個案總覽

Describes Rob Waldron's actions upon assuming leadership of SCORE! Educational Centers, an after-school tutoring enterprise. Examines the issue of acquiring and growing a small, self-owned company into a professional organization. Focuses on the steps Waldron takes to address a growing employee morale problem. Concludes as Waldron must decide whether or not to alter the company's recruiting strategy.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

A former consultant explains the reasons for his decision to leave a successful position in a prominent consulting company. As a result of stress on his family and personal life, and a growing dissatisfaction with certain aspects of his job (see James Reed, case number 9A95C025), he describes how he came to a decision to make a significant career transition. The role of self-assessment and the analysis of fit with potential opportunities is described as it pertains to this decision.

A new independent management staff was hired and most, including the new general manager, came from outside the wine industry. The new managers are having a difficult time trying to convince their parent to accept their judgement. Marketing is an area where significant differences in opinion began to arise. This case is a supplement to Robert Mondavi Corporation: Caliterra (A), case number 9A99C004.

Differences of opinion continue between Caliterra and Mondavi's marketing team. Caliterra's managers believed that Americans simply did not understand the difference between images of Chile and other Latin American countries. From their perspective, communications developed in California did not conform to the Caliterra vision, to be the quality and image leader in the super premium Chilean wine category. This case is a supplement to Robert Mondavi Corporation: Caliterra (A), case number 9A99C004.

Teaching Note for (9-201-061).

Concerned that Citgo investments are not yielding sufficient returns, PDVSA constrains Citgo management's autonomy, leading to Citgo senior management turnover. The case closes with Citgo's new CEO reflecting on what he needs to do to align Citgo's strategy and operations with PDVSA's strategy and organizational needs.

Supplements the (A) case.

Supplements the (A) case.

The approach taken by Michael Brown and Governor Lowell Weicker and the means by which the agreement's sustainability was enhanced in the face of attacks by other gaming operators are detailed.

In 1997, Lifeline Systems continues to grow its service business to $32 million, 56% of the company's total revenues. More local hospital Lifeline programs turn over their monitoring service to Lifeline Central, expanding the company's subscriber base by 30%. The company decides to invest over $11 million in a new subscriber monitoring system to maintain its market leadership. At the end of 1998, Lifeline moves its corporate headquarters from Cambridge, MA to suburban Boston to lower real estate costs. Changes in the eldercare industry also spell growth: employers become interested in providing eldercare referral as an employee benefit, cuts in Medicare result in less home health care by nurses, and Lifeline forms strategic partnerships with the American Red Cross and an assisted-living community developer.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.