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Describes the changes fashioned by Iacocca during his tenure as CEO of the Chrysler Corp. Pays particular attention to the rhetoric he employed in mobilizing change and the actions he took to implement change.

Senior managers at Martin Marietta are considering two questions: how to assess the company's seven-year-old ethics program; and how to deal with employees' fear of retribution--real or imagined--for alerting the corporate ethics office to potential problems. The case describes the company's ethics program, the process of integrating it into the organization, and the reactions and views of key managers. Intended to provide in-depth knowledge of one company's approach to managing corporate ethics and to permit students to evaluate the impact of the program. Exposes students to a range of issues involved in managing programs like the one in place at Martin Marietta.

The worldwide sales and marketing manager must determine the degree to which pricing strategy and tactics should be standardized or left to the discretion of the DHL subsidiary in each country.

A division president of a Fortune 50 company must decide whether to initiate an immense capacity expansion. The critical question is whether revenue from the company's major product line will continue to grow rapidly. An opportunity is available to conduct some market research prior to making the decision. This case introduces the steps of decision analysis: decision diagramming, assessing monetary consequences, assigning probabilities, and evaluating expected monetary value to "fold back" the decision tree. The case also develops the ideas of value of information (clairvoyance), control (wizardry), and sensitivity analysis (breakeven probability).

On May 1, 1992, Doug Friesen, manager of assembly for Toyota's Georgetown, Kentucky, plant, faces a problem with the seats installed in the plant's sole product--Camrys. A growing number of cars are sitting off-line with defective seats or are missing them entirely. This situation is one of several causes of recent overtime, yet neither the reason for the problem nor a solution is readily apparent. As the plant is an exemplar of Toyota's famed production system (TPS), Friesen is determined that, if possible, the situation will be resolved using TPS principles and tools. Students are asked to suggest what action(s) Friesen should take and to analyze whether Georgetown's current handling of the seat problem fits within the TPS philosophy.

ACCOR, a French-based lodging and restaurant company, is described from its founding in 1967 to its 1990 acquisition of Motel 6. Particular attention is devoted to ACCOR's co-chairmen, Paul Dubrule and Gerard Pelisson, and the management policies they have put in place. ACCOR's venture into North America raises strategic, organizational, and integration challenges.

Eighteen months after selling 75% of his company to Aer Lingus, Klaus Woerner, general manager and 25% shareholder, is proposing expansion to California. The Board thinks the move is premature, and in the wrong part of the country. This is the second in a three case series titled, Aer Lingus - ATS (A), Aer Lingus - ATS (B1) and Aer Lingus - ATS (B2) addressing minority shareholders who are also key managers.

Klaus Woerner and Aer Lingus executives have now visited the company Klaus Woerner wants to purchase in California. Opinions are divided. Klaus is adamant the move be made. Denis Hanrahan is less sure. Trust is an issue. This is the third in a three case series titled, Aer Lingus - ATS (A), Aer Lingus - ATS (B1) and Aer Lingus - ATS (B2) addressing minority shareholders who are also key managers.

The president of Firestone Canada must decide whether or not to go ahead with the marketing program Pay No Dough If It Doesn't Snow. This program, proposed by the Manager of Advertising and Dealer Relations, offers purchasers of Firestone Snow-Biter tires a refund based on the amount of snowfall during the winter. (A Microsoft Excel data file is available for use with this case, product 7A84E002.)

One year after opening a gift shop, a young entrepreneur reviews his results. This exercise requires students to record the business transactions and necessary adjusting entries for the year, and prepare an income statement and balance sheet. This is an introductory transaction analysis case for an introductory finance course.

Saskatoon Country Supplies was a small farm hardware and household supply store located southeast of Saskatoon, Saskatchewan. Jim Tykoliz, the firm's general manager, was to prepare the August 1985 Bank Reconciliation Statement.

This exercise reviews depreciaton of fixed assets. It covers double-declining balance method, units-of-output, straight-line depreciation, trade-ins and depreciating pooled assets, and it emphasizes the principle of depreciating assets according to their use.

