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Provides a continuation of the (A) case.

Provides a continuation of the (A) case.

Explores how a cost system can help support a firm's decision to change strategies. In the process, students are exposed to a simple activity-based cost system. Also examines Siemens policy for transferring products between sales and manufacturing divisions. Transfer pricing is based on standard costs generated from their cost system. The case is unique in that the organizational linkage between the product costing system and the transfer pricing system is explored.

Outlines the steps PepsiCo actually took in reorganizing its domestic soft drink business. Students are asked to analyze the pluses and minuses of the change.

Examines the airline industry's primary competitors (Texas Air, United, American, Delta, Northwest, TWA, USAir, and Pan Am) and traces their strategic moves in the areas of planes, people, routes, and marketing. Teaching/learning emphasis is on finding out who wins, who loses, and why. Provides a follow-up to U.S. Airline Industry--1978-88 (A).

Covers the history of Tylenol from the autumn of 1982 through the second tampering incident in February 1986. Also deals with other developments in the history of Johnson & Johnson, especially the acquisition and divestiture of Technicare.

Provides additional quantitative exhibits, including a pro forma income statement and break-even calculations for the operation and makes assumptions about marketing strategy. A rewritten version of an earlier case.

Describes actions taken by senior management of Kanthal after seeing the results of the newly installed account management system. Designed as a class handout. A rewritten version of an earlier case by the same author.

Picks up where National Demographics & Lifestyles (A) left off, describing the company's financing and very successful performance through 1987. At this point, the founders and venture backers face some difficult choices around how and when to harvest the value they have created. Options include a public offering or sale of the company.

Teaching objectives: 1) to show how aggressive marketing can lead to allegations of misconduct, 2) to consider responses under crisis management, and 3) to explore the importance of credibility within marketing communications.

Teaching objectives: 1) to consider legal and other obligations advertising agencies owe to their clients, 2) to show how aggressive marketing can lead to allegations of misconduct, 3) to explore conflicts of interest which may arise for professional service companies in marketing their expertise to more than one company within another industry, and 4) to consider the responsibilities of a corporation taking legal action against another.

Peter Baldwin takes over Clabough's job and is charged with the responsibility to improve sales force morale, control expenses, and improve market share.

Describes the actions taken by Peter Baldwin to address the issues.

Updates Motorola and Japan (A) and Motorola and Japan (A), Supplement. A rewrite of two earlier supplements.

Raises some exciting issues concerning the role of product warranty as a strategic marketing tool. General Motors, in response to a sharp drop in its market share, makes a dramatic change in its warranty policy. Ford has to decide how best to respond to this change.

Assumes that the reader has also read Dow Corning Corp. (A). Presents two difficult decisions faced by Dow Corning's Business Conduct Committee. A rewritten version of an earlier case.

Assumes that the reader has also read Dow Corning Corp. (A). Presents two difficult decisions faced by Dow Corning's Business Conduct Committee. A rewritten version of an earlier case.

Describes Masco's initial entry strategy and is designed as an in-class handout.

Supplements the (A) case.

Describes the experiences of a seasoned Burlington Northern (BN) sales representative after the introduction of ShipSmart, a decision support system developed by the BN to help its employees and customers analyze logistics problems. After a brief description of a logistics training program for sales representatives, the case describes an opportunity for new business for the BN (shipping beer from a brewery to beer distributors by rail, rather than truck) identified by the sales representative. Realizing the new business will require the coordination of logistics channel partners (the brewery, the distributors, and the railroad) as well as interfunctional coordination (between marketing, engineering, and operations) within the railroad. The sales representative weighs the complexities of the problem and considers the use of ShipSmart to demonstrate the value of switching to rail transport to the distributors and the brewery.