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Supplements the (B) case.

Describes Southwest's response to a competitive fare cut and the results, bringing the action up to late March 1973, when management must make additional decisions on marketing strategy with both short- and long-range implications. Southwest Airlines (C) should not be used with this case.

Covers events between November 1973 and February 1974.

A consumer attitude survey involving more than 1,000 cranberry users has been conducted. Multivariate statistical procedures including factor analysis, cluster analysis and multiple discriminant analysis have been employed to suggest four attitude segments in the marketplace. The research team has suggested changes in product and advertising strategy. What should management do next? Provides an example of psychographic research procedures applied to a commodity grocery product. No special statistical competence is assumed on the part of the student.

Supplements the (A) case.

Supplements the (A) case.

Growth in demands on the bank's "back office" required a totally new approach to management. New stress on systems orientation, objectives, measurement, process design and control has resulted in lower costs, fewer people, and higher quality. Also resulted in fear, suspicion, and alienation in middle management. How to get the benefits of change without the unanticipated consequences?

Provides details of the mining agreement between Bougainville Copper and the government of Papua New Guinea; some historical, cultural, social, political, and economic information on Papua New Guinea; and historical and financial information on Bougainville Copper. Designed for use in negotiation planning and bargaining studies from either the government's or the company's point of view.

MRC, Inc. faces a decision regarding entry into the production of polyester fiber in competition with much larger firms. An updated version of an earlier case by J.H. McArthur.

Supplements the case.

Supplements the (A) case.

Introduces the students to the principals of Dansk Design.

Personal history of David Alpert, with emphasis on psychoanalytic developmental issues.

Set in 1965, at a time when the company's mix of "sales" was shifting increasingly to customer leasing of its computers, the student is asked to evaluate possible revisions in the policies for depreciating the cost of a leased computer.

Details the behavior of line managers, management staff, and workers in response to long-established control system developed by corporation headquarters.

Describes the events leading to deterioration of a goose farming operation.

Discusses the reorganization of Texas Instruments Metals & Controls Division, the formulation of the profit plan, and the courses of action available to the manager in the face of his department's failure to meet forecasted sales and profits.

Presents a problem set.

Presents solutions.

Presents a problem set.