Publications
Publications
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(6,872)
- Faculty Publications (2,529)
- June 1994 (Revised October 2001)
- Case
Mrs. Fields, Inc. (1988-1992)
By: Lynda M. Applegate, Keri O. Pearlson and Randi Wade Purchia
Continues the story of Mrs. Fields Cookies. Explores the new challenges the company faced managing its geographic growth and its expansion of products and markets through combination stores. Details the decision of Debbi and Randy Fields to delegate management... View Details
- June 1994 (Revised September 1994)
- Background Note
Beating the Commodity Magnet
By: V. Kasturi Rangan and George T. Bowman
All markets follow a cycle of growth and maturity, then commoditization and decline. This note argues that while commoditization of an industry may seem inevitable, the better managed firms find a way to make money in the commodity cycle. These firms know how and when... View Details
- May 1994 (Revised October 1994)
- Case
Motorola Corp.: The View from the CEO Office
By: Shoshana Zuboff and Janis Lee Gogan
Motorola, a leader in semiconductors and telecommunications, embarked on an ambitious program of renewal beginning in the early 1980s, leading to dramatic improvements in the company's quality, cycle time, and growth. Much of this progress was attributed to a major... View Details
- May 1994
- Background Note
Managing Market Complexity: A Three-Ring Circus
Proposes models of organization that address the various product-market environments posed by the product life cycle. Frames these changes along the two dimensions of uncertainty and diversity. Offers three sets of organizational characteristics to reflect the three... View Details
- May 1994
- Case
Laura Ashley (C): Rebuilding and Transforming a Global Brand
By: Richard L. Nolan
Over the course of two years a CEO executes a business transformation strategy and key decisions. View Details
- May 1994 (Revised July 1995)
- Case
Taco Bell--1994
Taco Bell CEO, John Martin, boldly proclaims a growth goal of 200,000 points of access by the year 2000 (the company had approximately 3,600 in 1991). To realize such growth, Martin embraces a philosophy of continual change. The implications for Taco Bell are dramatic... View Details
Keywords: Information Technology; Food; Organizational Structure; Organizational Culture; Human Resources; Brands and Branding; Organizational Change and Adaptation; Goals and Objectives; Change Management; Expansion; Business Growth and Maturation; Communication; Growth and Development Strategy; Food and Beverage Industry; Food and Beverage Industry; United States
- May 1994 (Revised November 1994)
- Case
PepsiCo: A View from the Corporate Office
Describes the three business segments of PepsiCo (beverages, snack foods, and restaurants). It then explores the competitive environment within each segment and the response of PepsiCo's businesses. It seeks to show how PepsiCo CEO, D. Wayne Calloway, in a very... View Details
- April 1994 (Revised May 1995)
- Case
Laura Ashley (A): A New CEO Takes Charge
By: Richard L. Nolan
In a turnaround situation, a new CEO must take actions in the short term to gain control and exercise executive leadership and lay groundwork to formulate a long-term strategy to rebuild a viable business. View Details
- April 1994 (Revised January 1995)
- Case
StarKist (A)
Set in April 1990, this case focuses on H.J. Heinz and its subsidiary, StarKist, the largest producer of canned tuna in the United States. During the 1980s, the public became increasingly concerned about tuna fishing practices that killed dolphins. StarKist was the... View Details
- April 1994 (Revised September 1994)
- Case
KENETECH Corporation
Involves a strategic decision about how fast to ramp up sales. Improvements in technology have driven down the cost of electric power generated from wind turbines to the point where they are competitive with fossil-fuel plants. KENETECH needs to raise equity capital to... View Details
- December 1993 (Revised June 2000)
- Case
Kochman, Reidt + Haigh, Inc.
By: Richard S. Ruback and Roy Burstin
A small company faces the dilemma of how to finance growth (i.e., internally generated cash flows vs. outside financing sources). An innovative concept positions the company in promoting a niche within the kitchen-cabinet industry and in looking for an optimal way of... View Details
- November 1993 (Revised September 2018)
- Case
Rudi Gassner and the Executive Committee of BMG International (A)
By: Linda Hill and Katherine Seger Weber
Explores the roles of CEO Rudi Gassner and the 9-person executive committee in leading BMG International. BMG International is the international music subsidiary of Bertlesmann, a German company that is the second-largest media conglomerate in the world. Describes a... View Details
Keywords: Managerial Roles; Management Teams; Decision Making; Business Plan; Growth and Development Strategy; Global Strategy; Leadership Style; Organizational Culture; Business Subsidiaries; Business Conglomerates; Cost Management; Change Management; Media and Broadcasting Industry; Media and Broadcasting Industry; Germany
- October 1993 (Revised October 1996)
- Case
Paragould City Cable
Unhappy with the prices provided by the local, privately owned cable television operator, the city of Paragould, Arkansas constructs a competing municipally owned cable system. Once in operation, Paragould City Cable faces vigorous competition from the incumbent... View Details
- October 1993 (Revised September 1996)
- Case
BANC ONE - 1993
By: Hugo Uyterhoeven and Myra M. Hart
From a small local bank, Banc One has grown to one of the largest and most profitable banks in the United States under the leadership of its CEO, John B. McCoy. It has an impressive track record of improving the performance of its acquisitions while retaining the... View Details
- October 1993 (Revised February 1995)
- Case
Dendrite International
By: Frank V. Cespedes and Marie Bell
Dendrite International is a $23 million (1992 revenues) supplier of sales automation software to pharmaceuticals companies in Europe, Japan, and the United States. The firm's strategy has depended on being a full-service supplier to multinational firms. Impending... View Details
- October 1993 (Revised September 1994)
- Case
Catalina Marketing Corp.
By: David E. Bell, Walter J. Salmon and Dinny Starr
Catalina Marketing is a very successful marketing service firm. Their current customers include major supermarket retailers and consumer products manufacturers nation-wide. Catalina provides a unique way for these clients to distribute coupons for their products via... View Details
- September 1993 (Revised December 1993)
- Case
Cott Corp.: Private Label in the 1990s
By: Ray A. Goldberg and Robert S. Kaplan
Private label cola, Cott, gets 30% of the market in Canada. How does it move into the U.S. market? How do retailers evaluate its benefit costs? Does Cott use an existing structure or build new ones? Does Cott diversify from drink to snack foods? View Details
- September 1993
- Case
Manufacturing at ALZA: The Right Prescription? (A)
ALZA, a company specializing in drug delivery systems such as transdermal patches, considers manufacturing its own products. Until now, the company has conducted research and development on its patented system but has then licensed the technology to client-partner... View Details
Keywords: Business or Company Management; Technological Innovation; Innovation and Management; Growth and Development Strategy; Problems and Challenges; Production; Research and Development; Organizational Change and Adaptation; Medical Devices and Supplies Industry; Medical Devices and Supplies Industry