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In the (A) case, Copeland had to choose between focusing its Sidney plant by product line or by manufacturing process. Now that it has made that decision, a plant layout must be selected from two alternatives.

In the preceding case, Copeland had to choose between two alternative plant layouts for organizing its Sidney plant. Now it must get work force approval for a change in "bumping" rules before proceeding with the change. Management must decide how to proceed--to continue with the reorganization, delay the moving of equipment and personnel, or drop the project completely.

Intended for distribution during class, this case contains one set of answers to the (A1) case. It introduces the concept of a Gantt chart and discusses issues raised by the case such as the value of labor flexibility. The open-ended questions in the (A1) case are only partially answered to encourage further student creativity.

This case discusses the effect import taxes had on Harley-Davidson. Using statistics on "average unit value" of 790cc and larger imports, Harley determined that eh real value of imports had dropped by $883 between 1979 and 1982. As such, a tariff rate of 48% would be necessary to restore import values to their 1979 level. The case continues by documenting the process Harley Davidson underwent to propose and implement a tariff. Through Harley's process, Japanese cycle producers challenged Harley's case for a steep import. Japanese producers negotiated with Harley to find a solution that suits all parties. This case may be used to discuss demand elasticities, tariffs and regulations, and international business. It should be paired with HKS case This is HKS Case Number 780.0

This case is the sequel to HKS815, which discusses the effect import taxes had on Harley-Davidson. Using statistics on "average unit value" of 790cc and larger imports, Harley determined that eh real value of imports had dropped by $883 between 1979 and 1982. As such, a tariff rate of 48% would be necessary to restore import values to their 1979 level. The case continues by documenting the process Harley Davidson underwent to propose and implement a tariff. Through Harley's process, Japanese cycle producers challenged Harley's case for a steep import. Japanese producers negotiated with Harley to find a solution that suits all parties. This case may be used to discuss demand elasticities, tariffs and regulations, and international business. It should be paired with HKS816. This is HKS Case Number 780.1

A new project manager faces sixteen items in his in-basket when he reports for his first day of work with Hazelton International Limited. This case, along with An International Project Manager's Day (C), is a supplement to An International Project Manager's Day (A), and should be considered in conjunction with Hazelton International Limited.

A new project manager arrived on his first day of work to find an in-basket full of issues requiring his consideration. Hazelton International Limited, An International Project Manager's Day (A), and An International Project Manager's Day (B). Now, he finds additional items on which he must take action.

Two-party intra-organization negotiation between a company's financial and human resources officers regarding the amount of a budget increase. T. Boyd, a Vice President of Budget and Finance at Multimode, Inc., (a manufacturing firm) is about to meet J. Arnold, a Vice President of the Human Resource Development Office at Multimode. T. Boyd has formally met with other departments to discuss the upcoming year's budget as well as expected productivity increases.

Two-party intra-organization negotiation between a company's financial and human resources officers regarding the amount of a budget increase. T. Boyd, a Vice President of Budget and Finance at Multimode, Inc., (a manufacturing firm) is about to meet J. Arnold, a Vice President of the Human Resource Development Office at Multimode. T. Boyd has formally met with other departments to discuss the upcoming year's budget as well as expected productivity increases.

Describes events at Frontier from the time of the (A) case to the end of 1985. A brief description of regulations regarding the use of computerized reservations systems is also included.

Describes whether the company adopts the price-flex policy discussed in the (A) case. Price increase in steel strapping raw materials is rescinded by steel industry.

Continues the discussion of the price-flex policy described in the (A) case and the (B) case.

Signode's packaging division president makes a final decision on the price-flex policy.

Describes events and raises issues subsequent to Charlie McCall's acceptance of the job of CEO at CompuServe.

Describes events and raises issues subsequent to Charlie McCall's acceptance of the job as CEO at CompuServe.

Describes events and raises issues subsequent to Charlie McCall's acceptance of the job of CEO at CompuServe.

The Heinz Ketchup product manager discovers she does not have sufficient finished inventory and production capacity to meet trade demand for a new plastic bottle ketchup. Alternatives include cancelling promotion events and putting the trade on allocation.

Contains a description of some issues confronting management of CML Group. They have decided to go public, have selected an underwriting team, and must make final decisions about the size, composition and pricing of the issue. Because stock prices have fallen since the decision to go public was made, the company is faced with the prospect of lowering the number of shares to be sold, lowering the offering price, or withdrawing the issue altogether. Can be handed out at the end of class discussion of CML Group, Inc.: Going Public (B).

Presents a sequel to the (A) case, which features a diary-style account of "a day in the field" with Ray Burnett, a field sales representative for Waters Chromatography Division.

A brief summary from published sources of events between the time of the (A) case and mid-1985.