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Updates the company's progress in increasing cooperation with its partners in the European Quality Alliance and Global Excellence Alliance. A rewritten version of an earlier supplement.

Updates the (A) case.

The competition between Coke and Pepsi is a classic corporate battle that began in America at the turn of the century and has expanded into worldwide competitive warfare in the 1990s. This case examines the economics of the soft drink and bottling industries, and describes the history and internationalization of the cola wars.

In the wake of NAFTA, U.S. retail firms begin to see Mexico as an attractive market for international expansion. This case examines the structure of Mexico's volume retail (grocery, discount, warehouse club, hypermarket) industry, the joint ventures between U.S. and Mexican firms, and the prospects for the future.

In June 1992, CFMF management finds that despite a number-two ranking nationwide among long-haul carriers, two smaller rivals are far more profitable for the year-ended 1991. Management confronts the issue of encroaching competition from the country's smaller regional and niche carriers. CFMF management is faced with a unionized labor force and a transcontinental network of consolidation centers in an industry moving toward non-union labor and regional networks connected by rail.

Supplements the (B1) case.

Updates Wal-Mart Stores' Discount Operations case from 1985 to 1992.

Introduces Wal-Mart's initial plans to enter the Mexican retail market. Designed for use with Wal-Mart Stores' Discount Operations.

Provides an update to the case.

In 1992, Apple received the only profitable standard other than IBM/Microsoft/Intel in the PC industry. The case examines Apple's dilemma of how to retain its profitability as the structure of the industry deteriorates. Apple's CEO poses the critical question: Can Apple shape the PC industry for the 1990s?

Examines the economics, technology, customer segments, and competitors of the PC networking software industry.

Describes the competitive situation that has arisen in the commercial aircraft manufacturing industry since Airbus entered in 1970. Having overtaken McDonnell Douglas for second place, Airbus announces plans to challenge market leader Boeing's last pocket of dominance. Industry and government officials have long complained about assistance that Airbus receives from its governments, and this new challenge threatens to spark a new battle between the governments. Pushes students to examine issues facing industry players--high risk, long-term investments; technological change; intense selling competition--and issues facing their national governments--fair vs. unfair trade; important national industries--in a highly visible time frame for players and governments.

Spreadsheet supplement for case 391-106.

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

John Akers, IBM's chairman, must confront how to transform a $60 billion, full line, global computer company that is the leader in every market it serves, yet losing share across the board. The case explores senior management's perspective on the process of organization change.

Explores the "new" theories of international trade--also called strategic trade policy--which were developed in the 1980s. Examines why economists and policy makers thought new approaches were necessary to explain international trade, the contributions of industrial organization to these theories, and the implications of these theories for firm strategies and government policies.

Updates Motorola and Japan (A) and Motorola and Japan (A), Supplement. A rewrite of two earlier supplements.

If government policies are important to an industry's competitive future, then political activism deserves as much executive time and energy as other business priorities. The challenge is to create and sustain political advantage - to develop a stable, ongoing relationship that makes Washington an ally in the battle for global competitiveness. The political effectiveness of the semiconductor industry during the past five years shows what it takes to succeed, even with limited political assets.

In 1981, Motorola was reevaluating its strategy towards Japan. The firm had been successful in penetrating the Japanese market, and it was confronting increased Japanese competition at home. How it should respond and with what kind of organization were the central questions confronting management.

Updates Motorola and Japan (A) for 1982.