competitive rivalry in an oligopoly market, particularly the problems of deescalating in a situation of market warfare. This industry is one where the conditions for avoiding warfare are difficult. Subsidiary teaching issues include the structural analysis of capital goods markets and strategy for the market leader in areas like pricing, rate of technological change, and customer focus. After understanding the industry structure, the discussion should turn to what GE can do to extricate itself from the disastrous price cutting afflicting the industry.
Marketers can differentiate any product or service, even commodities which seem to differ only in price from competitors' offerings. Products almost always combine a tangible entity with an intangible promise of user satisfaction. The expected product, which includes the generic product, represents the customer's minimal purchase conditions. These purchase conditions include variables such as delivery, terms, support efforts and new ideas. The sale of the generic product depends on how well the customer's wider expectations are met.
In April 1961, President Kennedy denied US military assistance to a force of CIA-trained Cuban exiles attacking Cuba, thus sealing the fate of the Bay of Pigs invasion. When the losses had been tallied, 114 exiles were dead, Castro was left with 1,200 prisoners, and the Kennedy administration was publicly embarrassed. The case recounts the formulation and failed execution of this CIA plan to invade Cuba. The authors trace the origins of the plan under the Eisenhower administration and follow Kennedy through his first three months in office, during which time he first heard of, then revised, and ultimately approved a trimmed-down version of the plan. This case was initially designed to illustrate the importance of decision-makers' identifying and testing their own and their advisers' presumptions. Extending this theme, the case may be used in conjunction with The CIA to 1961 (C14-80-280.0) as an exercise in "organizational placement." Had Kennedy used this method to better understand the institution of the CIA, he might have questioned them more closely and avoided some of the tragedy of the Bay of Pigs. For further discussion of the placement method, see The CIA to 1961 abstract. This case may also be used to demonstrate the hazards of transition in the American presidency. HKS Case Number 279.0.
On June 25, 1950, the US Ambassador to the Republic of Korea received an alarming call from his deputy chief, E.F. Drumright, warning him that the communists were hitting along the front. The invasion caught the Republic of Korea and its American counterparts by surprise. This case chronicles the events that took place directly following North Korea's invasion of the 38th Parallel. It examines the strategic decisions that were made during this era, centering on the ways in which the US Department of State dealt with the attack and subsequent conflicts for a greater Korea. Part A looks at these events in detail and includes excerpts recalling the events from President Truman's memoirs. Part B presents more details on the events that transpired at Manchuria and the Rhineland. It also explains the role of China, Ethiopia, Spain, Austria, and then Czechoslovakia. Much of this is done through Truman's vantage point. HKS Case Number 298.0.
On June 25, 1950, the US Ambassador to the Republic of Korea received an alarming call from his deputy chief, E.F. Drumright, warning him that the communists were hitting along the front. The invasion caught the Republic of Korea and its American counterparts by surprise. This case chronicles the events that took place directly following North Korea's invasion of the 38th Parallel. It examines the strategic decisions that were made during this era, centering on the ways in which the US Department of State dealt with the attack and subsequent conflicts for a greater Korea. Part A looks at these events in detail and includes excerpts recalling the events from President Truman's memoirs. Part B presents more details on the events that transpired at Manchuria and the Rhineland. It also explains the role of China, Ethiopia, Spain, Austria, and then Czechoslovakia. Much of this is done through Truman's vantage point. HKS Case Number 299.0
Eight days ago, Tulian rebels attacked a police station in the Tulian President's hometown of Toji. In retaliation, Tulian troops attacked a rebel camp 20 miles inside neighboring Ibad. The troops were withdrawn, but yesterday rebel forces backed by Ibadi troops invaded southern Tulia and advanced on Toji with the announced intention of pressing on to the Capital to overthrow the President. The President has requested Organization of African Unity (O.A.U.) intervention, and the O.A.U. has called for a cease-fire and sent a delegation to a neighboring neutral country to meet with representatives of Tulia and Ibad.
The Canadair Challenger Jet senior management must decide whether or not to proceed with the venture of designing, marketing and producing an aircraft to compete in the world market for large business jets. Canadair executives must decide the product positioning, price, advertising, selling program, and servicing arrangements before they can assess the feasibility of the venture.