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Accompanies Donna Dubinsky (A), (B), (C), and (E) but offers a unique additional perspective, that of the "antagonist" in this case, Debi Coleman. Coleman, vice president of manufacturing at Apple, offers her observations on the distribution conflict at Apple and her concerns about the Macintosh Division.

Describes a program of value-analysis workshops undertaken by this company as part of its massive effort to regain the number one position in its industry. The value-analysis workshops are the second half of the company's two-part Quality Has Value process. The focus is on: 1) the general question of how to apply value analysis, an industrial-engineering based tool, to white-collar work, and 2) how to handle some very sensitive issues that came out of the value-analysis workshop for a particular department.

Supplements Coca-Cola vs. Pepsi-Cola (A).

Supplements Coca-Cola vs. Pepsi-Cola (A).

Bradford, an old New England industrial city, is experiencing an economic boom. The city has recently adopted a 'linkage agreement' policy, requiring developers to make once-off payments to the city to offset infrastructure and housing costs. Curry Corporation ('Curry') is the first developer to propose a major project under the new administration. After meeting with all the appropriate municipal agencies and citizen groups, the only major issue left unresolved in the proposed project is the appropriate size of the linkage payment that Curry should make to the city.

Bradford, an old New England industrial city, is experiencing an economic boom. The city has recently adopted a 'linkage agreement' policy, requiring developers to make once-off payments to the city to offset infrastructure and housing costs. Curry Corporation ('Curry') is the first developer to propose a major project under the new administration. After meeting with all the appropriate municipal agencies and citizen groups, the only major issue left unresolved in the proposed project is the appropriate size of the linkage payment that Curry should make to the city.

At the outbreak of the Civil War, the Union army faced the task of supplying the growing numbers of Union conscripts with shoulder arms. Existing government stockpiles were inadequate, and the chief of ordnance was forced to consider the alternatives: government inventories of outmoded muskets; private manufacturers; and European arms manufacturers. Further confusing matters was the fact that, given recent strides in rifle development, new weapons promised higher rates of fire and easier handling, but high-quality innovations in rifle design were scattered among many impractical ones. Part A provides an overview of the complicated character of the ordnance environment at war's outbreak and lays out the tensions between improving Army rifle design and maintaining a smoothly functioning supply system. Part B chronicles the efforts of Christopher Spencer, inventor of an innovative repeating rifle, to secure contracts with army ordnance in the face of resistance. The case is designed to illustrate problems in the management of procurement and supply under critical circumstances and the place of innovation in that process: How reasonable is technological conservatism in times of crisis? It also raises issues of the interaction between existing strategic doctrine and new technologies. Finally, it illustrates some of the sources of innovation in weaponry and the paths by which such innovations may be adopted. HKS Case Number 772.0

At the outbreak of the Civil War, the Union army faced the task of supplying the growing numbers of Union conscripts with shoulder arms. Existing government stockpiles were inadequate, and the chief of ordnance was forced to consider the alternatives: government inventories of outmoded muskets; private manufacturers; and European arms manufacturers. Further confusing matters was the fact that, given recent strides in rifle development, new weapons promised higher rates of fire and easier handling, but high-quality innovations in rifle design were scattered among many impractical ones. Part A provides an overview of the complicated character of the ordnance environment at war's outbreak and lays out the tensions between improving Army rifle design and maintaining a smoothly functioning supply system. Part B chronicles the efforts of Christopher Spencer, inventor of an innovative repeating rifle, to secure contracts with army ordnance in the face of resistance. The case is designed to illustrate problems in the management of procurement and supply under critical circumstances and the place of innovation in that process: How reasonable is technological conservatism in times of crisis? It also raises issues of the interaction between existing strategic doctrine and new technologies. Finally, it illustrates some of the sources of innovation in weaponry and the paths by which such innovations may be adopted. HKS Case Number 772.1

This case illustrates the opportunities and difficulties posed in envisioning a strategy to enact and implement land reform policy in the complex political environment of a developing country. Professor Donna Lawrence, an American expert on agrarian reform, is hired as an adviser to Juan Judicio, the secretary of rural reform for the new government of Centropico, a small developing country that has recently survived a revolution. Lawrence believes she understands Judicio's goals and proceeds to examine the institutional capacity of the Department of Rural Reform (DRR) and the political environment in which a land reform policy must be implemented. Part A describes Lawrence's frustrating efforts to gather information, the disarray in DRR, the political environment, and the resources she might use in developing a strategy. Part B describes the policy she envisions and its rejection by Judicio. It also illustrates the danger and complexity of policy formulation in an impoverished developing country whose government depends on a fragile coalition of interests. The case is based on the actual experience of a developing country, although certain names and facts are disguised. HKS Case Number 762.0

The ability of commercial airlines to fly their planes means little without a space in which to land them. In some congested US airports, the times and spots for landing are known as "landing slots" and have been assigned to airlines at the nation's four busiest airports since 1969. For the first decade of this slot system, assignments were made with little controversy by the airline industry committee. Airline deregulation, however, increased demand for slots in the 1980s and vastly increased pressure on the committees apportioning the slots. An idea emerged to resolve competing demands: the FAA could create a market for landing slots and allow demand to set the price and ration the resource. This case tells the story of Secretary of Transportation Elizabeth Dole's deliberations over whether to create a landing slot market. It describes options ranging from auction to "grandfathering," allowing airlines that had based investment decisions on a stockpile of slots to avoid corporate disruption. The case raises issues concerning the appropriateness of a market for allocating resources where concerns other than sheer efficiency are important. It illustrates, too, the difficulties in designing a policy that will allow for transition from one system to another. It has been used in an intermediate microeconomics curriculum to illustrate market operations issues. This is the epilogue to case HKS818. HKS Case Number 781.1.

Asks where in the Hewlett-Packard (HP) network of groups and sectors the Manufacturing Productivity Division should be placed. Provides a great deal of background regarding marketing, sales, and engineering at HP. It is thus possible to expand and broaden the discussion of the integration of the sales, marketing, and engineering functions at the division, group, sector, and corporate levels.

Focuses on the development of a "market driven" culture at Hewlett-Packard (HP); the conflict between autonomous, well integrated divisions making products responsive to their own markets and a greater degree of systems integration at the corporate level; and the integration of the sales, marketing, and research and development functions.

Highlights the issue of high employee turnover in a multi-site, international subsidiary of a large resort company. Also described are service-quality problems the company has because the amount of value added through employee interaction with customers is high. Analysis of recruiting and hiring as a process flow is required to analyze the situation. There is also a cross-cultural issue due to a structural imbalance in the ratio of non-American (primarily French) managers to American managers.

Provides an update to the global competitive interaction between Caterpillar and Komatsu described in companion cases Caterpillar Tractor and Komatsu Ltd. Caterpillar's response to Komatsu's growing market share is outlined, then the impact of rapidly changing dollar/yen exchange rates provides Caterpillar with an interesting pricing decision.

Brings the history of People Express up to the summer of 1986. Raises the question of whether its innovative human resource policies were successful pr problematic.

Describes People Express business strategy and whether it was successful. Describes changing environment in the airline industry and asks students to make decisions concerning a new business strategy for People Express. Follow-up to the (A) case.

Describes situation facing Don Burr at People Express in May of 1985. Purpose is to get students to make a business policy decision. Follow-up to People Express - March 1984.

A completely unexpected telephone call comes from the Jamaican Prime Minister. The government's position provides an interesting look into government-business relationships, especially in third-world nations.

Supplement the (A) case. This is a rewritten version of an earlier supplement by D.D. Wyckoff.

Supplements the (A) case.