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In 1979, Philip Morris acquired the Seven-Up Co., the number three concentrate producer in the U.S. After four years of losses, Seven-Up had registered an operating profit in 1984. Industry analysts were debating the role that Seven-Up would play in Philip Morris's future.

Describes the international oil tanker shipping industry both historically and in 1983. Designed to provide a vehicle for practicing industry analysis in a volatile commodity business, and for formulating strategy in such an environment. Also can be used to examine industry capacity overexpansion and vertical integration policies of oil companies who own some but not all of the ships they use to transport their oil.

In today's world of little or no economic growth and rapid technological change, many companies are faced with declining product demand beyond their control. A study of the strategies of over 95 companies that confronted declining markets suggests that companies can often be very successful if they analyze all the characteristics that shape competition in the end game and act in accordance with their own needs. Strategic alternatives for declining business include leadership; niche; harvest; and quick divestment.

Some manufacturers hold and even increase profitability against international competitors because they change from a multidomestic strategy, which allows individual subsidiaries to compete independently in different domestic markets, to a global one, which pits the company's entire worldwide system of product and market position against the competition. Before forging a global strategy, a company that recognizes its business as potentially global should consider the following: what kind of strategic innovation might trigger global competition, what is the best position to establish among all competitors to defend the advantages of global strategy, and what kind of long-term resources will be required to establish the leading position? The examples of three companies (Caterpillar, L.M. Ericsson, and Honda) that successfully forged global strategies illustrate how companies can change the rules of international competition to their favor.

Describes the competitive situation facing Rockwell International, the market leader in the U.S. water meter industry. The industry is undergoing structural change, and competitor activity is intensifying. Rockwell must decide what, if any, actions are necessary to change its competitive posture. Whether or not to put a plastic case meter on the market is a particularly visible decision issue. Designed for use in the early part of Industry and Competitive Analysis, to facilitate the understanding of industry structural analysis and the concept of generic strategies.

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

Presents a discussion of corporate diversification. Covers historical background, the concept of strategy for a diversified company, and concepts of value creation.

Describes the rapidly growing disposable diaper industry in 1974, a period in which Procter and Gamble's industry leadership faced strong challenges from Kimberly Clark, Johnson and Johnson, and Union Carbide. The latter two firms were in the process of entry into the industry. Focuses on the decision to enter the business, the barriers to entry, and the optimal reaction of going firms, in this case Procter and Gamble, to deter or impede entry. Software for this note is available (9-388-504).

Describes Sweco's decision about whether to enter the mud-processing equipment industry (used in oil well drilling). This is an internal entry decision, and the case describes Sweco's existing businesses as well as the mud-processing industry and competitors. The case contains enough data to calculate the costs of entry in the new industry, and to forecast the reactions of existing firms to the entry.

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

Describes the U.S. large turbine generator industry in early 1963, a period of severe price cutting and depressed industry conditions. Presents data to allow a structural analysis of the industry and an analysis of the strategies of the major players since 1946. The major teaching issue is the process of competitive rivalry in an oligopoly market, particularly the problems of deescalating in a situation of market warfare. This industry is one where the conditions for avoiding warfare are difficult. Subsidiary teaching issues include the structural analysis of capital goods markets and strategy for the market leader in areas like pricing, rate of technological change, and customer focus. After understanding the industry structure, the discussion should turn to what GE can do to extricate itself from the disastrous price cutting afflicting the industry.

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

Supplements the (A) case.

Spreadsheet supplement for case 380128.

For use on the second day of a two-day sequence on the U.S. chain saw industry. Describes the evolution of the industry since 1974. Illustrates issues in industry evolution, the forces causing evolution, and the strategic issues raised by evolution. The discussion can center around understanding the 1974-78 time period, and then on an analysis of the future. The class can be asked to take the perspective of different major competitors.

Supplements the case. Designed as an in-class handout.

Supplements the (B1) through (B10) cases.

Describes the structure of the chain saw industry in 1974, when it is on the threshold of a major period of growth. Data are provided on each significant competitor. The discussion should center around strategies in a growing market for differently situated competitors.

Describes the history and evolution of the log home manufacturing industry, a rapidly growing embryonic industry capitalizing on the back-to-basics lifestyle changes in the United States. Focuses on one of the leading firms in the industry, but allows a discussion of several of the other industry leaders as well. Designed for use in a two-day series on the analysis of strategic problems in an embryonic industry. What are the characteristic strategic issues in these types of industry environments? How do we anticipate and predict industry changes that will occur? How should an industry leader respond to the environment?

Supplements the (A) case.