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Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the case.

Describes additional events in battle between Polaroid and Kodak outlined in Polaroid-Kodak. Includes the competitive actions taken by the companies such as the introduction of customer rebates and bonus plans with dealers. Details the new products of each company and the marketing practices employed. Designed to allow a contrast to Kodak's entry into instant cameras.

Supplements the (B1) case.

Supplements the (B1) case.

Supplements the (B1) case.

Supplements the (B1) case.

Supplements the (B1) case.

Supplements the (B1) case.

Supplements the (B1) case.

Supplements the (B1) case.

Supplements the (B1) case.

Centers on the question of whether Raytheon should enter the electronic component distribution industry in the context of its broad diversification approach and acquisition criteria. This industry represents a vertical integration area for Raytheon, so the analytical issues raised by vertical integration decisions can be explored as well. Used in a section of a business policy course on diversification strategy, or to motivate the comprehensive analysis of the electronic component distribution industry earlier in a policy course. Designed for use with Note on the Electronic Component Distribution Industry.

Designed to be the second day of a two-day series on the electronic component distribution industry, following a day spent discussing Note on the Electronic Component Distribution Industry and Raytheon Co.: Diversification. The important teaching themes which this case is designed to highlight are: 1) to practice the diagnosis of the strategic health of an industry leader, with emphasis on applying the tests of consistency for an effective strategy; 2) to provide practice in both qualitative and quantitative diagnosis of a company's resources, and the relating of these to strategic priorities; 3) to examine the strategic difficulties in attempting to be a large firm in a fragmented industry; and 4) to explore the difficulty of limiting growth and turning away opportunity as a strategic alternative. The series can be positioned either early in a course on strategy formulation, highlighting industry analysis and strategic testing, or later in such a course with the focus on strategic reaction to innovation, responding to a changing industry and assessing strategic alternatives.

Provides background on the company and outlines its five-year plan.

Raises the dilemmas of making strategic decisions within an organizational construct. The divestment of a division of the company raises not only strategic issues but organizational and interpersonal ones as well. The decision is framed through the strategic planning process, and the case presents data in the form the general manager had available.