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Supplements Donna Klein and Marriott International, Inc. (A).

Supplements McKay Nursery Co. (A).

Supplements the (A) case.

Supplements Yla Eason (A).

Provides students with the opportunity to track industry evolution over time, to explore the role that signaling may play in such evolution, and to construct and validate industry scenarios.

Supplements the (A) case.

On November 16, 1987, the Del Webb board appointed Phil Dion chairman and CEO. This case outlines the development and implementation of a strategy to focus exclusively on real estate development and to liquidate all other assets. Discusses the appointment of two new board members to fill the slots vacated by the directors who followed Swanson out the door. Proceeds to describe the activities of two investors: Ronald Brierly of Industrial Equity Pacific and James Cotter of Webcott Holdings. Independently of one another, these investors had each purchased over 9% of Del Webb stock at a premium just before the stock price plummeted in the fall of 1987. These investors laid low for over a year, waiting to see if the descent in the stock price had been a temporary blip or a sustaining trend. When they concluded it was the latter, each investor approached Dion with the request that he be allowed to put a representative on the Del Webb board.

Dion and the other Del Webb directors were open to having Industrial Equity Pacific (IEP) and Webcott Holdings representation on the board. The IEP representative was perceived as reserved and lacking in sophistication. Cotter of Webcott, however, struck the directors as savvy but antagonistic and disruptive. Cotter's goal was to position the company as a possible takeover target, and he agitated in the boardroom for changes that he felt would open up the company to potential acquirers. He also launched a proxy battle in an attempt to eliminate Dion's golden parachute and the company's poison pill.

Mobil US Marketing & Refining has shifted from a centralized staff-driven organization to decentralized business-units. Staff functions now must negotiate service agreements with a buyer's committee consisting of representatives from the profit-center business units. This case describes how one staff function developed its service agreement and translated the agreement into a Balanced Scorecard where the "customers" are the internal business units. Several managers question whether the Balanced Scorecard is appropriate for such an internal function.

Describes Eric's purchase of the much larger Shaw Co. Describes the operating and financial problems that ensue, leaving Eric considering the option of bankruptcy. Issues include the overlap of business and personal finances, as well as the mechanics and implications of bankruptcy.

Supplements the (A) case.

Supplements the (A) case.

An abstract is not available for this product.

Supplements the (A) and (B) cases.

Updates the case. Designed as an in-class handout.

Supplements the (A) case.

Supplements the (A) case.

After the release of the "Challenge" computer in 1993, Silicon Graphics executives meet to discuss the follow-up project. Should they pursue an incremental improvement to the Challenge, or opt for a radically new design recently demonstrated at Stanford University?

Provides a follow-up to the (A) case.

Supplements the (A) case. Designed to be handed out midway through class.