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Supplements the (A) case.

Confidential Instructions for Tulian Negotiators for "Tulia and Ibad", PON625.

Confidential Instructions for Ibadi Negotiators for "Tulia and Ibad", PON625.

Confidential Instructions for OAU Mediators for "Tulia and Ibad", PON625.

On June 25, 1950, the US Ambassador to the Republic of Korea received an alarming call from his deputy chief, E.F. Drumright, warning him that the communists were hitting along the front. The invasion caught the Republic of Korea and its American counterparts by surprise. This case chronicles the events that took place directly following North Korea's invasion of the 38th Parallel. It examines the strategic decisions that were made during this era, centering on the ways in which the US Department of State dealt with the attack and subsequent conflicts for a greater Korea. Part A looks at these events in detail and includes excerpts recalling the events from President Truman's memoirs. Part B presents more details on the events that transpired at Manchuria and the Rhineland. It also explains the role of China, Ethiopia, Spain, Austria, and then Czechoslovakia. Much of this is done through Truman's vantage point. HKS Case Number 299.0

Supplements the case. Designed as an in-class handout.

Discusses the purchase and installation of automated cutting equipment in a medium-sized furniture factory. The equipment has so far failed to cut costs as expected and the management is attempting to discover what the problems are and what can be done to remedy them.

Supplements the (B1) through (B10) cases.

Describes Allied's cooperative approach to government relations and the approach of some of the regulatory agencies Allied deals with. Based mainly on quotes from Allied and government officials. Asks the student to evaluate Allied's government relations--in general and in the light of three product decisions.

Supplements the (B) case.

The management of Hanson is examining its near-term cash needs and the possible longer-term generation of earnings and cash.

Federal Express is a small-package airline operating throughout the United States. After initial heavy losses, it is now profitable. Management is examining the services offered by the firm and believes that there is great potential for "Courier Pak," an overnight document delivery service with presently limited sales. Emphasizes product line policy and market analysis.

The Marketing Director for Federal Express, a fast growing freight airline specializing in small packages, must select a strategy to achieve a big sales increase for one of the company's services. First he must decide on the relative emphasis to place between advertising and personal selling, then he must formulate specific plans to reach the new sales target within six months. Nine pages of exhibits show examples of previous advertising by Federal Express and its competitors, and provide data on print and broadcast advertising costs and audiences.

Details the negotiation between Amicon and three potential licensees, Jackson, Maynard-Smith and Behrstein.

Details the negotiations between Amicon and one potential licensee, Jackson.

Provides a complete description of the processes used in preparing a budget (annual operating plan). Starting with basic product line decisions, management prepares a budget that integrates production and marketing within constraints of financial feasibility. The budget is the basis for internal control of operations and for negotiations with banks for seasonal financing.

Supplements the (A) case.

Supplements the (A) case.

Designed as a class hand-out after discussion of the (A) case.

Designed as a class hand-out after discussion of the (A) and (B) cases.