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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).

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).

Profiles the household furniture industry in the United States in 1986. Designed for use with Masco Corp. (A) and (B).

Describes the history and corporate position of a large and successful producer of faucets and related household products. Masco is considering entry into the $14 billion furniture industry. Designed to be used with Household Furniture Industry in 1986 in a strategy course on corporate strategy for diversified firms.

Describes Masco's initial entry strategy and is designed as an in-class handout.

Describes the structure of the insulin industry, a treatment for diabetes and Novo's strategy and competitive position in early 1982. The industry is undergoing significant change and Novo must decide how to defend and build its international position. Designed as an early case in global strategy. The class can understand how Novo has competed internationally in the past, how that relates to industry structure, and how industry changes will alter the appropriate way of competing globally. Coalitions of alliances factor into the list of strategic alternatives.

This note illustrates several data-analysis techniques that can be used to compare two groups of interval data.

Entente--the forging of an alliance--goes against the grain with most managers, who have been taught never to share control of a company. But alliances are necessary in a world of rapid globalization. Customer needs and preferences all over the world are converging. Technology is dispersing as well; no one company can keep the relevant technology in-house. As a result, companies face increasing fixed costs, which, in turn, point toward forging alliances.

Focuses on the strategic/organizational development of Benetton. Examines the organizational structure which has allowed the company to expand into a world scale company from its small entrepreneurial base. Examines the functional strategies which have allowed a huge firm to succeed in a fashion business. Poses the question as to whether this same organization can be successful in the face of diversification.

Collaboration between competitors is in fashion. But the rise of competitive collaboration has triggered unease about its long-term effects. Companies that benefit most from competitive collaboration never forget that their partners may be out to disarm them. They know that harmony is not the most important measure of success; indeed, occasional conflict may be the best evidence of mutually beneficial collaboration. Successful companies also guard against competitive compromise by informing employees at all levels what skills and technologies are off-limits to the partner. Finally, they learn from their partners, viewing each alliance as a window on their partners' broad capabilities.

Major government-funded public works projects are often touted both for the needs they will fulfill and the jobs they will provide. This case examines the assumptions underlying San Antonio Mayor Henry Cisneros' push for publicly financed construction of a domed sports stadium. HKS Case Number 896.0

Epilogue to case HKS257.

Economic Analysis Version of case HKS257 (896.0). Major government-funded public works projects are often touted both for the needs they will fulfill and the jobs they will provide. This case examines the assumptions underlying San Antonio Mayor Henry Cisneros' push for publicly financed construction of a domed sports stadium. HKS Case Number 896.3

Focuses on the decision Intel's top management faces at the end of 1984 of whether to exit the DRAM (dynamic random access memory) business. Discusses the evolution of Intel's distinctive technological competencies and of the critical linkages between its corporate, technology, marketing, and manufacturing strategies. Examines the effect of apparent industry structural changes on the relative importance of different technological competencies and the linkages between corporate, technology, marketing, and manufacturing strategies. Intel was the first successful mover with DRAM products, yet it finds itself with an inconsequential market share at the end of 1984. While the organization still believes that DRAMs are critical both from market and technology viewpoints, DRAMs have actually played a minor role in Intel's product mix in the past five years. Logic products based on microprocessor technology have replaced memory products as Intel's core business. Leads to discussions about the implications of organizational beliefs on technology and manufacturing strategy and top management's role in evaluating those beliefs during changing times.

Today time is a source of competitive advantage. Through new organization practices and design, companies can take time out of operations and provide customers with better products and services and lower costs. Fast-cycle companies: 1) organize as much work as possible around small, self-managing, multifunctional teams; 2) track cycle times for individual activities and for the delivery system as a whole; and 3) build learning loops to inform everyone about customers, competitors, and the company's operations.

In today's competitive environment, strategy means paying painstaking attention to customers' needs: rethinking what your product is; what it does; and how you design, build, and market it. It is also about avoiding competition wherever and whenever possible. The problem of strategy is acute for Japanese companies. The Germans have captured the high-cost, top-of-the-line market, and the Koreans are attacking the low-cost, high-quality, entry-level market. The Japanese answer is to get back to strategy by creating value for customers.

Updates developments in the industry. Included among these are GE's reinvestment program, GE and Whirlpool's bidding war for Roper, Sears' expansion into selling brand names, Whirlpool's expansion into the European markets, and a number of other examples of this kind of consolidation, globalization, and expansion. May be used with Maytag in 1984.

Highlights Maytag's unique position in the industry in 1984. Maytag, a much smaller player than its competitors has prior to 1984 been successful in producing high quality merchandise and charging a premium for it. By 1984 Maytag is also attempting expansion. Traditionally a producer of laundry equipment, Maytag has made two key acquisitions--expanding its product line to include kitchen appliances. Reviews this situation an also discusses its two closest competitors, GE and Whirlpool. Provides a follow-up to Major Home Appliance Industry in 1984 (Revised) and its Supplement, Major Home Appliance Industry in 1988.

The portable electric power tool market in the United States was approximately $1.1 billion in 1979. There were about a dozen manufacturers competing in the U.S. market, of which five were U.S. companies. Skil was the third largest U.S. competitor. Skil was acquired by Emerson Electric in 1979. Skil was a turnaround situation from Emerson's perspective. The company faced intense competition from Black & Decker and emerging foreign competitors.

Software for note (9-380-175). Spreadsheet model helps students assess potential risks and returns of achieving a viable market position. Calculates the capital requirements for entering the diaper industry under different scenarios. Requires Windows and Excel.