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In this hypothetical case, 21-Speed Gizmos, Inc., a manufacturer of electronic bicycle components for the serious cyclist, must decide what price to charge for a new product. Describes the product and includes cost and demand information available for making the pricing decision.

Discusses Roger Smith's tenure as CEO of General Motors. Describes his vision for changing General Motors, and how he went about implementing that vision.

Supplements the (A) case. Intended as an in-class handout.

Supplements the (A) case. Intended as an in-class handout.

Supplements the (A) case, emphasizing issues of implementation.

In April 1992, American Airlines launched "Value Pricing" -- a radical simplification of the complex pricing structure that had evolved over more than a decade following deregulation of the U.S. domestic airline industry. American expected that the new pricing structure would benefit consumers and restore profitability to both American and the industry as a whole. The critical issue raised is: Would American's bold initiative work?

Spreadsheet supplement for case 594001.

Teams of students receive identical product design specifications, a sample unit of the product, and a series of assignment questions that entail time and motion studies, which they must both understand and perform before class discussion. In class, teams explain how they conducted time studies and sort out differences in procedures. They then make business decisions like hiring and staffing in light of remaining differences in time standards across teams. The class also includes an experiment in which student volunteers actually produce the product to assess the effect of division of labor and brainstorm concrete cost reduction ideas, principally those based on methods improvement.

Flanders is a catalog merchandiser. Various decisions on catalog distribution policy, ordering and inventory policy, and catalog format design are considered. This was a final examination, and serves as a review for a number of topics in the course.

Describes decision analysis, a systemic approach for analyzing decision problems. A running example illustrates problem structuring (decision trees), probability assessment and endpoint evaluation, folding back the tree as a method of analysis, and sensitivity analysis.

Southwest Airlines, the only major U.S. airline to be profitable in 1992, makes a decision as to which of two new cities to open, or to add a new long-haul route. Provides windows into Southwest's strategy, operations, marketing, and culture.

The founders of Bright Horizons have developed a distinctive strategy and raised venture capital money. Now they are ready to make their dream come true. How should they proceed in implementing their strategy?

Supplements the (A) case.

Describes the formation, selection, and experience of a task force with multidepartmental membership. The problems faced by the task force leader at the end of the case raise issues of who does the selection; the establishment of group norms, values, and goals; the leadership of a task force; confidentiality and responsibility; individual rivalry; and intergroup conflict and politics. A rewritten version of an earlier case.

The CEO of Sears must decide how to respond to allegations that the company's auto repair division has been misleading consumers and charging them for unnecessary repairs.

After many years of R&D, Goodyear has developed the Aquatred, an innovative new tire. However, the tire industry has matured and evolved, raising questions concerning the Aquatred's ability to gain support from Goodyear's independent tire dealers. Students must use information on channel evolution and consumer behavior to make two decisions: whether to launch the Aquatred and whether to expand Goodyear's distribution network. Also explores issues involved in managing a complex distribution structure during a time of rapid change.

Harlequin Enterprises, the world's leading publisher of series romances, has been particularly successful in Poland. The case explores some of the challenges/opportunities of doing business in Eastern Europe and the marketing mix elements necessary for success.

Updates the (A) case.

Conoco's attempted to win an oil development contract in Ecuador's tropical rain forest. The case discusses government perspectives, environmental perspectives, and indigenous people's perspectives. Allows role playing in a "negotiating forum" set up by Conoco to get their developing plan in the various interest groups. This oil development contract is key to Conoco's Latin American E&D strategy.

Supplements Block 16: Conoco's Green Oil Strategy (A). Provides the government perspective on Conoco's Ecuadorian strategy. Designed to be distributed to students who will be playing the role of Ecuadorian government officials.