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The theory that success is commensurate with effort is an enduring belief in our society. So is the idea that hard work builds character. What becomes of men and women in large corporations in which success is not necessarily connected with hard work? Interviews with managers and executives in several big companies reveal that bureaucracy, the prevailing organizational form of our society and economy, breaks apart the old connection between work and salvation and erodes all standards of morality except its own. McKinsey Award Winner.

Threats of resource depletion and raw materials scarcity, political turbulence and government intervention in supply markets, intensified competition, and accelerating technological change can upset supply and demand patterns suddenly. Companies must shift their perspective from purchasing (an operating function) to supply management (a strategic one) to ensure continued supply of materials. Companies must integrate purchasing with other elements of the business system.

Buyers no longer purchase products and services but sets of expectations. Thus, the relationship between buyer and seller often intensifies when the sale is made. How selling companies manage buyer-seller relationships increasingly affects their reputations and repeat sales. The seller can maintain a healthy relationship with the buyer after the purchase by regularly considering whether the relationship has been improving or deteriorating. To effectively manage relationships, managers must understand both the problems and the opportunities.

Under some circumstances, the informal, unwritten plans of an owner-CEO are appropriate for a business. Under others, the formal, written plans of a CEO and board are what a company needs to operate well. But sometimes neither the minimal nor the full-blown approach to planning works. They may even be harmful. A company can decide whether one of these approaches is appropriate for itself by looking at nine variables: the administrative style and ability of its CEO, the ability of its officers, the complexity of the business, the strength of its competition, the gain that its managers expect planning to bring, the leadership of its CEO, the degree of uncertainty the company faces, how well its managers understand formal planning, and how well it is currently planning its actions.

In May 1983 Ms. Katherine O'Brien, vice president of marketing, was deciding whether Jamestown should discontinue the use of independent representatives in favor of a direct company salesforce. Jamestown sold informal stoneware dinnerware through department and gift stores. A rewritten version of an earlier case.

Describes the history of Honda Motor Company from its beginning through its entry into and subsequent dominance of the U.S. market. The history is explained primarily in terms of strategic factors and quoted from two sources: an earlier case and Boston Consulting Group report on the motorcycle industry. Should be used with Honda (B).

Describes the history of Honda Motor Company from its beginning through its entry into and subsequent dominance of the U.S. market as seen through the eyes of Honda executives. The history of Honda's successful entry into the U.S. market is viewed as highly adaptive and fraught with error and serendipity. Honda (A) and (B) are designed to be used together to contrast two differing views of major events in a company's history, both of which are important for a general manager to understand.

Spreadsheet supplement for case 384-049.

Spreadsheet supplement for case 384050.

Describes the Johnson & Johnson culture and the corporate systems, structures, and procedures which reflect and promote it. The principal teaching objectives are to gain an understanding of the impact a strong culture can have on strategic decisions and to consider how such cultures might be managed.

The main issue has to do with the lack of fit or incompatibility between the early environmental requirements for strategy and the cultural constraints on the organization. Describes the internal resistance to the proposed changes and top management's efforts to resolve the contradictory requirements of strategy and culture. A second major issue concerns the challenge facing a general manager who has been given responsibility for operationalizing the forced solution.

The new district sales manager for a tool company must determine how to get his district "back on track." The case presents various qualitative and quantitative information on the salespeople. Teaching objectives include the specification of the tasks of a district sales manager and the sales analysis helpful to him in his job. A rewritten version of an earlier case series.

Supplements the (A) case. A rewritten version of part of an earlier series.

Supplements the (A) case. A rewritten version of part of an earlier series.

Provides an overview of balance of payments accounting and analytical presentation of balance of payments data. Includes sample transactions to illustrate the application of the basic accounting principles and definitions of the standard balances.

Supplements the case.

This case presents a view of the renowned army general, World War II chief of staff, secretary of state and secretary of defense, as seen through the eyes of his contemporaries. It may be read singly or in conjunction with George Washington (C14-82-479.0). (See the abstract of that case for teaching objectives.) HKS Case Number 480.0

A truck manufacturer must decide whether to bid on the sale of 120 trucks to a private firm in Costa Rica. If a bid is submitted, a decision must be made on whether to protect against the credit, exchange rate, and sovereign risks.

After the initial ASSESSOR indicated problems in formulation, product position, and advertising copy, Enhance was modified and retested using ASSESSOR. Compares the new results as well as presenting teaching study data. Enhance is well below predicted share. Is the fault in the product, strategy, or execution of the plan?

Many small businesses and nonprofit organizations avoid doing marketing research because they have at least five misconceptions about it: the big decision myth; the survey myopia myth; the big bucks myth; the sophisticated researcher myth; and the most research is not read myth.