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The Mumias project in Kenya represents the best exchange of a private firm providing economic development leadership in a particular commodity project to examine the whole commodity system and the country.

Describes the "Leadership Through Quality" effort undertaken by Xerox in the 1980s. Includes the history of Xerox in the 1970s and its need to make major changes in quality by the 1980s. Most of the remainder of the case details the step-by-step process by which Xerox created and designed the strategy called "Leadership Through Quality" to change its basic culture and its performance on quality from 1983-86.

The company as part of a commitment to Total Quality Management has installed a computer system that accumulates 30,000 observations on its processes every 2-4 hours. Operating people have found the monthly summaries of financial performance not too useful in this environment. Recently a department manager has created a daily income statement for his operators. Case explores role for financial summary information in an environment where extensive, timely data on product processes and products already exist.

A vehicle for analyzing the exposure of operating cash flows to exchange rate changes. Considers the value of Jaguar plc at the time of its privatization and share offering in 1984. Jaguar is a major exporter from the United Kingdom and the United States is therefore exposed to changes in the dollar/sterling exchange rate. Students are asked to estimate the value of the company as a function of expected future exchange rates. Students may also be asked whether and how Jaguar's exposure should be hedged.

Hollinswood Associates, a joint venture partnership, has developed and operated a Marriott Hotel in Tysons Corner, Virginia. The partnership has been very successful in the past but it is now facing a significant cash flow deficit. Designed to examine how a partnership evolves to deal with changing circumstances. Also exposes students to both the hotel industry and hotel development. The complex operating environment of the hotel industry provides a natural setting in which to explore partnership conflicts.

Discusses the events leading to and repercussions following the 11 million gallon oil spill in Prince William Sound off the Alaskan coast. This was the largest spill in U.S. history. Examines the response to the spill by Exxon management, government agencies, and Alyeska, the oil consortium responsible for overseeing operations of the Alaskan pipeline.

Describes how Vinod Khosla got Sun Microsystems started, and a critical marketing challenge the company faced at the end of the first year. Objective is to illustrate how bold creative thinking can make or break start-ups.

Banc One Corp., an innovative and financially successful super-regional bank holding company, has a track record of upgrading performance of acquisitions while retaining previous management--doing better with the same people. In June 1989 Banc One made its first acquisition out of its home base region by purchasing McCorp's insolvent Bridge Bank in Texas, with assets almost half that of the entire Banc One system. Banc One is now much larger and operating on new territory at a time when its decentralized operating philosophy is already strained by growth and innovation. Chairman John B. McCoy, who describes himself as "chief personnel officer," has been active as a general manager in developing and upgrading people through a variety of means. What should he do to meet the performance challenges of the future?

Describes 15 years of change at Navistar. Highlights changes in strategy, name, products, services, size, human resources policies, and programs. Underscores the brisk pace and scope of changes. Students are asked to categorize the types of change, evaluate them, and consider how well Navistar is positioned to deal with future change challenges.

Traces the career development of People Express founder Don Burr. Shows how an individual's evolving set of needs and values influences career choices and how each successive working environment meets these needs or spurs the individual to move on. Concludes as Burr is faced with the difficult choice of what he is going to do after the sale of People Express.

For over half a century, Caterpillar, Inc. (CAT) had been a world leader in the manufacture of earthmoving and construction machinery. In 1982, just months after it recorded the highest sales and profits in its history, CAT experienced its greatest crisis. Demand fell away, its UAW workers went on strike, and Komatsu began challenging CAT's market position. The company lost almost $1 billion over the next three years. The case focuses on George Schaefer as a general manager and the series of actions he initiated on becoming CEO to restore CAT's position. Details a series of strategic and organizational initiatives that are transforming the company, but also raises some risks and questions Schaefer and the company must face. A rewritten version of an earlier case.

Responding to changes in Pepsi-Cola's competitive environment, Roger Enrico, president and CEO of PepsiCo Worldwide Beverages, formed a task force to investigate a possible reorganization of Pepsi's domestic soft drink business. The task force recommends reorganizing along geographic lines. The group has put forth two options: 1) full decentralization or 2) a matrix organization. Students are asked to analyze the options and make their own proposals for carrying out a reorganization. They are also asked to consider other options to deal with Pepsi's problems that don't center on reorganization.

Depreciation policies of Delta Air Lines and Pan Am Corp. are compared and contrasted against a summary of operating data from each airline. Questions with the case require projection of future depreciation on a new aircraft using the policies of each company.

Describes the role of state lotteries, lottery marketing, and the operation of the Massachusetts State Lottery, including reference to Massachusetts lottery advertising. Highlights the success of state lotteries while also noting growing criticism, particularly of their advertising. Teaching objectives: To consider 1) truth in advertising, 2) the ethics of marketing gambling, and 3) the marketing/public policy interface.

Traces the career development of a well-known British entrepreneur who, as a young girl, was forced to flee the Nazi's occupation of Central Europe. Details her early work experiences in the heavily male dominated workplace of post-war Britain and follows the development of her highly successful career as founder and chairman of F International, a software consulting company that employs primarily young mothers working from their homes. Clearly illustrates the evolution of an entrepreneur's career and the struggles involved in balancing family concerns with high pressure work life.

Dick Dublin believes he has designed a townhouse development which will appeal to mobile young professionals. Dublin has removed some market risk by locking in a forward commitment for low interest rate loans for future purchasers at Grosvenor Park. The pricing strategy calculated to ensure a quick sell-out may be foiled by the expensive demands of the local planning department. Grosvenor Park is a good case study in residential project management, spanning the life cycle from pre-development to sell-out.

Bill Hassett, a partner in the Nelson Companies, has to make some important decisions regarding the expansion of Prospect Hill Executive Office Park in Waltham, Massachusetts. The pre-development issues concerning him about the Hillside Building include how to position Hillside in a softening market, how to handle certain parking issues, and whether expanded day care facilities would enhance lease-up or increase expenses. He is also considering arranging an interest rate hedge on the adjustable rate interest. This case deals with suburban development issues, and focuses on adapting to possible structural changes in the real estate industry.

The owner of the Fan Pier site in South Boston has been found legally responsible for blocking the efforts of his development partner in attaining the approval necessary to build the $800 million megaproject they had planned together. It was believed that the owner hoped to structure a new relationship with some other partner who would share more of the economic benefits. The feuding partners need to decide how to handle the recent ruling. This case provides an opportunity to expose students to megaprojects: issues of partnership, design, architecture, changing marketing, and local politics play large roles.

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).

A company acquires the rights to a mineral with potential uses in the ceramic and paint industries. After many years, sales are still far below expectations and the company considers selling the whole operation to a potential customer. Rewritten version of an earlier case.