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The marketing vice president of the leading supermarket chain in a major metropolitan area has to plan his 1981 strategy in light of increasing warehouse store competition. Considers relationships with major manufacturers who are supplying warehouse stores with deal merchandise.

L.L. Bean, Inc., a Maine-based manufacturer and mail-order retailer of sporting goods and apparel, has grown from $3 million in sales (1967) to over $120 million (1980). Current projections predict an annual compounded growth of 25% through 1985. Management must decide how to achieve this growth: through mail order, by opening more retail stores, by increasing manufacturing operations, or by going international. In managing growth, the company president is determined to maintain the highly personal service, excellent product quality, and friendly, informal working environment which he considers key to the company's popularity with customers and employees.

Presents a review of published data on the 1976 cheating scandal at West Point. Written from the perspective of the Academy Superintendent, it raises issues of ethics, organizational change and action planning in the face of conflicting stakeholder interests.

Contains President Reagan's address to Congress in February of 1981 in which he proposes $49 billion in budget cuts and tax reductions. Also contains David Stockman's "economic Dunkirk" memorandum of November 1980. Exhibits contain economic data. Purpose is to provide an opportunity to analyze and evaluate Reagan's assumptions.

Describes the development and terms of the largest leveraged buyout up to the date of the case. The main problem is to value the positions of the various participants: lenders, equity holders, investment bankers, and management.

The product manager for Vaseline Petroleum Jelly has to prepare the 1978 brand budget and determine expenditure levels for advertising, trade promotion, and consumer promotion.

The President of MEM Co., Inc. is assessing the proposed introduction of a new line of men's toiletries. He also must determine the best distribution channels and the size of the product's advertising budget.

Describes the decision faced by a rapidly growing firm in the merchandise security systems business on whether it should integrate backward into the injection molding of plastic parts. Financial analysis, comparative economics, and manufacturing strategy in an industry with rapid technological change are all important elements in the analysis.

When a former middle manager of a technology manufacturing company becomes a general manager, he finds his new role more stressful. There are complaints from sales reps about delayed shipments to customers, and workers are protesting the new climate survey he initiated in an attempt to learn more about how employees feel. Also EEOC regulations have forced him to study how well his employees are treated. His attempts to delegate have backfired, and his organization is $400,000 off plan. This case can be used to teach students about individual behavior, Type A behavior, time and priority management, balancing work and family life, managing performance, managing energy in professional life styles, organizational behavior, and leadership.

Considers decisions facing the leader of a manufacturing staff project team assigned to a plant where yields have deteriorated sharply. The process is complex: the plant organization is not cooperative and there are deep disagreements about what is wrong and how to fix it. Provides an opportunity to analyze yields and productivity, as well as the organizational and personal challenges inherent in line-staff interaction.

Raises issues on monitoring and controlling flight demonstration costs for the Westwind business jet. Atlantic's marketing vice president is concerned about rising demonstration costs, but doesn't wish to deny solid prospects an evaluation ride. He asks the general manager of the division to formulate a policy meeting both of these goals. Intended for use in the marketing policy section of the marketing implementation course.

Describes the introduction and evolution of General Electric's strategic planning system from the 1960s to Jack Welch's tenure. Allows discussion of the interplay of problems and circumstances to the evolution of the strategic planning system, and how Welch might use or alter the system to meet the challenge of growth.

A private agribusiness development agency is reviewed on one of its major projects in Latin America.

Describes the marketing planning process adopted by the corporate headquarters of a chain of 22 diverse hotels. Raises the question of whether it is possible to standardize the planning process so that individually tailored marketing strategies are developed for each hotel unit. This company's approach contrasts with the standardized product/market strategy found in some other hotel chains.

Designed to introduce the systemic nature of product quality and the complexity of quality problems. Uses a new director, quality assurance, and the discovery of a quality problem. The new director has to decide if it is a real problem, what to do about it, and how to go about orienting an organization toward a better quality attitude.

The new plant manager must deal with the problems and potentials contained in this highly participatory management style plant.

Follows the impact of a change in global strategy on a diversified company's global organization structure. Traces two failed attempts at bringing a business perspective to a geographic organization, and poses the problem of what the international division president can do.

Presents data relevant to a major capital expenditure--the construction of a shrimp plant. Designed to test student's ability to identify relevant cash flows, to estimate the cost of capital, and to decide whether or not to invest.

Management of a resort hotel near Palm Springs is reviewing the hotel's performance nine months after opening and planning a marketing strategy for 1980. Of particular concern is the strategy to adopt during the shoulder and off-seasons when demand for the product is lower. Should the hotel even remain open in the summer when other major hotels in the area are closed? Will attempts to stimulate summer demand negate the hotel's efforts to win a five-star rating? Twelve pages of exhibits include data on hotel usage in the area, and operating costs and revenues for Rancho Las Palmas.

The London Regional Children's Museum is engaged in a fund-raising campaign in order to move from temporary cramped facilities to an owned, large building. The needed million-dollar plus goal has been roughly half achieved. The case describes the museum and the environment in which it is seeking funds. The director is attempting to design a campaign to reach private donors.