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Requires students to consider Philip's options in 1991, when it unveiled its digital compact cassette, the next generation in audio technology for the firm. Reinforces the generality of issues described in the (A) case and draws attention to the analytics required for their resolution.

Asks that students adopt the perspective of Philips in 1979, after technical development of the CD was complete, but three years before it was introduced commercially. At that time, Philips' management had to decide whether to attempt to establish a CD standard through an alliance with another consumer electronics firm. Raises questions regarding the costs and benefits of standardization, optimal pricing of CD players and discs (given their complementarity), optimal pricing of a durable good, and the effects of proprietary information on entry strategies. Also requires analysis of several related industries, with special attention to opportunities to invest in product-specific capital.

Updates students to 1982. Asks students to consider Philips' best strategy for investing in disc-pressing capacity dedicated to the United States market. The analysis draws on game theoretic techniques (in normal form with subgame perfection as the governing equilibrium principle). The analysis illustrates the tension between competitive pressure to preempt and the value of flexibility in the presence of uncertainty about demand.

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.

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

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.

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

A road construction company needs a new asphalt plant and must decide between two options: a drum plant with a 10-year life or a batch plant with a 5-year life. In addition, the company must decide which of two offers to accept from local dealerships for heavy equipment to support the new plant. The case provides comparison of net present value, internal rate of return, payback, and profitability index as criteria for making investment decisions.

Describes post-acquisition activity in Brooks Brothers and Kings Supermarkets from 1988 to 1991.

By the end of the century, the most successful computer companies will be buying computers rather than building them. Defining how computers are used, not how they are built, will create real value. Three new rules will guide the computer industry's strategic transformation: 1) compete on utility, not power; 2) monopolize the true sources of added value; and 3) maximize the sophistication of the value delivered, while minimizing the sophistication of the technology consumed. McKinsey Award Winner.

Provides a conceptual framework for the study of corporate strategy. First describes previous perspectives on corporate strategy and then develops a framework of four elements: resources, tasks, structure, and industries. This framework can be used to explain the value corporations add to their businesses, how they should be organized, and the limit to the scope of the firm. Finally, describes four steps involved in the formulation of a corporate strategy.

Describes the economic theory that was behind the view that resources are central to the creation of value in multibusiness corporations and identifies tests that resources must pass to become part of a firm's "distinctive competence". Describes how those resources can be leveraged, built, or altered.

Lays out some ideas on how to restructure a multibusiness corporation. Identifies sixteen elements of organization design, and then applies contingency theory to argue that these elements need to be aligned with the tasks the corporation uses to create value across its multiple business. The emphasis throughout is on applying recent developments in organizational economics to the design of a corporation's structure, systems, and procedures.

Describes the history of Beatrice Companies from its beginning as a dairy in 1891 to 1985, when the company was a $12 billion conglomerate. Focuses on the corporate strategies that Beatrice followed under each of its CEOs and concentrates on the company's strategic change in the early 1980s, which was introduced by James Dutt.

Describes McCaw Cellular Communications, Inc.'s competitive position in 1990. McCaw is the largest cellular phone service company in the United States. It faces challenges of technological change and formulating strategy in an industry with a highly uncertain future. Focuses on a strategic investment in one of two new technologies for switches. Raises the general question of how one chooses among two uncertain technologies. The tension arises from potential first-mover advantages, from network effects of the currently available technology, and the promise of a superior technology soon to be available.

Harnischfeger, the market-share leader, is facing increasing competition in the portal crane industry. The key question facing the company is how to respond to the competitive threat without undermining the attractiveness of the industry. The case discusses a number of ways in which Harnischfeger can try to regain market-share without embarking on a price war.

Managers often ignore uncertainty and plan as if the world were certain. Frequently, strategy is formulated based on an extrapolation of current trends into the future, or the best guess scenario of the manager involved. This note discusses four approaches to shaping the firm's response to uncertainty. The first half discusses using scenario analysis to better understand how the future may evolve. The second half discusses how to use this understanding in formulating a strategic response to uncertainty. Discusses bets, "robust" choices, choices of timing, and "changing the rules."

Describes the pet food industry in the mid-eighties prior to the breakout of a major competitive battle as manufacturers fight for share. Illustrates how when there are benefits to play in multiple markets, competitors will take action in one market to preserve their position in other markets. An example of multimarket competitive interaction. Covers competitor analysis and prediction, and economies of scope.

Describes the contest for the takeover of Anderson Clayton as industry players compete for one of the seven major dog food makers.

Describes significant developments in the pet food industry in 1987 and 1988, focusing on the competitive interactions among the industry's major players.