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A senior manager at Nestle's headquarters is reviewing the role of the central marketing staff with respect to Nestle's operating companies around the world. Two specific examples of the role of the central staff in guiding the advertising and packaging decisions of the operating companies are presented.

The market leader in an overcapacity industry with a commodity product is trying to restore industry price levels. Price cutting has hurt overall industry price levels and the leader must determine whether (and how) to bring up price levels or exit the market.

The world's largest manufacturer of woolen outerwear garments seeks to extend its retailing network to the United States from its base in Europe. A number of issues concerning marketing, manufacturing, and logistics strategy are raised by the proposed move along with specific questions about how the move should be managed. The case describes a well-thought-out, functionally integrated strategy for Europe in a way that allows assessment of its applicability for a proposed U.S. effort.

Toro introduced a promotion in which purchasers of their snowthrower would receive a refund if the next winter brought only modest snowfall. The principal focus of the class is to understand what the risk implications are for the customer and for the company. May be used to discuss insurance and inventory issues.

Promotes discussion on advertising budgeting and media mix decisions in the shampoo market for low-priced, high-volume Suave. Provides various types of market research into consumer behavior and the competition context. The importance of retailers and shelf space is emphasized, and the entire marketing budget is examined.

Cray Research faces several management problems as a result of rapid growth and the need for continued growth. Issues to be discussed include 1) whether Cray should be a marketing or a technology company; 2) new and powerful competition; 3) products to offer as Cray moves out of its initial market segment; 4) growing pains (i.e., corporate culture, communications, etc.) and 5) is there "life after Seymour Cray" for Cray Research?

Intended to advance understanding of corporate responsibility in the context of a bankruptcy decision. The case documents the implementation of a turnaround plan for financially ailing Braniff International. This includes a new marketing and operations strategy, concessions from labor, changes in management, and a financial restructuring. The narrative describes the worsening financial condition of the company and the choices made by the CEO and CFO to raise cash and avoid filing. These choices and events led to progressively limited options. It was decided that attempting to reorganize under Chapter XI of the Bankruptcy Reform Act was preferable to being placed into involuntary bankruptcy under Chapter VII. This required keeping preparations secret and eventually filing by surprise.

British Airways (BA) has recently introduced a global advertising campaign. The development of the campaign and its implementation are discussed. BA and advertising agency executives must renew the campaign and resolve issues pertaining to its future direction.

In two cases consolidated for decision, the Court articulates the tests to be used when deciding whether an item is income or a gift and therefore, not income. Both cases are colorful. The first involves the unsolicited receipt of a Cadillac. The second involves transfer by the much photographed Trinity Church which sits at the end of Wall Street.

In April 1984 Deborah Raymond, president of Raymond Mushrooms was deciding whether or not to raise prices on Raymond canned mushrooms in conjunction with an advertising promotional program to build consumer preference.

Loss of a major contract has reduced production volume below the level expected when budget and standard costs were determined. Apparently favorable results for monthly operations result from reduced volume rather than operating efficiency. Rewritten version of a case by the same author.

A U.S. manufacturing organization and a Eurobank swap fixed and floating rate obligations to reduce their financing costs.

Provides background information for the (B) case, in which a young sales person is asked for a bribe by an experienced children's wear buyer.

The U.S. Supreme Court reconsiders two basically inconsistent prior Supreme Court decisions, overrules one and states that illegally acquired income must be reported.

MCI Communications Corp. is faced with a large need for external financing to support rapid growth and substantial uncertainty due to the AT&T antitrust settlement. The case illustrates the value of convertible debt as a financing instrument in these circumstances.

Describes the U.S. experience with floating exchange rates between 1973 and 1978, focusing on the rapid decline of the dollar in the summer of 1978. Illustrates the major determinants of the exchange rates and the role of government intervention in the foreign exchange market.

Disequilibrium in the $350 million TiO2 market has prompted Du Pont's Pigments Department to develop two strategies for competing in this market in the future. The growth strategy has a smaller internal rate of return than the alternative strategy due to large capital outlays in early years and positive cash flows arising only in later years. However, it is the more valuable project on a net present value basis for all discount rates less than 21%. Students are faced with the task of converting strategic plans and objectives into free cash flow projections and determining a breakeven discount rate between these mutually exclusive projects. A decision about which strategy to pursue must then be made. Rewritten version of an earlier case by the same author.

Describes the financing problems facing AT&T in 1983 prior to divestiture of the local telephone operating companies on Jan. 1, 1984. Leads up to the decision to issue equity, which AT&T did in early 1983 and which reduced AT&T's market value by $2 billion. The case is intended to illustrate the signalling process involved.

Reviews changes in Du Pont's debt policy from 1965 to 1982. This period ended with a dramatic increase in Du Pont's debt level attendant upon the merger with Conoco. Students are asked to develop a new debt policy for Du Pont in the 1980s.

Faced with large losses in Alcan Aluminum (Europe), Patrick Rich takes the position of area general manager and slashes capital budgets, introduces new financial controls, and sets up mechanisms for increasing cooperation among the national subsidiaries. The focus is on the tactics of implementing rapid change in a cyclical industry that is capital intensive. Two videotapes are available from the Audio-Visual Department for HBS instructors' use with this case.