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Supplements the (A) case.

Supplements the (A) case.

This case chronicles the interdepartmental conflict and power struggle between New Haven mayor Frank Logue and Police Chief Biagio Dilieto and their subsequent battle as candidates in the Democratic primary for the mayor's office. Dilieto, a native New Havener, became the city's first Italian police chief in 1969 and had strong backing from New Haven's Italian community. When Logue took the mayoral office in 1976 and attempted to reform the police department, the two men clashed both privately and publicly through the press over issues of job appointment (which was historically a source of power for Dilieto), department restructuring, and police misconduct arbitration procedures. Amidst these disagreements, a wire-tapping operation by the police department against New Haven residents between 1966 and 1971 came to light and Dilieto was accused of and later admitted to his involvement. Under this backdrop, Dilieto decided to run for mayoral office against Logue with overwhelming support from the Italian community and the case concludes with the primary results. HKS Case Number 214.0

Spreadsheet Supplement for case 178126.

Supplements the case.

Describes additional events in battle between Polaroid and Kodak outlined in Polaroid-Kodak. Includes the competitive actions taken by the companies such as the introduction of customer rebates and bonus plans with dealers. Details the new products of each company and the marketing practices employed. Designed to allow a contrast to Kodak's entry into instant cameras.

Supplements the (B1) case.

Supplements the (B1) case.

Supplements the (B1) case.

Supplements the (B1) case.

Supplements the (B1) case.

Supplements the (B1) case.

Supplements the (B1) case.

Supplements the (B1) case.

Supplements the (B1) case.

Presents a discussion of earnings quality --characteristics, relationship to earnings multiple, application and measurement, volatility and risk, as they affect earnings quality.

Advertising is an investment which generates sales revenue over time. The duration and amount of the revenue depends on the loyalty of customers, the frequency of purchase and competitive products. Companies often regard advertising costs as expenses incurred in a short-term context, although advertising has a cumulative effect. The distributed lag model can measure this cumulative effect. This method, based on an analysis of a company's past performance, can forecast advertising induced sales.

The structure and management of manufacturing should reinforce corporate priorities. The company's "manufacturing mission" is to help the company do what it wants to without wasting resources in lesser efforts. Any shift in corporate strategy usually requires changes in both the infrastructure and facilities of manufacturing. Approaches to the design of an appropriate manufacturing system range from a "product-focused" to a "process-focused" organization. While simplicity of organizational design is important, both can be allowed to operate in the same company if the operations are separated to avoid cross purposes. The proper choice between these organizational types smoothes a company's growth by lending stability to its operations.

To employ logistics as an effective competitive lever, management should adapt logistics programs to support ongoing corporate strategies in the short-term and factor logistics into the design of business operating strategies on a continuing long-term basis. Steps necessary for factoring logistics into strategy include the performance of a logistics strategy audit, possible logistics systems redesign, and the maintenance of procedures to ensure continued attention to logistics as an integral part of corporate strategy.

U.S. companies confuse marketing effectiveness with sales effectiveness. Executives determine whether an organization understands and practices marketing by conducting a marketing effectiveness audit. The audit rates marketing effectiveness in each of five major functions: customer philosophy, integrated marketing organization, adequate marketing information, strategic orientation, and operational efficiency. The resulting score tells where the organization falls on a scale ranging from no marketing effectiveness to superior effectiveness.