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Supplement for UV3331

Describes the contest for the takeover of Anderson Clayton as industry players compete for one of the seven major dog food makers.

Describes significant developments in the pet food industry in 1987 and 1988, focusing on the competitive interactions among the industry's major players.

Describes important developments in the pet food industry in 1989, 1990, and 1991, focusing on competitive dynamics among the industry's major players.

Supplement for case UV6133

The general manager of the Oakland A's professional baseball team must evaluate two salary-and-bonus plans proposed by the A's star pitcher (see UV3696). The plans call for the pitcher to receive a bonus if the next season's home attendance exceeds a specified amount. Historical data are provided on team performance (number of games won), attendance, and the general manager's preseason forecasted number of wins.

In this B case, the initial results from a Monte Carlo simulation seem to conflict with the critical fractile result discussed earlier in the case. The manager must figure out why and then make a decision.

With the assistance of a temporary graduate student, the director of corporate research uses multiattribute decision analysis to find a plan with greatly improved projected performance (see UV0528). The methodology for eliciting probabilities, assessing trade-offs and risk preferences, and finding the most desirable plan is detailed. (A follow-up case, which takes place four years later, is UV0531.)

Four years after the A and B cases (UV0528 and UV0530), the annual plan has drifted greatly from that suggested by the analysis in the B case. How can the decision-analysis methodology be simplified to provide routine planning guidance?

The special committee of the RJR Nabisco board has extended the bidding deadline for the company by 10 days. The case explains the process by which Kohlberg Kravis Roberts and the management group bid against one another for ownership of RJR Nabisco. The board of directors is left with a decision: who has submitted the best bid?

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, organizational behavior, and leadership. John Wolford, a new general manager of a technology manufacturing company, finds his role so stressful that he undergoes medical tests.

This case can be used to teach individual behavior, Type A behavior, time and priority management, balancing work and family life, managing performance, managing energy in professional life, organizational behavior, and leadership. In this C case, a business analyst who reports to John Wolford has given him a discouraging report regarding the results of a survey taken by the employees of his company.

Supplement for case UV2065

Supplement for case UV2138

Supplement for case UV6136

Describes the firm's 1988 expansion into the United States through the acquisition of Brooks Brothers, a specialty up-market men's clothing chain and Kings Super Markets, a high quality New Jersey grocer.

Describes the reasons why the courts found in favor of Ann Hopkins in the sexual discrimination suit. Also explains why the courts concluded she was the victim of sexual stereotyping.

This case follows the A case (UVA-BP-0253) by three years, chronicling the indigestion Dollar General (DG) suffers after the acquisition of the Eagle Store chain. The DG organization, originally held together by a strong sense of "rural American" values, deteriorates because of (1) dramatically different cultures (Dollar General vs. Eagle); (2) massive internal theft, which spreads from Eagle throughout the Dollar General organization; and (3) an irreparable rift between Cal Turner Jr., the president, and his brother Steve, the COO. The stock price has plummeted from 29 to 12. How can Cal Jr. regain control of his company and turn it around?

The ARES team formally proposes that Burlington Northern implement the ARES system. The project meets resistance. In light of financial restructuring and high level of debt, executives wonder whether the company can afford ARES. Weak links during the ARES development process to corporate strategic planning, corporate capital planning, and other corporate functions raise concerns. Executives also worry about whether their 100-year-old, traditional organization can adapt to and exploit ARES's modern electronic technology. When ARES team members' zealous advocacy of the project raise concerns about objectivity in evaluation, an outside consultant is hired to audit benefits, technologies, and whether benefits can be unbundled and implemented selectively.

Explains Jackson's reasons for his decision and describes the result of the proxy fight for control of the board.