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Allied-Signal, Inc., one of the world's oldest chemical companies and today a diversified conglomerate, is liable for clean-up costs of old hazardous waste sites. These costs are substantial: reserves grew to nearly $500 million in 1991. Attempting to avoid further set-asides, and anticipating U.S.-style liability laws in Europe, environmental managers undertake a review of the company's three-part environmental control policy. With extensive programs for disposal-site inspection, auditing for compliance, and hazardous waste reduction, the managers try to optimize costs and liabilities by balancing waste disposal and reduction. The case recounts the formation of the control policy in response to legislation such as RCTA, Superfund, and the Toxics Release Inventory. Examines in detail the implementation of the three hazardous waste programs, analyzing the experiences of two plants. Exhibits include internal control documentation.

American Connector Co. is forced to reexamine operations at its Sunnyvale plant when a Japanese competitor announces plans to build an "ultimate" plant in the United States. Case examines issues related to benchmarking a competitor's manufacturing capabilities and productivity. Allows students to compare two companies' manufacturing strategies and their implications for productivity and flexibility.

Discusses a well-known traditional department store that confronts a very difficult issue of whether to change its pricing policy from a high-low to an everyday pricing approach. Demands that the student formulate a plan of execution for changing the pricing, if needed.

Focuses on the communications in the period immediately following the March 24, 1989 Alaska oil spill caused by the Exxon Valdez. Includes the text of Exxon Chairman Rawl's "open letter" in an April 3 newspaper advertisment. Addresses the timing and content of corporate communications and actions following crisis.

A very successful luxury hotel in Warsaw, Poland is faced with its first serious competition as new luxury hotels enter the Warsaw market. The case raises the general issue of how to sustain a competitive advantage in an international service business. A variety of strategic and organizational options are available and students must consider which are most appropriate given detailed information about the market.

Summit Distributors was in danger of violating loan covenants because of slow economic activity and forecasted losses and was faced with a choice. Changing the inventory valuation method from LIFO to FIFO would avoid default but would require higher future income taxes. Not changing could mean default on covenants, renegotiating loan terms at less favorable interest rates, or possible bankruptcy.

Describes Kodak's decision regarding a manufacturing site for some of its products. Compares several types of products (with different cost structures) and several worldwide locations (with different characteristics). Provides a framework (model) for comparing and evaluating the options. Identifies relevant factors in evaluating manufacturing sourcing decisions and illustrates how the complexities can be addressed and handled effectively.

A new ruling by the Securities and Exchange Commission has provided the International Business Machines Corporation (IBM) the opportunity to sell put options on its own shares. IBM's assistant treasurer is considering the merits of selling puts in conjunction with the company's ongoing need to repurchase its own shares to satisfy the needs of its Employee Stock Purchase Program (ESPP). The strategy under review is to use the income from the sale of the puts to offset the price of the shares repurchased each month for the ESPP. The student must assess the probability of the February 1992 puts being in the money and determine whether the risks of writing puts are sufficiently manageable to permit the writing of puts to become a viable, long-term strategy.

Staples is dissatisfied with the merchandising of its office furniture. The case reviews the situation, allowing students to consider whether the category should be dropped or changed. Permits consideration of the portfolio of products a positioning implies, and encourages a discussion on merchandising this particular category.

In 1992, the president of MEM (a producer of personal care products, including men's fragrances) considered a redeployment of field sales efforts and changes in sales compensation policies. Any changes, moreover, must consider the context of strategic decisions concerning English Leather, the firm's major product line. The case provides data concerning consumer behavior and attitudes in the product category, as well as information concerning how changes in competition and distribution channels affect the brand.

The chief executive of Trusthouse Forte, was preparing to meet with corporate shareholders to discuss both a proposed new corporate image and a new company name. Two key issues needed to be resolved. First, should the Forte brand name be extended across all of the company's businesses or more selectively reserved for particular operations? Second, the development of a strong communications plan would be critical to the success of the proposed changes.

Jim Wells has just developed moo shoes, specially designed shoes for cows that aid in the cure of foot problems. He wishes to market these shoes and is trying to decide price, channel, and promotion issues. Jim has access to a limited amount of investment capital and he must decide whether to proceed with his idea for moo shoes. The case contains sufficient data to calculate the potential market size, breakeven analysis, and profitability.

A frequent flyer for a large international airline encounters typical but recurring service problems. The marketing management of the company explores the use of information technology in understanding and dealing with the issues involved. Concepts of database marketing are introduced in a concrete setting.

This case describes the introduction and marketing of an extended-life fluorescent bulb to replace incandescent bulbs. With the new bulb selling at retail for $15 to $20, successful marketing of the new bulb will require a major change in buying habits of both consumers and the trade.

Wegmans is appalled at the educational system in Rochester, New York. In cooperation with store and local authorities they create a mentoring, employment and training program that becomes a model for an industry, community, and nation.

Kaiser Steel entered Chapter 11 bankruptcy proceedings in early 1987. Nine months later it still faces several difficult obstacles to reorganization, including litigation, environmental liabilities, and pension and medical benefits for retired employees. Students are asked to propose a plan for reorganizing Kaiser, including a business plan, a confirmable allocation of assets and/or new securities, and specific steps to implement their proposals and bring the company out of Chapter 11. Addresses conflicts among claimants to a bankrupt firm and the obstacles and opportunities presented to each claimant by U.S. Chapter 11 bankruptcy rules. May be used with Note on Bankruptcy in the United States.

Focuses on the problem of determining whether to continue with a start-up after the first market test. The company has seen product success but is far from break-even and needs additional financing. Focuses on opportunity analysis and the use of market data to assess whether progress is being made.

Courtyard by Marriott, a chain of modestly priced hotels, weighs its future options regarding human resources, its service delivery system, and management structure. Fairfield Inn, another Marriott product, is discussed for contrast.

In October 1990, eastern Germany was incorporated into the Federal Republic of Germany. The German people rewarded the architect of these changes, Helmut Kohl, with an enhanced majority in national elections. But only two years later it was hard to remember these heady times. Re-unified Germany's external and internal economic situation were out of balance. The current account fell from a large surplus to deficit. Inflation rose as the German government ran a mounting deficit to finance reconstruction. In June 1992, the Bundesbank council, the interest-rate-setting body of Germany's central bank, raised interest rates to combat this inflation. Other members of the EMS were less willing to raise interest rates as they feared recession rather than overheating. Within months, Italy devalued and the United Kingdom dropped out of the EMS. Had Kohl's reunification strategy caused the EMS crisis? What did this crisis imply about the hopes for closer European integration?

First case in a series of six cases that follow the experience of a cable television company as it adjusts to the rapid rise and precipitous decline of the stock market in the late 1980s. In this case Don Jones, the company's founder and owner, sees the rise in public cable television company values as an opportunity to consolidate a degree of personal wealth. Concludes with Jones considering a range of harvesting strategies.