The manager incentive compensation, human resources division is wondering what effect, if any, non-payment of the management incentive program (MIP) award would have on employees. She is also wondering whether the MIP is achieving the desired results, and what changes are needed to increase employee acceptance of the program. A supplement to this case bearing the same name, case 9A92C004, addresses the employee's acceptance of the MIP.

An expansion in the bottling plant of a brewery leads to a reassessment of the manual palletizing operation. It is possible to purchase expensive automatic equipment and a choice of makes is involved.

SunLife Assurance Co., a large life insurance firm, wishes to provide a greater degree of computer support for its sales agents. A program to encourage agents to acquire laptop computers for use in selling had been established for some time. However, only a few agents had taken advantage of the program. The company decided to develop a new system, termed Maestro, which would provide a suite of tools to help agents perform their jobs more efficiently and effectively. The tools would be made available to agents using laptops. Also, agents were charged a fee for the software by the company. The development of the new tools was handled by the individual marketing group, not by the MIS function. Initial rollout of the new system has been only partially successful, and the director of individual marketing is concerned about how to improve the acceptance and adoption of the system by agents in the future.

The director of the internal medicine department has to decide whether to recommend that St. Swithin's Hospital acquire equipment to aid in the diagnosis of Deep Vein Thrombosis (DVT). St. Swithin's already has Doppler testing and Venography available to try to diagnose DVT, but these tests are not 100% accurate. New data on the performance of the equipment suggests that this may be a useful alternative. Treating patients on the basis of clinical evidence only, that is, without using any diagnostic test, is also an option but the treatment, and some of the tests, place patients at a risk.

A journalist with the Financial Post, had been given information that a collection of paintings recently donated to the nation had been valued well above market value. Disputing the appraisal would raise objections from many influential people, but the journalist felt a responsibility to attempt a systematic appraisal of the collection. Data on the art in the collection (all by the Canadian painter James W. Morrice) as well as comprehensive data on auction sales of Morrice's work were collected by Mathias. (A Microsoft Excel data file is available for use with this case, product 7A92E006. The case can be used with Morrice Collection (B), case 9A92E007.)

A journalist with The Financial Post, has written an article suggesting that a collection of paintings recently donated to the nation had been valued well above market value. He felt a responsibility to attempt a systematic appraisal of the collection. Data on the art in the collection (all by the Canadian painter James W. Morrice) as well as comprehensive data on auction sales of Morrice's work were collected. The journalist has used simple means and moving averages to arrive at appraised values for the collection which are little more than half the original appraisal. Has he missed something or are his methods too simplistic? (This case is a sequel to Morrice Collection (A), case 9A92E006. A Microsoft Excel data file is available with these cases, product 7A92E006.)

The semi-annual meeting of the board of Toppan Moore, a joint venture between Toppan Printing of Japan and Moore Corporation of Canada, took place in Tokyo. With sales exceeding US$1 billion, Toppan Moore was a leader in the Japanese business forms industry and widely considered one of the most successful international joint ventures in Japan. While pleased with the venture's recent results, the issue for the board members was how to ensure continued prosperity.

The two major partners in Russki Adventures contemplated their next move. They had spent the last year and a half exploring the possibility of starting a helicopter skiing operation in Russia. Their plan was to bring clients from Europe, North America and Japan to the Caucasus Mountains to ski the vast areas of secluded mountain terrain made accessible by the use of helicopter and the recent business opportunities offered by 'glasnost'. Three options for proceeding were being considered. The first was to proceed with the venture on their own, in the Caucasus Mountains area that had been made available to them by a Soviet government agency. The second was to accept the offer of partnership with Extreme Dreams, a French tour operator that had recently begun operations in the Caucasus region. The final option was to wait, save their money and not proceed with the venture at this time. This is a good case to emphasize small-scale international ventures and the complexities of operating in a rapidly changing and politically unstable environment.