個案總覽

Deals with challenges confronting a new divisional manager of Nike's apparel division, David Chang. The teaching plan would focus on a diagnosis of the division's current strategy and what future strategic moves might be considered.

Details changes in the senior management roster at Nike, focusing on the appointment of Robert Woodell as the company's new president.

Provides the background for a discussion of Nike (E1), (E2), and (E3). Outlines Nike's senior management group's early program to deal with the company's increasingly difficult competitive circumstance.

Focusing on middle manager Harry Leidboldt, this case presents a clear-cut strategic issue--should Nike move into the leisure shoe business? The teaching objective is to first view the decision as a business problem--can Nike succeed in this business? and secondly, to review the effectiveness of the process by which a middle manager helps senior management deal with strategic issues.

Explores the president of Nike's leadership, and focuses on his general management style, his personal philosophy, and his pattern of working with key members of management.

Describes Nike's corporate culture and looks closely at individual key senior and middle managers, outlining the processes by which the management group conducts its business and noting the values which bind the management group together. The teaching objective is to help the student understand how Nike "works" given current circumstances and to predict what problems and opportunities may develop as Nike grows.

Describes the history of Nike, its economic strategy, and the industries in which it competes. The teaching objective is to ask the student to identify and evaluate Nike's economic/technical strategy.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Details an instructor's attempt to motivate his section to raise its classroom performance standards. Outlines the situation when the section was performing well, the decline in standards, the action the professor took to revise the situation, and the final outcome.

Supplements the (A) case.

Supplements the (A) case.

A student takes a position on a case which is in conflict with the other students' conclusions. The professor believes the student's answer is correct but does not indicate so in class. As a result, the student withdraws from further class participation.

Supplements the (A) case.

Provides strategic analysis and recommendations.

Describes a company that is seeking to restructure the lobster fishing industry by applying technology and management to what has been essentially a cottage industry. The student is expected to identify and evaluate the strategy pursued by the company to date and then to assess the prospects for the future in continuing to follow that strategy.

Permits analysis of the need for adapting strategy to environmental change and for choosing among strategic alternatives in the light of new environmental opportunities. Management and board failures in these areas may be traced to some of the underlying causes, including personal values and leadership styles.

Describes the development of the company to its present preeminence in high-priced skis and the avenues that it can follow to obtain new growth.

Spreadsheet supplement for case 313120.