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The manufacturing manager of Webster's largest division is told to cut his managerial payroll by 15%. Provides company background data and a description of the manufacturing manager's reactions to the proposed reduction. Provides the students with an opportunity to design a strategy for making the reduction decisions and also to discuss some of the difficulties inherent in a large reduction of force. Also contains a detailed description of Webster's performance appraisal system and may be used to stimulate discussion of measurement systems.

Supplements the (A) case.

Spreadsheet supplement for case 476-110.

Deals with the organizational designer trying to create a structure, rewards, and a system of measurement that are compatible with the external environment, strategy, tasks, the members of the organization, management style, and the existing culture.

Introductory note on communications policy for use in first year marketing. Focuses on: Target selection; message delineation; communications intensity; alternative communications; means and media; economics of communications decisions; and need for consistency in communications programs. Assumes that students have previously read Consumer Analysis, Market Analysis, and Note on Marketing Arithmetic and Related Marketing Terms.

Describes production task of meeting peak seasonal demands in a light manufacturing plant. Information is provided for evaluating the options of overtime, second shift, second production line, and inventory buildup.

Despite the benefit of high profits, as well as the enjoyment of a position of leadership, a company that has a high market share is a tempting target for actual and potential competitors, consumer organizations and government agencies. Market-share management involves the determination of optimal market share in a given product/market. To achieve or maintain this optimum share, recommended marketing strategies include: sharebuilding, share maintenance, share reduction, and risk reduction.

Introduces the concepts of assumptions, perceptions and feelings, and applies these concepts to the problem of understanding the behavior that takes place between people in relationships. The note discusses a particular interaction that takes place between two men in a work setting in terms of how each person's point of view influences his behavior. Also discusses the topic of facilitating understanding and several assumptions that impede communications.

Describes a new venture: production of figurines in limited quantities as works of art and investments. Company guarantees to repurchase at original price.

After 18 months of deficit operations, Southwest Airlines stands on the brink of profitability. Selective application of discount fares has contributed to a rapid growth in market share. Then, in February 1973, its major competitor halves all fares on Southwest's principal route. Management must decide how to respond. Exhibits detail Southwest's cost structure plus passenger and flight statistics for Southwest and competitors.

Describes the nature and purposes of market analysis. Among topics briefly discussed are primary and selective demand, determinants of demand, market segmentation, the product life cycle, and temporal or cyclical demand variations. Intended as background reading in an introductory marketing course using case materials.

The success of Crown Cork and Seal in the beer can and aerosol container markets is attributable to their concentration on specialized design and manufacturing for those two specific high growth markets. While competitors diversified and lost container market shares to former customers engaged in self manufacture, Crown Cork's careful market strategy paid off. Market choice demands a long range commitment in terms of customer base, competition and required resources. Horizontal and vertical product-market choices allow a company to concentrate marketing where it has an advantage over competitors. Choice of product/market position at the beginning or the end of the market depends on company commitment to manufacturing, quality control and service.

A hypothetical case illustrates managerial problems in a firm that has lost strategic control of technology and its competitive edge by becoming insulated from technological realities and by allowing important technological decisions to be made by lower-level management or technical people. The company redefines its focus and prescribes remedies in terms of R&D project selection, competitive product position, strategic performance, and a more disciplined approach to monitoring the progress of R&D projects.

Materials requirements planning (MRP) is a computer-based system of coordinating materials supply, demand, inventory, and production scheduling for manufacturing operations. In addition to the master production schedule 'drive file,' files are created for bill of materials, inventory status and the materials requirements planning package. The value of MRP depends on an operation's size and the efficiency of its current materials system. Its adaptability, however, promises new applications in other areas.

Provides a framework for the analysis of industry structure. Identifies the major structural features that influence the profit potential in industries and some illustrative implications of these for strategy formulation. Can be used as a reference note for business policy courses and/or as the background for a lecture on industry analysis.

Covers the strategy and management practices of the world's largest manufacturer of welding equipment. Discusses the compensation system and company culture, and the leadership style of management.

Guidelines to aid the student in analyzing a case situation by casting himself or herself in the role of protagonist, developing criteria for alternative decisions, and generalizing to other situations.

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. Based on Belmont-White Co. and Vandercook Chain Stores, Inc. by E.P. Learned.

Raises the following issues: understanding another person from his/her point of view, understanding how two people can view the same situation differently, and understanding how an individual's behavior can have secondary consequences of which he/she may not be aware.

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