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Daytun Inc. is a small office equipment company ($6 million in revenues) which focuses primarily on photocopier sales and service in the London, Ontario market. In the 10 years since its formation, Daytun's strategy of high quality products and high levels of service at moderate price has enabled them to outperform local operations of large multinationals such as Xerox and Canon, and they currently have the leading market share position in London. However, industry maturity, impending economic recession, and increasingly threatening moves by major competitors raise concerns about Daytun's ability to grow with their current product lines. It appears Daytun must either expand their product line and/or broaden their scope to new geographic markets in order to achieve their growth objectives. An accompanying industry note, North American Photocopier Industry - 1990 is available.

This industry note outlines the North American photocopier industry in 1990. Several recent developments, including a slowing of technological change and maturation of market demand for photocopiers, threaten to dramatically transform the nature of competition within this industry. This case was written to accompany the Daytun Inc. case 9A92M001, although both the case and this note may be used on a stand-alone basis.

This case highlights Kimberly-Clark's perspective on the fierce competitive battle with Procter & Gamble (P&G) in the diaper industry in 1989. The competitive struggle involves a broad range of issues including: rapid product development, international threats and opportunities, diversification options and public pressure over environmental concerns. In particular, Kimberly-Clark must decide on a response to P&G's most recent product introduction.

The president of Firestone Canada must decide whether or not to go ahead with the marketing program Pay No Dough If It Doesn't Snow. This program, proposed by the Manager of Advertising and Dealer Relations, offers purchasers of Firestone Snow-Biter tires a refund based on the amount of snowfall during the winter. (A Microsoft Excel data file is available for use with this case, product 7A84E002.)

Fairmont Limited is a company involved in real estate development in western Canada. Fairmont (B) deals with complex stock transactions and follows the Fairmont (A) case 9A84K022.

One year after opening a gift shop, a young entrepreneur reviews his results. This exercise requires students to record the business transactions and necessary adjusting entries for the year, and prepare an income statement and balance sheet. This is an introductory transaction analysis case for an introductory finance course.

This case is an up-close look at the management of a large mining and smelting alliance in Australia. One partner is American, the other Australian. Although it is an equally owned venture, the Australians are the lead partners, but they are not doing a very good job. The Americans are frustrated by this, but uncertain as to how to influence their partner. The Americans also have been frustrated in their attempts to introduce a new technology to the mine and expand it. The case is an excellent vehicle for exploring the issue of management control and influence in joint ventures. Does having a lead partner make sense? What should be the role of each company vis-a-vis operating issues? Strategic issues?

Logitech was one of three companies that dominated the global market for pointing devices for computers. While Logitech had captured a large share of the Original Equipment Manufacturer mouse market, Microsoft was the clear leader in terms of industry standards and dollar share of the retail market. KYE, with a strong presence in Europe, was poised to compete aggressively in North America. Faced with the intensifying competition and eroding margin, Logitech was considering the introduction of an innovative line of ergonomic mice, which promised to change the competitive dynamics of the industry.

This note provides a review of three different models of consumers' advertising response processes, and discusses the implications of these models for advertisers. It also describes the advertising agency's model or grid and its role in marketing communication planning. The model is known as AIDA, standing for getting Attention, developing Interest, building Desire, and finally getting Action.

A two-year bank employee is at a decision point in her career. She must assess whether or not the actions and recommendations of the Task Force on the Advancement of Women in the bank will be successful in managing change. Specifically, she is concerned with the glass ceiling - the barriers to the advancement of women - and the process used by the bank to eliminate the barriers. (A sequel to this case, The Bank of Montreal - The Task Force on the Advancement of Women in the Bank (B) is available.

A project team manager faces the issues of managing employee's expectations and minimizing the resistance to change while implementing an automated Job Vacancy Notification System (JVNS) at the bank. The JVNS was proposed by the Task Force on the Advancement of Women to promote equal access to job information to all employees. This is a continuation of The Bank of Montreal - The Task Force on the Advancement of Women in the Bank (A).

Small technology-based firms often find the domestic market inadequate for their expansion plans, and jump into the international arena. There are opportunities and pitfalls, but the prudent manager can thrive. Here's how.

The manager and owner of The Pool Doctor, is in the process of formulating a marketing strategy for the coming year. Many strategic issues remain unresolved, such as how to advertise, whether he needs to change suppliers, and deciding upon a basic product mix to achieve maximum profits and long-term success.

Janet Wells, product manager for POST Children's Cereals, must decide how to allocate her marketing budget to in-pack premiums, trade promotions, and advertising. Her decision is complicated by recent increases in competitive activity.

Tetra Pak Inc.'s Environmental Steering Committee members review the company's communications campaign during the previous fall and must decide what changes Tetra Pak should make to make the campaign even more effective. Tetra Pak is a wholly-owned subsidiary of Swiss-based Tetra Pak Rausing SA. For a long time, the parent company had felt no need to actively pursue the possibility of recycling its drink boxes, mainly due to the fact that incineration for energy recovery was a widely accepted method of solid waste disposal in Europe. However, operating in Canada, Tetra Pak felt strong pressures to respond to environmental concerns over incineration and landfill site capacity problems.

The brand manager for Sunlight Powder laundry detergent, must decide how to respond to the introduction by Loblaws' of a new green laundry detergent product. He is considering several alternatives, and must carefully consider the pros and cons associated with each approach, as well as the economic impact on his company's sales and the effect of increased consumer awareness of environmental issues. This case may be used to introduce positioning decisions, in a product policy module, or in a marketing strategy module.

The president of Noranda Minerals is evaluating the Environmental Management System in his resource-based company. The company undertakes an environmental audit, and the president must identify various stakeholders and prioritize their needs. He must decide if an environmental annual report should be made public. This case also underlines the increasing importance that qualitative considerations have in the financial decision-making process. Noranda Mines is a useful tool to discuss possible revisions to financial accounting and auditing standards in addressing environmental questions. (A sequel to this case is available, titled Noranda Minerals (B), case 9A91B009.)

A shareholder group of Sherritt Gordon Limited is not satisfied that management was running the company properly and is attempting, through a proxy contest, to have the present board of directors removed and replaced with a new board. The case is suitable for teaching as a role-playing exercise.

The president and owner of a food service business, is concerned about the manner in which his industry prices goods and services. His firm has failed to meet his desired profit margin, and he wonders if there are different pricing options. This is an introductory case in the use of an activity based costing system in the marketing and distribution part of the business.

John Moser is assigned the task of instilling quality thinking throughout the firm. He begins by trying to identify what poor quality is currently costing. Hopefully, he can develop a strategy to improve quality in the firm.