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- Faculty Publications (6,796)
- September 1994 (Revised September 1994)
- Case
Acer Group, The: Vision for the Year 2000
By: D. Quinn Mills and Richard C. Wei
In the early 1990s, Acer, Inc. set two goals: to be a top-five PC company worldwide in 1995 and to be a global consortium of companies by the year 2000. The company identified potential obstacles concerning capital, image, number of experienced international managers,... View Details
Keywords: Mission and Purpose; Goals and Objectives; Management Analysis, Tools, and Techniques; Organizational Structure; Global Strategy; Multinational Firms and Management; Experience and Expertise; Marketing Strategy; Production; Rank and Position; Business Strategy; Capital; Computer Industry; Japan
- August 1994 (Revised May 1995)
- Case
Engineering Inspection & Insurance Company
By: Robert H. Hayes
Engineering Inspection & Insurance Co. (EIIC) is a small but highly successful company that offers machinery and boiler inspection and insurance services. After years of above-average growth and profits, both are retreating toward the industry average, policy delivery... View Details
- July 1994 (Revised March 1995)
- Case
Microsoft: Multimedia Publications (B)
By: Marco Iansiti and Ellen Stein
Microsoft is about to release an apparently successful CD-ROM baseball product. The company is trying to determine what product(s) should be developed next, how it should organize itself, and what role it should play in the development of such products. View Details
- May 1994 (Revised September 1994)
- Case
STAR TV (A)
By: Michael Y. Yoshino and J. Peter Williamson
Concerns the decision whether or not to launch a satellite television service in Asia in the 1990-1991 period. STAR TV was a joint venture between Hutchison Whampoa and Li-Ka Shing and was established to launch such a service. Li-Ka Shing's son, Richard, was CEO.... View Details
- May 1994 (Revised August 1994)
- Case
Motorola-Elma
By: Shoshana Zuboff and Janis Lee Gogan
Motorola's old automative electronics plant in Arcade, outside Buffalo, New York, faced the prospect of closure in the mid-1980s, but leading customers persuaded Motorola to give the plant a second chance. The new plant manager, Dennis Fiehn, recognized that existing... View Details
- May 1994 (Revised August 1994)
- Case
Motorola-Penang
By: Shoshana Zuboff and Janis Lee Gogan
S.K. Ko managed Motorola's Penang, Malaysia factory, producing telecommunications components and equipment. As a female manager of a multi-ethnic and labor-intensive plant in Asia, Ko faced a number of challenges. She had already promoted quality circles and quality... View Details
- May 1994 (Revised November 1995)
- Case
Shawmut National Corporation's Merger with Bank of Boston Corporation (A)
By: Benjamin C. Esty
Presents the merger negotiations between Bank of Boston (BOB) and Shawmut National Corp. (SNC), two of the country's largest bank holding companies and requires students to value BOB's current offer for SNC. Provides an overview of recent events and trends in the... 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; Retail 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 October 2002)
- Case
Frito-Lay, Inc.: A Strategic Transition (1990-1992)
Describes the changes in structure, management systems, people, and processes instituted by the company. Provides students with an opportunity to explore the nature of "IT-enabled" organizational change and the process through which it is implemented. Also enables a... 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 October 2002)
- Case
Frito-Lay, Inc.: A Strategic Transition (1987-1989)
Describes the actions taken by the new CEO to return the company to profitability, to clarify the vision, and then to build the infrastructure (human, capital, and information) needed to support the long-term change in strategy and organization. Ends with senior... View Details
- April 1994 (Revised October 2002)
- Case
Frito-Lay, Inc.: A Strategic Transition 1980-1986
Describes the environmental, organizational, and information technology context in the late 1970s that led to the development of the initial vision for change and the actions taken to implement that vision. The case ends with the abrupt departure of the CEO as profits... View Details
- April 1994 (Revised March 1995)
- Case
China (C): Energy and the Environment
Describes energy and environmental policy in China during the period 1980-1993. China has implemented ambitious plans for electrification and the substitution of fossil fuels (mostly coal) for biomass. The environmental consequences of these changes, at the local and... View Details
- April 1994 (Revised October 2001)
- Case
Mrs. Fields, Inc. (1977 - 1987)
By: Lynda M. Applegate and Keri O. Pearlson
Describes a small company selling freshly baked goods through privately owned specialty stores (each store sells only Mrs. Fields products). The company has about 8,000 employees worldwide and less than 150 information systems people for a unique leverage of MIS... View Details
- March 1994 (Revised May 1994)
- Case
Lisa Benton (A)
By: Linda A. Hill
Lisa Benton is in her fourth month as an assistant product manager at Houseworld, a leading consumer products company. She has been on the job since graduating from the Harvard Business School, and she has been frustrated from the start by a lack of responsibility, by... View Details
- March 1994 (Revised December 2014)
- Case
Humana, Inc.: Managing in a Changing Industry
By: Stuart Gilson
Intensifying competition and change in the U.S. health care industry force a large integrated health-care provider to reassess its strategy of operating both hospitals and health insurance plans (HMOs). In an attempt to increase its stock price and operating... View Details