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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.

On June 25, 1950, the US Ambassador to the Republic of Korea received an alarming call from his deputy chief, E.F. Drumright, warning him that the communists were hitting along the front. The invasion caught the Republic of Korea and its American counterparts by surprise. This case chronicles the events that took place directly following North Korea's invasion of the 38th Parallel. It examines the strategic decisions that were made during this era, centering on the ways in which the US Department of State dealt with the attack and subsequent conflicts for a greater Korea. Part A looks at these events in detail and includes excerpts recalling the events from President Truman's memoirs. Part B presents more details on the events that transpired at Manchuria and the Rhineland. It also explains the role of China, Ethiopia, Spain, Austria, and then Czechoslovakia. Much of this is done through Truman's vantage point. HKS Case Number 298.0.

On June 25, 1950, the US Ambassador to the Republic of Korea received an alarming call from his deputy chief, E.F. Drumright, warning him that the communists were hitting along the front. The invasion caught the Republic of Korea and its American counterparts by surprise. This case chronicles the events that took place directly following North Korea's invasion of the 38th Parallel. It examines the strategic decisions that were made during this era, centering on the ways in which the US Department of State dealt with the attack and subsequent conflicts for a greater Korea. Part A looks at these events in detail and includes excerpts recalling the events from President Truman's memoirs. Part B presents more details on the events that transpired at Manchuria and the Rhineland. It also explains the role of China, Ethiopia, Spain, Austria, and then Czechoslovakia. Much of this is done through Truman's vantage point. HKS Case Number 299.0

The need for the effective management of stagnant industries will grow as more and more industries decline or increase only modestly. A study investigating 12 stagnant industries focuses attention on strategies determining the success or failure of those industries. Research reveals three common characteristics of the strategies of businesses successful in stagnant industries: 1) they identify, create, and exploit growth segments within their industries; 2) they emphasize product quality and innovative product improvement; and 3) they systematically and consistently improve the efficiency of their production and distribution systems.

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.

A company should acquire another business only when the skills and resources of the two businesses can produce an income, or reduction in the variability of income, greater than what can be realized from a portfolio investment in the two businesses. Seven common misconceptions illustrate fallacies about diversification through acquisition. Acquisition-minded companies may use a set of seven suggested methods to obtain returns greater than those obtainable from simple portfolio diversification.

Discusses several changes in the motorcycle industry: the emergence of Japanese competitors; the growth in demand for light motorcycles; and the emergence of recreational uses; and how these changes have affected older United States and British manufacturers.

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.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.