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.
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.
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.
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.
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.
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.
Describes the operating system of McDonald's, the world's most successful fast food chain. The case does not have a decision focus; it is designed for use with Burger King Corp. Students are asked to compare the operating systems of these two fast food hamburger chains. Careful analysis will detect the subtle and not so subtle differences between the two operating systems selected by these two firms.
Describes the operating system of a Burger King unit. The case does not have a decision focus; it is designed for use with McDonald's Corp. Students are asked to compare the operating systems of these two fast food hamburger chains. Careful analysis will detect the subtle and not so subtle differences between the two operating systems selected by these two firms.
The marketing director of a fast-growing firm must make some decisions about the customer service department. The volume in the department has been rising steadily, eye doctors are waiting longer for orders to be filled, and morale in the department is slipping. With pressure on the firm to make a profit, the marketing director must carefully justify any request for additional people or equipment.