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Covers history of PC&D from 1960 to 1975 as it grows from a single business firm to a diversified firm. Emphasizes the use of subsidiaries for product development and fast growth. Other issues include problems of a new CEO in keeping control of fast growing divisions.

Describes the situation faced by a young MBA with an economics background who is offered the opportunity to manage a high technology fiber optics business. Designed to facilitate exploring the skills and knowledge that the general manager of a technology-based firm needs to be effective.

For use on the second day of a two-day sequence on the U.S. chain saw industry. Describes the evolution of the industry since 1974. Illustrates issues in industry evolution, the forces causing evolution, and the strategic issues raised by evolution. The discussion can center around understanding the 1974-78 time period, and then on an analysis of the future. The class can be asked to take the perspective of different major competitors.

Choosing an equity offering or an offering of straight subordinated debt with a CCC credit rating and a 12.5% coupon.

Describes the structure of the chain saw industry in 1974, when it is on the threshold of a major period of growth. Data are provided on each significant competitor. The discussion should center around strategies in a growing market for differently situated competitors.

The hospital is reviewing its obstetrical services and trying to decide on future strategy relative to communications, pricing and service characteristics. Important environmental trends include increasing government health regulation, a declining birth rate, more intensive competition, and changing expectations of maternity care by women. Nine pages of exhibits include market trends, competitive profiles, and cost and occupancy data.

Two young Canadian women have to deal with the threat of strike in a model factory started up in a rural African village. Cross cultural management problems arise as these two women with different management styles attempt to combine rural African norms, roles and expectations to the task of producing school uniforms in an industrial setting. A strike is threatened over a pay dispute, a result of differing perceptions and expectations in the work environment. A sequel to this case, Botswana Uniform Agency (PTY) (B), case 9A79C021, offers further insight.

The managers call a meeting of all staff as a strike is threatened over a pay dispute in this rural African company. They learn that the real issue is the disparity between the pay of some workers. This is the sequel to Botswana Uniform Agency (PTY) Limited (A), case 9A79C020.

An immensely successful Western Canadian real estate agency is considering questions of continuity and sustaining its growth. The agency has prospered because it acted as an agent for its client, not as a broker trying to bring parties together in a sale. A key, the president feels, is getting and keeping good people and instilling in them the concept of acting as an agent.

A print media campaign to improve attitudes toward the Catholic priesthood and to indirectly increase vocations is evaluated through a comparison of pretest and post-test data.

Amicon holds a patent on a new process for the separation of blood plasma from whole blood. It has to decide whether to pursue a direct entry, joint venture, or licensing strategy. If it chooses licensing, there are many sub-issues to consider.

President has decided to restructure the discount scheme. Every staff member would be affected, good or bad. Information would have to be tailored to each group--worst off would be managers. Task is to write to managers/supervisors.

Focuses on Club Med's strategy in the U.S. market. The experience of Club Med is largely among Europeans, but the Club has attracted young, single U.S. tourists to its Caribbean resorts. Should Club Med attempt to attract other market segments? What should its growth strategy be?

Focuses on the problem of the means by which a manufacturer controls its channel of distribution. U.S. Pioneer's retail outlets have turned "dissident" and management has to decide what tactics to employ to stop further erosion (short-run) and what long-run distribution channel to pursue. Software for this case is available (9-588-546).

After taking over Canada Dry's mixers account in 1966, Grey Advertising assembled a successful ad campaign that increased ginger ale sales significantly. But Canada Dry's market share for ginger ale and its other mixer products had remained the same or declined during this period. A consumer research study, using psychographics and various demographic and attitudinal techniques, is commissioned by Canada Dry as a prelude to a $2 million ad campaign designed to arrest the market share trend. Various consumer behavior, research, and managerial issues are raised by the study. Grey Advertising must now develop a strategy based on the results of this study.

A student takes a position on a case which is in conflict with the other students' conclusions. The professor believes the student's answer is correct but does not indicate so in class. As a result, the student withdraws from further class participation.

Illustrates uses of various sources of market and consumer behavior data, including psychographics, product positioning, and market segmentation decisions for a new dog food product. Based on cases by E.T. Popper and L.S. Ward.

Provides the background on Cumberland Metal Industries' entry into the automotive components market as a supplier of emission control equipment parts. Cumberland Metal must decide what bid to quote on Beta Motor's 1978 model year business. The company previously had a three-year contract for 100% of Beta's business, but it is now faced with a competitive situation in which a small market share, yet one greater than 50%, is a virtual certainty.

SMIG, a division of G.D. Searle, was a fast growing high market-share company in the field of nuclear medical instruments. It manufactured two basically different product lines, one very successful and the other less so. Although marketing was separate for these product lines, manufacturing was not. As capacity is reached, the issue is how the company ought to expand and/or alter its manufacturing operations.

Involves a $550 million cash tender offer by Kennecott Copper Corp. for all of the outstanding common shares of the Carborundum Corp.