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After providing a brief overview of Turner Construction Co.'s structure and project work, the case gives a detailed description of its project management control system, the IOR system. In addition to explaining the mechanics of the IOR system, the case identifies the uses and benefits of the system from the perspectives of different level managers. Finally, the role of the IOR system as a decision support tool is illustrated through a specific dilemma on a project in progress.

Describes the growth of a construction management company and the operating problems it now encounters. Designed to introduce students to the value of competition in the construction industry, to show how the techniques of value analysis can be used to strategic advantage, and to illustrate the strains that growth places on an entrepreneurial and informal operating system. Also raises issues of quality and productivity in a service setting.

Provides a brief update about the OTISLINE application and service center concept. Includes discussions of the chairman's perception of the impact of OTISLINE on customer service and the field organization's response to the OTISLINE service. Includes a description of a 1989 pilot program for the introduction of radio frequency-based, hand-held terminals to field mechanics. Finally, the chairman of Otis offers what he believes will be the next OTISLINE success story at Otis Elevator Co.

Reveals the system changes that IBM adopted. Designed as an in-class handout after discussion of the (A) case.

Documents the organizational changes that took place at O.M. Scott & Sons Co. in response to their leveraged buyout. Provides the opportunity for students to discuss the effects of high leverage on management decision making, and the differences between operating as a small subsidiary of a large conglomerate and as a free-standing company. Focuses on the role of the LBO sponsor in the management of the company, the role of restrictive debt covenants, and the effect of changes in the compensation system at the company.

Spreadsheet Supplement for case 190148.

Spreadsheet Supplement for case 190137

In 1987, IBM changed its strategy in an attempt to become a market-driven company rather than a product-driven company. The case begins with a description of the new strategy and the reasons for the change and then describes the top-down sales planning and quota system in use under the old strategy. Concludes with a discussion of the reasons why the new strategy cannot be implemented without changing the sales planning and quota systems. The challenge for students is to design new systems to support IBM's market-driven strategy.

The company has committed to major improvements in quality, cost, and on-time delivery performance. Despite strong senior management support, however, the actual rate of improvement was disappointing until a new measurement philosophy was introduced. The new approach specified expected rates of improvement and compared actual improvements to the expected rate. Operational people preferred the new measures to the monthly financial reports they continued to receive. The case explores the conflicts between financial measurements and operating improvements.

Spreadsheet Supplement for case 198061

Concentrates on the evolution of MCI's strategy-setting process following a period of dramatic growth. Opportunistic strategies during MCI's early years have given top managers a dislike of formal strategic planning and a strongly-held belief in top down strategy setting. Questions whether the nature of planning will have to change as the company passes $6 billion in sales and is faced with increasing global competition.

Describes the background leading to the development of an advertising campaign to help prevention of AIDS in New York City. The three television networks, however, for various reasons reject the campaign, to the dismay of Saatchi & Saatchi executives.

Provides a follow-up to the (A) case.

Updates the decision issues faced by Rohm and Haas in launching Kathon MWX for small customers.

Describes the incentive system by which Mary Kay Cosmetics motivates the sales force of 200,000 independent agents who comprise the firm's only distribution channel. Illustrates the powerful effect on sales-force behavior that results when creative types of employee recognition are combined with financial incentives. Focuses on the challenges that managers face when they try to reduce program costs by modifying the VIP automobile program that awards the use of pink Cadillacs and other cars to successful sales agents. A detailed description of the parameters and formulas that drive the recognition and reward programs is provided.

Details the changes made to the VIP automobile plan.

Focuses on Pennzoil's motor oil business. Designed to address the business strategy issues of how a firm chooses its scope to create competitive advantage in its core business. "Scope" can be broadly defined to include vertical scope (forward and backward integration), horizontal scope (multiple related products), and geographic scope (multiple market locations).

Spreadsheet Supplement for case 190103.

Describes Liz Claiborne, Inc.'s manufacturing and marketing strategy and details the significance of its supplier selection strategy. It begins to describe the company's relationship with Ruentex Industries Ltd., its largest supplier of piece goods. When used with Ruentex Industries Ltd. and Liz Claiborne, Inc. and Liz Claiborne, Inc. and Ruentex Industries Ltd.: Building the Relationship it details the evolution of a customer-supplier relationship in the textile/piece goods and apparel business. Also illustrates how a long-term cooperative relationship creates mutual value in the companies.

Describes Ruentex's operations and the piece goods production process and begins to describe the company's relationship with Liz Claiborne, Inc., its largest customer. When used with Liz Claiborne, Inc. and Ruentex Industries Ltd. and Liz Claiborne, Inc. and Ruentex Industries Ltd.: Building the Relationship, it illustrates how a long-term cooperative relationship creates mutual value in the companies.