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- Faculty Publications (753)
- December 1989 (Revised February 1993)
- Case
Frito-Lay, Inc.: A Strategic Transition (C)
In 1989, Frito-Lay designed an information technology infrastructure to support time-based competition and organizational restructuring. The company planned to provide timely flexible information to all major decision makers at all levels. This case describes the... View Details
- September 1989 (Revised July 1991)
- Case
Caterpillar, Inc.: George Schaefer Takes Charge
For over half a century, Caterpillar, Inc. (CAT) had been a world leader in the manufacture of earthmoving and construction machinery. In 1982, just months after it recorded the highest sales and profits in its history, CAT experienced its greatest crisis. Demand fell... View Details
Keywords: Machinery and Machining; Crisis Management; Labor Unions; Demand and Consumers; Management Teams; Problems and Challenges; Competitive Strategy; Business Strategy; Organizational Change and Adaptation; Manufacturing Industry; Agriculture and Agribusiness Industry; Industrial Products Industry
- June 1989 (Revised July 1993)
- Case
CIGNA Worldwide
By: John A. Quelch
A CIGNA Worldwide (CWW) task group of European country directors and key functional managers is meeting in November 1988 to discuss how CWW should respond to the European Community's plan to remove existing internal barriers and restrictions to the free flow of goods... View Details
- April 1989 (Revised January 1994)
- Case
Novo Industri
By: Michael E. Porter and Michael J. Enright
Describes the structure of the insulin industry, a treatment for diabetes and Novo's strategy and competitive position in early 1982. The industry is undergoing significant change and Novo must decide how to defend and build its international position. Designed as an... View Details
- February 1989 (Revised October 1994)
- Case
Asahi Breweries Ltd.
Focuses on competitive repositioning, organizational renewal, and personal leadership. Describes how Asahi Breweries was faced with a major capacity expansion decision after succeeding in increasing market share dramatically in the traditionally stable Japanese beer... View Details
- November 1988 (Revised July 1997)
- Case
Technology Transfer at a Defense Contractor
By: Linda A. Hill
At a time of great changes in the corporate environment, Larry Yoshino, a design lab manager at Parsons Controls Corp., faces a delay in a costly defense project due to the inability of one of his subordinates to gain the cooperation of engineers at Parsons'... View Details
- October 1988 (Revised November 1988)
- Case
Du Pont: Biotechnology in Agricultural Products
By: Ray A. Goldberg
- October 1988 (Revised November 1988)
- Case
NutraSweet Co.: Technology to Tailor-Make Foods
By: Ray A. Goldberg
- September 1988
- Case
Frontier Airlines, Inc. (A) (Condensed)
Describes a regional airline that is on the losing end of a strategic application of information technology. Management is focusing on internal data processing issues while its principal, and larger, competitor is using its computerized reservations system to gain... View Details
- September 1988 (Revised November 1988)
- Case
American Rice: A Farmers Cooperative Goes Public
By: Ray A. Goldberg
- September 1988
- Case
Skil Corp.
The portable electric power tool market in the United States was approximately $1.1 billion in 1979. There were about a dozen manufacturers competing in the U.S. market, of which five were U.S. companies. Skil was the third largest U.S. competitor. Skil was acquired by... View Details
- August 1988 (Revised April 1998)
- Case
IBM 360: Giant as Entrepreneur
By: Joseph L. Bower
Presents the ingredients that went into a major entrepreneurial shift by IBM--investing $5 billion into a new product line that would obsolete any existing computer product line offered by the competition, or by IBM itself. The economic and technical challenges of this... View Details
- May 1988 (Revised November 1990)
- Case
Airbus vs. Boeing (B): The Storm Intensifies
Discusses the growing competition faced by U.S. producers of civil aircraft due to the success and expanding product line of Airbus Industries. Designed to foster discussion of international trade policy as it affects producers in the industry and to encourage firm... View Details
Keywords: Trade; Policy; Negotiation; Competition; Competitive Strategy; Aerospace Industry; United States
- May 1988 (Revised March 1990)
- Case
Matsushita Electric Industrial (MEI) in 1987
By: Christopher A. Bartlett and Sumantra Ghoshal
Describes the development of Matsushita's international operations and the building of its dominant competitive position in the consumer electronics industry. Picks up the major challenges facing the company in 1987 as both its product focus and geographic posture are... View Details
- November 1987 (Revised March 1993)
- Background Note
Global Semiconductor Industry--1987
By: David B. Yoffie
In 1987, the global semiconductor industry was coming out of the deepest recession in its 40 year history. The note examines the competitive dynamics of this industry over time, the nature of its technology, and the sources of competitive advantage. The role of buyer... View Details
- October 1987
- Case
Philips Group--1987, The
By: Francis Aguilar and Michael Y. Yoshino
Discusses how Philips, a major Dutch-based multinational company, attempts to bring about a fundamental change in its strategy, organization, and culture in response to a rapidly changing market and competitive environment. View Details
- November 1986 (Revised June 1987)
- Case
Fieldcrest Division of Fieldcrest Mills, Inc.: Compensation System for Field Sales Representatives
Focuses on the compensation plan for Fieldcrest sales representatives. Management is reviewing the structure of the plan and must decide how to establish compensation goals and guidelines for the following year so that sales efforts are allocated among products and/or... View Details
- October 1986 (Revised November 1988)
- Case
B-W Footwear
By: David B. Yoffie
As import penetration into the American footwear market reached 81% in 1986, B-W Footwear, along with all of its American competitors, was struggling. Supply lines were deteriorating, retailers and importers were gaining power, and the government had rejected two... View Details