個案總覽

To be used in conjunction with Ford Motor Co.: Dealer Sales and Service.

Addresses repercussions of the accident on the company including ongoing clean-up efforts, litigation, and organizational changes.

HKS Case Number 998.0. In April 1988, The Naval Sea Systems Command (NavSea) came under fire from the naval inspector general for its excessive reliance on contractors to carry out day-to-day functions in support of its mission: the acquisition, maintenance, modernization, and deactivation of the Navy's ships and onboard systems. In the course of a routine review, the inspector general found that many NavSea contracts had no clearly stated performance requirements and that contractors were involved in sensitive activities, such as acquisition planning and source selection, that should be reserved to government employees with responsibility for protecting the public interest. The inspector general's report recommended that NavSea reduce its use of contractor support services by 50 percent over the next three years. NavSea officials quietly set about reviewing individual contracts and preparing a response to the report, but the matter was not destined to remain quiet for long. On June 14, reporters broke the story of Operation Ill Wind, a two-year investigation into illegal dealings among Navy and other Pentagon officials, defense contractors, and independent consultants. This case details the various phases of policy that took place within the US Government as pertains to NavSea. It should be paired with HKS826 (Part A). HKS Case Number 998.0.

Shortly after accepting the offer to become CEO of the newly created SKF Bearings Services in 1987, Goran Malm, long a proponent of market-driven change at SKF, defined his mission: trouble-free operations. Rather than simply make and sell bearings, which SKF, the world's largest bearing company, had excelled at, SKF Bearing Services was to offer customers solutions. Quickly selecting his key team members, Malm set about instituting a market-driven approach throughout his division, which was responsible for handling the vehicle and industrial aftermarket. Push through distributors and pull through advertising and the creation of maintenance support centers, which he called service factories, were key to implementing the change process.

Supplements the (A) case.

Presents an edited transcript of questions that students asked Ellen Moore when she visited classes. Describes the decision Ellen Moore made and describes more of her experiences and opinions about women in management..

The VP's efforts to determine whether and how to proceed with an emerging three-way partnership in China are described. Kentucky Fried Chicken has selected local partners and has been issued a license to operate a restaurant in Beijing. If he is to proceed, the VP must decide how fast he should advance the negotiations and which of three location sites in the city is most desirable.

This case presents the start-up of operations in Beijing and discusses the difficulties Kentucky Fried Chicken (KFC) is having with its local partners. By March 1988, KFC has established its largest restaurant in the world in Beijing with sales that are booming and showing no sign of slowing down. Nevertheless, the extent of operational problems and the shortage of hard currency profits is raising concerns over whether further expansion is warranted.

In 1989, Frito-Lay designed an information technology infrastructure to support time-based competition and organizational restructuring. The company planned to provide timely flexible information to all major decision makers at all levels. This case describes the information support architecture and its anticipated effects.

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.

Provides students 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.

Provides students 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.

Provides students 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.

Describes the resolution of the default situation. Further examines the internal control mechanisms and distinct role of the board of directors of a typical LBO association.

Summarizes the outcome.

The Malcolm Baldrige National Quality Award requires firms to submit applications that conform to a rigorous quality-assessment system. This case consists of several parts of a service company's 1988 Baldrige application together with material from the Malcolm Baldrige National Quality Award Examiner Application Scorebook. Students learn how the Baldrige Quality Assessment System is designed and how to score an actual application, yielding insights about how to organize and manage a company's quality-improvement efforts.

See (A) case.

See (A) case.

See (A) case.

See (A) case.