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A bank lending officer must decide whether to extend and increase a loan to a small machine tool company. Case provides sufficient data for preparation of cash budgets and pro forma financial statements in order to analyze the lending officer's problem. Other issues that can be addressed include the impact of stock repurchase, dividends, advanced payments by customers, as well as general sensitivity analysis.

A large chemical manufacturer divests a plant that is acquired by a small specialty chemicals manufacturer. The acquisition decision is viewed from the vantage point of the small specialty chemicals manufacturer.

Describes Sweco's decision about whether to enter the mud-processing equipment industry (used in oil well drilling). This is an internal entry decision, and the case describes Sweco's existing businesses as well as the mud-processing industry and competitors. The case contains enough data to calculate the costs of entry in the new industry, and to forecast the reactions of existing firms to the entry.

Focuses on the decision required of Parker Brothers regarding the necessity and advisability of recalling a new product that may have been related to the death of two children.

Observes a salesman in a complex selling situation.

The 12-year career of Mr. Bob Marsh is traced, from recruitment to termination. Data on Kramer's sales management, performance evaluation, compensation, and sales training systems are given.

Poland Spring is a small domestic bottler of mineral water trying to compete in a rapidly expanding market against Perrier, the dominant brand, and 20 other foreign and domestic waters. Company management must decide how to position and promote its product with limited resources. An excellent case to force decision making on consumer marketing strategy.

Lower middle-level manager is faced with the need to bring about a change in the call patterns of the sales force selling her product. Based on an earlier case by P.R. Lawrence.

Focuses on the management style of Renn Zaphiropoulos in the context of a rapidly changing business environment within Xerox Corporation. To be contrasted with the case, Fred Henderson and the videotape, A Day with Fred Henderson (9-881-502), which are appropriate for a more stable environment.

Describes the problems of resolving differences between two departments in a decentralized company. Based on Voltamp Electric Co. by T.C. Raymond.

Cumberland Metal Industries has developed a new product to help contractors drive piles faster. They are trying to decide how to price it. Provides substantial information on the industry, competition, etc. Students must decide what factors are relevant in making an industrial pricing decision. Decisions must also be made about promotion and distribution channels. Software for this case is available (9-589-528).

Faced with growth exceeding 100% per year, James Davis, president of New Balance, must decide how to meet the need for additional capacity. Several factors contribute to a climate of extreme uncertainty. Several options are considered, ranging from a second shift to acquiring a plant in Ireland. Sufficient information is provided to allow an analysis of forecasted demand as well as the strategic financial and organizational implications of alternative courses of action.

The Canadair Challenger Jet senior management must decide whether or not to proceed with the venture of designing, marketing and producing an aircraft to compete in the world market for large business jets. Canadair executives must decide the product positioning, price, advertising, selling program, and servicing arrangements before they can assess the feasibility of the venture.

Based on a preliminary analysis, the inventor of a licence plate protector believes the product would be viable. He collects information on the investments and costs necessary for production, and develops a selling price. But has he correctly identified the fixed, variable and step costs in his analysis?

Mencotti Wine is considering a new bottle labelling machine. The president wants to analyze a number of alternative investment decisions using the net present value approach. He must consider the income tax effects including the capital cost allowance on fixed assets.

Describes the U.S. large turbine generator industry in early 1963, a period of severe price cutting and depressed industry conditions. Presents data to allow a structural analysis of the industry and an analysis of the strategies of the major players since 1946. The major teaching issue is the process of competitive rivalry in an oligopoly market, particularly the problems of deescalating in a situation of market warfare. This industry is one where the conditions for avoiding warfare are difficult. Subsidiary teaching issues include the structural analysis of capital goods markets and strategy for the market leader in areas like pricing, rate of technological change, and customer focus. After understanding the industry structure, the discussion should turn to what GE can do to extricate itself from the disastrous price cutting afflicting the industry.

On June 25, 1950, the US Ambassador to the Republic of Korea received an alarming call from his deputy chief, E.F. Drumright, warning him that the communists were hitting along the front. The invasion caught the Republic of Korea and its American counterparts by surprise. This case chronicles the events that took place directly following North Korea's invasion of the 38th Parallel. It examines the strategic decisions that were made during this era, centering on the ways in which the US Department of State dealt with the attack and subsequent conflicts for a greater Korea. Part A looks at these events in detail and includes excerpts recalling the events from President Truman's memoirs. Part B presents more details on the events that transpired at Manchuria and the Rhineland. It also explains the role of China, Ethiopia, Spain, Austria, and then Czechoslovakia. Much of this is done through Truman's vantage point. HKS Case Number 298.0.

In April 1961, President Kennedy denied US military assistance to a force of CIA-trained Cuban exiles attacking Cuba, thus sealing the fate of the Bay of Pigs invasion. When the losses had been tallied, 114 exiles were dead, Castro was left with 1,200 prisoners, and the Kennedy administration was publicly embarrassed. The case recounts the formulation and failed execution of this CIA plan to invade Cuba. The authors trace the origins of the plan under the Eisenhower administration and follow Kennedy through his first three months in office, during which time he first heard of, then revised, and ultimately approved a trimmed-down version of the plan. This case was initially designed to illustrate the importance of decision-makers' identifying and testing their own and their advisers' presumptions. Extending this theme, the case may be used in conjunction with The CIA to 1961 (C14-80-280.0) as an exercise in "organizational placement." Had Kennedy used this method to better understand the institution of the CIA, he might have questioned them more closely and avoided some of the tragedy of the Bay of Pigs. For further discussion of the placement method, see The CIA to 1961 abstract. This case may also be used to demonstrate the hazards of transition in the American presidency. HKS Case Number 279.0.

Eight days ago, Tulian rebels attacked a police station in the Tulian President's hometown of Toji. In retaliation, Tulian troops attacked a rebel camp 20 miles inside neighboring Ibad. The troops were withdrawn, but yesterday rebel forces backed by Ibadi troops invaded southern Tulia and advanced on Toji with the announced intention of pressing on to the Capital to overthrow the President. The President has requested Organization of African Unity (O.A.U.) intervention, and the O.A.U. has called for a cease-fire and sent a delegation to a neighboring neutral country to meet with representatives of Tulia and Ibad.

Focuses on the management style of Fred Henderson in the context of a relatively stable business environment within Xerox Corporation. To be contrasted with the case, Renn Zaphiropoulos and the videotape, A Day with Renn Zaphiropoulos (9-881-501), which are appropriate for a more dynamic environment.