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Describes the problems facing a recent MBA graduate in his job as general manager of a mobile cellular company owned by a parent corporation. Raises issues of corporate divisional relationships and the difficulties facing an inexperienced manager who seems to be receiving little support. A redisguised version of an earlier case.

This one-paragraph case adds to the data presented in the (A) case. A redisguised version of an earlier case.

Describes the outcome of Erik Peterson's one-day meeting with his superior and the events of the subsequent day's meeting with the president and vice president of operations of the parent company. Students should have read the (A) and (B) cases. The (C) case may be assigned with the (D) case. A redisguised version of an earlier case.

Presents the final outcome of the events. The William Jurgens case presents a description from the corporation president's point of view of the series of events (as reported in the Erik Peterson (A), (B), (C), and (D) cases). The Jurgens case can be assigned with Erik Peterson (E) to give a broader perspective on Olafson's behavior and problems. This case can be handed out during class discussion of the (D) case. A redisguised version of an earlier case.

Describes the 1988 amendments to the Foreign Corrupt Practices Act of 1977.

Coolidge (CKC), a chemical manufacturer, is being sued for patent infringement. Plaintiffs are the patent holder and its sole licensee, who is also a CKC competitor. An analyst at CKC has done breakeven decision analysis from CKC's perspective, balancing going to court with settling out of court, but no analysis has been done for the plaintiffs.

Discusses quality of earnings analysis and its relevance to security valuation.

Discusses the key differences between industrial-product and consumer-product marketing. Also outlines the key management challenges facing industrial marketers.

This redisguised version of an earlier case, Tom Levick, provides an updated setting but does not change the teaching objectives. Chronicles the first six weeks of experience on the job for a recent business school graduate. Emphasis is on managing upwards--particularly with respect to errors discovered by the protaganist for which his boss was responsible. Provides background data.

David Farina, an analyst for William Blair and Co., has just completed a draft of a research report on Sierra On-Line, a fast growing software developer. Sierra is a tough company to analyze, and David is pondering whether to modify this draft or submit it for publication. Because Sierra's stock price has doubled in the past two weeks, time is of the essence.

Presents the insiders' perspective using an interview format. Ken and Roberta Williams, Sierra's founders, discuss issues raised in the (A) and (B) cases and present their vision to become the world leader in educational software. Teaching Purpose: Analysts typically visit a firm to gain a fuller understanding of the business and to evaluate management's character and business acumen. Presents sufficient information for students to evaluate management.

This case provides an explanation of the adjusted present value method for valuing capital assets. The authors believe this approach is generally simple and better for the complicated and changing capital structure found in restructuring.

Spreadsheet Supplement for case 294047

This case serves as an introduction to field sales management. A manager must address three sales representatives' ingrained behaviors in order to implement a major shift in marketing strategy. Students should recognize the nature of the "man-in-the-middle" squeeze: the manager caught between the pressure of implementing a new strategy from the top and the resistance to change from the bottom.

Describes the events surrounding Bain & Co.'s financial and organizational struggles between 1988 and 1991. Focuses on the role of Orit Gadiesh, then vice chairman of Bain & Co., in leading the effort to restructure the company and restore company pride.

In response to recent trends in grocery retailing, Marsh Supermarkets has completed an intensive 65-week study of the activity at 5 superstores in the midwest United States. The study tracked the sales, profits, space, and promotion dynamics of the entire store: dry grocery, general merchandise, health and beauty care, and perishables. (These data are provided in the case exhibits.) Management hoped the study would provide insights on how and why products sell, identify product categories of greatest strategic importance, and spot inefficiencies in store operations.

Supplements Block 16: Conoco's Green Oil Strategy (A). Reviews the environmental challenges facing the oil industry throughout upstream and downstream operations, and oil companies' competitive responses. Reviews Conoco's and Du Pont's environmental initiatives in more detail. Provides a multinational and competitive context to deepen management's appreciation of the strategic significance of the Block 16 development.

After U.S.-based Foote, Cone & Belding (FCB) and Publicis of France established an international advertising alliance in May 1988, alliance leaders set out to merge offices in Europe. They were confronted with a particularly tricky situation in Germany, which, if handled poorly, could have harmed BMZ, a highly regarded agency in Dusseldorf that FCB had acquired six months earlier. The case looks at how alliance managers resolved the dilemma by forming a second agency network in Europe; how that network, which was composed of advertising agencies from six European countries, was working; and how agencies from different cultural backgrounds were dealing with diversity. May be used with FCB and Publicis (A): Forming the Alliance and (B): Managing Client and Country Diversity.

The international procurement manager of an off-price office supply retail chain has to recommend which of several bids to accept for the right to supply computer diskettes to OfficePro's new French subsidiary.

Supplements OfficePro (A).