個案總覽

The managing director of Benetton is faced with several issues concerning the adequacy of the company's organization to capitalize on the early success it has achieved in an important foreign market, the United States. Specifically, the case raises questions about whether Benetton should alter its strategy and form a U.S. subsidiary, the responsibilities that managers in such a subsidiary should hold, and other organizational changes that should be made at the company's Italian headquarters to accommodate such actions. In addition, it focuses on the management of the transition from an entrepreneurial to a professionally-managed stage of a company's development.

Presents the salesforce performance data of the Milford (A) case in a format suitable for spreadsheet analysis using a personal computer.

Fifteen years later, the company has achieved widespread recognition in the industry for its innovative designs, its quality products, and its highly ethical standards for business dealings. This case describes the organization, the plant, and current concerns.

Contains a description of some issues confronting management of CML Group as the company progresses toward making an initial public offering. Among the issues and topics addressed in the case are: considerations in choosing an underwriting team, the initial public offering market; IPOs as a mechanism for private investors to harvest their investment; and short-term management reactions to changing conditions in the stock market.

Contains a description of a set of related decisions confronting the management and directors of Business Research Corp. (BRC) in April of 1984. BRC needs more capital to finance continued development of the market for a full-text database comprised of Wall Street research and to finance a new business opportunity entailing electronic delivery of Wall Street research to institutional investors. However, in order to attract new money, the capital structure of the company must be changed. The pedagogic objectives in the case include: exposing students to the consequences of certain early stage financing decisions; raising the issue of conflict of interest among various stakeholders; and exposing students to the necessity for convergent iteration and flexibility in business plans.

Outlines the elements of a temporary sales agreement between Tokyo Electron Ltd. and Computervision Japan.

Presents sales data for 1983 and 1984.

Describes what has happened since the introduction of just-in-time production techniques were developed to reduce inventory. Reviews the progress to date in such areas as process rationalization; set-up reduction; quality improvement and leveling the scheduling; and discusses options for the future. The aim of the case is to show students the details of implementing a new production method.

Traces the efforts of Patrick Rich, CEO of Alcan Europe, to bring the company into a stable, profitable situation after having lost $120 million in 1982. Focuses on a wide variety of issues, including setting objectives and strategies for the region, creating appropriate coordinating mechanisms, achieving the appropriate degree of independence and coordination among the subsidiaries, maintaining a climate of frugality and capital constraints, and finally, achieving an appropriate organizational structure. Two videotapes are available from the Audio-Visual Department for HBS instructors' use with this case.

Two-party, multi-issue, scoreable negotiation between a manufacturer and a state environmental agency to reach a settlement over the manufacturer's pollution of a local river. Riverside Lumber is a pulp manufacturer in a small town in the Pacific Northwest. Riverside regularly dumps effluent into a nearby river. The Division of Environmental Conservation (DEC) claims that the effluent is toxic and jeopardizes the local salmon catch. Relations between the two parties have deteriorated. DEC has filed suit against Riverside in an attempt to close the plant. The trial date is three days away, and the parties are meeting to see if a last minute settlement is possible. Several issues will surface in the negotiation: Should Riverside be forced to purchase a special scrubber to neutralize the toxic effects of its effluent? Should Riverside be forced to close temporarily or permanently? Can DEC provide Riverside financial incentives to encourage cooperation?

Two-party, multi-issue, scoreable negotiation between a manufacturer and a state environmental agency to reach a settlement over the manufacturer's pollution of a local river. Riverside Lumber is a pulp manufacturer in a small town in the Pacific Northwest. Riverside regularly dumps effluent into a nearby river. The Division of Environmental Conservation (DEC) claims that the effluent is toxic and jeopardizes the local salmon catch. Relations between the two parties have deteriorated. DEC has filed suit against Riverside in an attempt to close the plant. The trial date is three days away, and the parties are meeting to see if a last minute settlement is possible. Several issues will surface in the negotiation: Should Riverside be forced to purchase a special scrubber to neutralize the toxic effects of its effluent? Should Riverside be forced to close temporarily or permanently? Can DEC provide Riverside financial incentives to encourage cooperation?

Each team is composed of representatives from its country's Ministries of Foreign Relations, War, and Finance-each of which has a different perspective of the national interest. During the middle of the negotiations, war breaks out. Each side receives a telegram blaming the war on the other side, but the military situation is so fluid that each side is also instructed to seek a cease-fire, a withdrawal of troops, and a resolution of the border, on the best possible terms. Any cease-fire must take into account the fact that where the troops end up will very likely determine the de facto border, unless other arrangements are carefully made.

Each team is composed of representatives from its country's Ministries of Foreign Relations, War, and Finance-each of which has a different perspective of the national interest. During the middle of the negotiations, war breaks out. Each side receives a telegram blaming the war on the other side, but the military situation is so fluid that each side is also instructed to seek a cease-fire, a withdrawal of troops, and a resolution of the border, on the best possible terms. Any cease-fire must take into account the fact that where the troops end up will very likely determine the de facto border, unless other arrangements are carefully made.

Each team is composed of representatives from its country's Ministries of Foreign Relations, War, and Finance-each of which has a different perspective of the national interest. During the middle of the negotiations, war breaks out. Each side receives a telegram blaming the war on the other side, but the military situation is so fluid that each side is also instructed to seek a cease-fire, a withdrawal of troops, and a resolution of the border, on the best possible terms. Any cease-fire must take into account the fact that where the troops end up will very likely determine the de facto border, unless other arrangements are carefully made.

Each team is composed of representatives from its country's Ministries of Foreign Relations, War, and Finance-each of which has a different perspective of the national interest. During the middle of the negotiations, war breaks out. Each side receives a telegram blaming the war on the other side, but the military situation is so fluid that each side is also instructed to seek a cease-fire, a withdrawal of troops, and a resolution of the border, on the best possible terms. Any cease-fire must take into account the fact that where the troops end up will very likely determine the de facto border, unless other arrangements are carefully made.

Each team is composed of representatives from its country's Ministries of Foreign Relations, War, and Finance-each of which has a different perspective of the national interest. During the middle of the negotiations, war breaks out. Each side receives a telegram blaming the war on the other side, but the military situation is so fluid that each side is also instructed to seek a cease-fire, a withdrawal of troops, and a resolution of the border, on the best possible terms. Any cease-fire must take into account the fact that where the troops end up will very likely determine the de facto border, unless other arrangements are carefully made.

Each team is composed of representatives from its country's Ministries of Foreign Relations, War, and Finance-each of which has a different perspective of the national interest. During the middle of the negotiations, war breaks out. Each side receives a telegram blaming the war on the other side, but the military situation is so fluid that each side is also instructed to seek a cease-fire, a withdrawal of troops, and a resolution of the border, on the best possible terms. Any cease-fire must take into account the fact that where the troops end up will very likely determine the de facto border, unless other arrangements are carefully made.

Mayers Tap, Inc. has decided to redesign its cost system. In this case, the budgeted costs have to be allocated to the machine level. The teaching objective is to demonstrate two-stage allocation and the sensitivity of cost data to allocation base selection.

Mayers Tap, Inc. has decided to redesign its cost system. In this case it uses three different cost center designs to determine how the new system should be designed. Students are asked to drop unprofitable products under the three scenarios and explain the effects on the income statements. The teaching objectives are to demonstrate to students that the selection of cost centers is critical to the generation of accurate standard costs.

Supplements the (A) case.