個案總覽

After years of deteriorating financial performance and eroding market position, Safeway, Inc., the largest public grocery store chain in the United States, found itself the target of a hostile takeover offer. Management decided to take the company private in a $4.3 billion leveraged buyout sponsored by Kohlberg Kravis and Roberts. This case begins with the controversy surrounding Safeway's sale of its Dallas division as a result of the LBO and retraces the events leading up to the LBO. Continues with a discussion of the challenges facing management in restructuring the company--including the renegotiation of uncompetitive labor contracts and the intense pressure from the capital markets (through hostile takeover offers) to relinquish control of the company.

Supplements the (A) case.

Focuses exclusively on the controversy by presenting the media responses to the LBO and its aftermath, including full text of Faludi's interview with Safeway CEO Peter Magowan, and her subsequent Journal article.

Continues the story of Mrs. Fields Cookies. Explores the new challenges the company faced managing its geographic growth and its expansion of products and markets through combination stores. Details the decision of Debbi and Randy Fields to delegate management responsibility.

Spreadsheet Supplement for case 294139

All markets follow a cycle of growth and maturity, then commoditization and decline. This note argues that while commoditization of an industry may seem inevitable, the better managed firms find a way to make money in the commodity cycle. These firms know how and when to differentiate their products through innovation, service, and customer partnerships; and how and when to offer a "no-frills" product, and seek cost leadership. Four such strategic options are detailed and discussed. A rewritten version of an earlier note.

Identifies six key linkages that distinguish business-to-business marketing; three with respect to the external environment (i.e., derived demand, complex buying process, and concentrated customer base) and three with respect to the internal organization (emphasis on technology, high level of customization, and order fulfillment mechanism), which distinguish business-to-business marketing. These linkages give rise to unique challenges in analysis and execution of marketing decisions. After these challenges are discussed the organization is explained. The three core sections, following this introductory section, reflect the product life cycle theme: Managing New Products, Managing Mature Products, and Managing Product Market Diversity.

Addresses the common mistakes made in new product development and launch. Many times customers' and suppliers' perceptions of the degree of product/market innovation do not match. One of them may view the innovations as a "breakthrough," but the other may view it only as an incremental improvement of an existing solution. Such a mismatch will inevitably lead to faculty commercialization. But even if the match is perfect, this note argues that breakthroughs and incremental new products require quite different new product development processes to enable commercial success.

Kurt Landgraf, newly named CEO of Du Pont Merck Pharmaceutical Co., addresses complaints of discrimination from African-American scientists in R&D during significant downsizing and dramatic changes within the pharmaceutical industry.

The French subsidiary of the German publishing company Gruner & Jahr, itself a subsidiary of the Bertelsmann Group, is considering the launch of a new business magazine called CAPITAL. The market looks unattractive, is new to the company, and the financial risk is high. The case describes the various steps in product development. Students must decide on whether to introduce the magazine and how. CAPITAL was subsequently launched and became the business magazine with the largest circulation in Europe.

Student spreadsheet for case IN1266.

Concerns the decision whether or not to launch a satellite television service in Asia in the 1990-1991 period. STAR TV was a joint venture between Hutchison Whampoa and Li-Ka Shing and was established to launch such a service. Li-Ka Shing's son, Richard, was CEO. Considers the background to the satellite TV industry in Europe and the United States, the likely success of such a venture in Asia, and strategic and tactical issues.

Colgate-Palmolive, the U.S.-based consumer products firm, has long emphasized international experience for its managers and has developed a comprehensive policy to manage expatriate assignments. The rise in dual-career families has made some managers reluctant to accept foreign assignments, causing Colgate-Palmolive to reexamine the way it manages international career development.

A comprehensive review case that entails both investment and financing decisions. Students must value an acquisitions opportunity and determine how Nelson Paper ought to finance both the acquisition and its regular capital expenditures program.

Supplement to case UV2850. This case supplements the A case (UVA-M-0452) by describing events in the disposable-diaper market from June 1994 to October 1994.

Nike and Reebok, the two largest athletic footwear companies, look to contractors in Asia to manufacture their shoes. Sourcing from Asia offers advantages of low cost and flexibility, but raises questions about human rights and corporate responsibility. How Nike and Reebok have addressed these questions is the focus of this case.

The new general manager of Warner Cable's Medford, Massachusetts complex faces a number of turnaround challenges in 1985, including service deficiencies, customer complaints, high turnover, and low employee morale. By 1988 he has turned the situation around, but some employees and superiors question his turnaround style. Their concerns have broad implications for career systems at Warner. Teaching objectives include the understanding of human resource management tradeoffs in a turnaround situation, and the appropriateness of individual management styles over time as a company improves its productivity and communications.

Barilla SpA, an Italian manufacturer that sells to its retailers largely through third-party distributors, experienced widely fluctuating demand patterns from its distributors during the late 1980s. This case describes a proposal to address the problem by implementing a continuous replenishment program, under which the responsibility for determining shipment quantities to the distributors would shift from the distributors to Barilla. Describes support and resistance within Barilla's different functional areas and within the distributors Barilla approached with the proposal.

Spreadsheet supplement for case 694-046.

As a result of a coordinated strategy to establish Levi's as the original, premium American jean, Levi Strauss Japan K.K. has become the leader in Japan. Japan's jeans market is changing: the market is contracting, competition is increasing, and structural changes are occurring in the distribution channel. The issue for Levi is to develop a strategy for success given these changes in Japan.