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Provides students with the opportunity to track industry evolution over time, to explore the role that signaling may play in such evolution, and to construct and validate industry scenarios.

A leading Indian pharmaceutical company reacts to changes in its industry by trying to reposition along several dimensions from developing markets to developed ones, from bulk drugs toward pharmaceuticals in dosage forms, and from reverse-engineering products developed by others toward original research.

Updates the Disposable Diaper Industry in 1974. Intended as an in-class handout.

Spreadsheet supplement for case 794-024.

The case 'Wal-Mart Stores, Inc.' focuses on the evolution of Wal-Mart's remarkably successful discount operations and describes the company's more recent attempts to diversify into other businesses. The company has entered the warehouse club industry with its Sam's Clubs and the grocery business with its Supercenters, a combination supermarket and discount store. Wal-Mart experienced a drop in the value of its stock price in early 1993, which it still has not made up. Wal-Mart has advantages over its competitors in areas such as distribution, information technology, and merchandising, to name a few.

Spreadsheet supplement for case 794-031.

Describes the rivalry between two competitors who have attempted to become the dominant force in the emerging British satellite television industry. Can be used to examine issues of competitive positioning, technology adoption, and scenario analysis. Helps students make decisions given competitive challenges and industry uncertainties.

On November 9, 1987, the Government of India's Project Approval Board approved PepsiCo's second proposal to enter the country. The package that had been approved differed substantially, however, from the one that Pepsi and its local partners had proposed more than a year earlier. Pepsi estimated that the implied changes in project scope would increase the joint venture's initial investment requirements from about Rs. 200 million to Rs. 800 million, once start-up costs were taken into account.

Nucor is a minimill deciding whether to spend a significant fraction of its net worth on a commercially unproven technology in order to penetrate a large but hitherto inaccessible segment of the steel market. This case is an integrative one designed to facilitate full-blown analysis of a strategic investment decision.

Provides an update and supports additional discussion of the process by which Gannett pursued the USA Today project.

This two-part case series describes how the option of launching USA Today was defined and evaluated by the Gannett Corp. This case supports a broad discussion of whether the concept of a national, general interest daily fits with the changing external environment and Gannett's internal resources and capabilities; it also allows specific analysis of the economics of the proposed venture.

The introduction of the Sensor Shaving System, one of the biggest product launches ever, forced Gillette to reevaluate its strategy in its shaving and non-shaving business. It had to decide whether to go ahead with the launch and if so, at what scale. Permits analysis of the margins and volumes the Sensor is likely to achieve, and issues of sustainability and flexibility.

Describes the problems facing De Beers at the start of 1983. De Beers had, since its formation in 1888, exercised a large measure of control over the world supply of diamonds. In 1983, the company itself mined over 40% of the world's natural diamonds and, through marketing arrangements with other producers, distributed over 70%. For 50 years up to 1983 the company had never lowered its prices and, overall, had raised them significantly ahead of the rate of inflation. However, in 1983 the company was faced with a series of problems that threatened the structure it had so carefully built. First, a large producing nation had stopped selling through De Beers. Second, new discoveries meant that the annual supply of mined diamonds would double by 1986. Finally, the industry was experiencing its worst slump since the 1930s, resulting in a significant deterioration in the company's financial position. Describes the structure and economics of the diamond industry and asks the student to decide whether or not De Beers should abandon the business strategy it had pursued for nearly a century.

Provides students the opportunity to track industry evolution over time, to explore the role that signaling may play in such evolution, and to construct and validate industry scenarios.

Provides students the opportunity to track industry evolution over time, to explore the role that signaling may play in such evolution, and to construct and validate industry scenarios.

Provides students the opportunity to track industry evolution over time, to explore the role that signaling may play in such evolution, and to construct and validate industry scenarios.

Provides students with the opportunity to track industry evolution over time, to explore the role that signaling may play in such evolution, and to construct and validate industry scenarios.

This case series is a vehicle for examining the strategic logic and risks of preemption. Rewritten versions of earlier cases.

Examines the airline industry's primary competitors (Texas Air, United, American, Delta, Northwest, TWA, USAir, and Pan Am) and traces their strategic moves in the areas of planes, people, routes, and marketing. Teaching/learning emphasis is on finding out who wins, who loses, and why. Provides a follow-up to U.S. Airline Industry--1978-88 (A).

Describes the evolution of the airline industry in the first decade after deregulation (1978-88). Looks at the primary areas of operation in which managers can effect change (planes, people, routes, marketing). The basic teaching objective is to cover industry structure with emphasis on competitive advantage, commitment, and sustainability. May be used with U.S. Airline Industry--1978-88 (B).