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Spreadsheet Supplement for case 187047.

The company's plans are revealed. A stock offering has produced $20 million to be used for development.

Mr. Joseph Lawler, newly-appointed president of Boston Whaler, Inc. (BWI), believes that better dealer management is the key to his company's continued growth. BWI manufactured a high-price, high performance line of power and other boats for the recreational, commercial, and other markets. Its 250 dealers were served by a small force of regional managers. Most dealers were not exclusively Whaler distributors, and Whaler sales ordinarily did not account for the majority of dealer revenues. Mr. Lawler wants the dealers' "commitment" to BWI increased, whether through new dealer agreements, training, minimum stocking requirements or whatever other device will help increase the importance of the BWI relationship to the dealers. Presents a relatively complete account of distribution management problems, and additionally, allows a thorough key account analysis of BWI's top 50 dealers.

A law firm must decide how to split partnership profits among the partners. Issues of seniority versus performance, performance evaluation, and lack of consensus of values dominate the discussions.

Focuses on the efforts of Heather Evans, a second-year MBA student, and her attempts to start her own dress business. Examines the business plan and the process of acquiring control over the financial and human resources necessary to implement the plan.

Spreadsheet supplement for case 384-079.

Dunkin' Donuts franchises and operates retail donut shops for take-home and in-shop consumption. Looks at three growth alternatives: 1) More shops (owned or franchised); 2) A broader product line; and 3) More advertising. Raises important issues related to franchise relations. A merger of Dunkin' Donuts (A) and (B).

Describes Allen Lane's search for a business to buy. The case explores several failed attempts and the ethical, business, and tax issues that surround the acquisition business. Ends with a description of a new acquisition candidate, an independent valuation report of this business, and with Allen Lane preparing his bid.

Deals with the problems of implementing strategy in a declining industry and the negotiation of strategy with external constituencies, particularly labor unions. Traces Jim Bartlett's first nine months as president and asks for a plan of action.

A series on implementing strategy as the head of the U.S. subsidiary of a successful Swiss medical products firm. Traces the actions of the CEO over a four year period and highlights his negotiations with the Swiss parent and the way functional components of the strategy were developed and integrated. Describes Hans Wyss' first eight months as CEO of Orthoteks USA.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Describes the international oil tanker shipping industry both historically and in 1983. Designed to provide a vehicle for practicing industry analysis in a volatile commodity business, and for formulating strategy in such an environment. Also can be used to examine industry capacity overexpansion and vertical integration policies of oil companies who own some but not all of the ships they use to transport their oil.

A consulting project involving a mathematical model of the sales force indicates that Syntex Labs should nearly double the size of their sales force and drastically alter their allocation of sales effort to the product line and physician specialties. The questions are whether the results are reliable and what action should be taken.

The recommendations of the consultants require a number of assumptions and modifications to be implemented by Syntex Labs. Presents the initial implementation plan of the company.

A multi-year study of production operations of virtually all the producers of room air conditioners in the United States and in Japan reveals a failure rate of products from the lowest quality manufacturers some 500 to 1000 times greater than that of products from the highest quality manufacturers. Quality is measured by the incidence of internal and external failures. Internal failures include all defects observed, either during fabrication or along the assembly line, before the product leaves the factory. External failures include all problems incurred in the field after the unit has been installed. Measured by either criterion, Japanese companies were far superior to the U.S. counterparts.

Management has the power and the responsibility to achieve a high-quality product by improving the manufacturing process. Managers can distinguish between normal and abnormal variation statistically by constructing a control chart that shows the process average and the upper and lower control limits. Top management should stop expecting inspection to solve the quality problem; stop awarding business to the lowest bidder; eliminate targets, numerical goals, slogans, and posters that urge people who lack the power to make changes to increase productivity; eliminate work quotas; and institute training programs in statistics for managers and supervisors.