Publications
Publications
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(3,606)
- Faculty Publications (942)
- September 1992 (Revised October 1992)
- Case
Acid Rain: The Southern Co. (B)
In addition to the issues of expected cost minimization elucidated in Acid Rain: The Southern Co. (A), problems involving regulatory uncertainty are critical to the firm's Clean Air Act compliance strategy. The regulatory uncertainty affects, and is affected by, the... View Details
- September 1992
- Article
Activity-based Systems: Measuring the Costs of Resource Usage
By: Robert S. Kaplan and Robin Cooper
- August 1992 (Revised July 2013)
- Case
ChemBright, Inc.
ChemBright is a small start-up company that manufactures private-label household chemicals. The company sells its products to grocery chains in the New England area. Its strategy is based on a significant logistics-based cost advantage. The primary case decisions are... View Details
- May 1992 (Revised January 2000)
- Case
Asea Brown Boveri: The ABACUS System
By: Robert L. Simons
Describes the computer-based information system (ABACUS) used to monitor and control business operations in a complex, global company. Describes the technical attributes of the database system, financial reporting requirements, target setting and profit calculations on... View Details
- May 1992 (Revised May 2002)
- Case
NIKE in Transition (B): Phil Knight Returns
After returning to the CEO/COO job, Phil Knight makes changes to Nike's strategy, organization, and management between 1983 and 1987 aimed at making Nike more responsive to the market place. He takes cost-cutting measures, and experiments with several management and... View Details
- May 1992
- Article
Coordination in Split-Award Auctions
By: James J. Anton and Dennis Yao
We analyze split award procurement auctions in which a buyer divides full production between two suppliers or awards all production to a single supplier, and suppliers have private cost information. An intriguing feature of split awards is that the equilibrium bids are... View Details
- February 1992 (Revised March 1993)
- Case
Intel Corp.--1992
By: Kenneth A. Froot
Intel Corp., the world's dominant designer and manufacturer of microprocessors (the "brains" of the personal computer), has accumulated a large amount of cash (net of debt). Furthermore, it expects to continue to accumulate cash at an unprecedented rate. Has the... View Details
- February 1992 (Revised April 1993)
- Case
Acid Rain: The Southern Co. (A)
The Southern Co., an electric utility, is planning its compliance with the 1990 amendments to the Clean Air Act. The Act established a system of tradeable permits for sulfur dioxide emissions. The company must decide whether to install pollution control equipment and... View Details
- 1992
- Book
Implementing Activity-Based Cost Management: Moving from Analysis to Action
By: Robert S. Kaplan, Robin Cooper, Larry Maisel, Eileen Morrissey and Ronald M. Oehm
Keywords: Activity Based Costing and Management
- December 1991 (Revised October 1998)
- Case
Eli Lilly and Co.: Manufacturing Process Technology Strategy--1991
By: Gary P. Pisano, Steven C. Wheelwright and Jonathan West
Outlines the evolution of Lilly's corporate manufacturing strategy over the past decade. The corporate vice president of manufacturing must decide on the next phase of Lilly's strategy for the early 1990s, as well as to what extent and what role process development... View Details
- November 1991 (Revised August 1994)
- Background Note
Relevant Costs and Revenues
Develops the idea that the relevance of costs and revenues depends on what decisions are under consideration. Revenues and costs are relevant if they would be different under one decision choice than under the other. Teaching purpose: Basic background material for... View Details
- November 1991 (Revised December 1996)
- Case
Pressco, Inc.--1985
A capital budgeting problem is viewed from the context of a marketing representative attempting to make a sale of energy saving heavy industrial equipment. Tax law changes promise to have a significant impact on the customer's decision process. Teaching purpose: To... View Details
- November 1991 (Revised October 1993)
- Supplement
British Airways: ""Go for It, America!"" Promotion (B)
Provides details on the results of the campaign for British Airways (BA) in terms of expenditure by BA, press coverage, effect on bookings, and effect on overall market share. View Details
- October 1991 (Revised November 1993)
- Case
Play Time Toy Co.
By: Thomas R. Piper
The president of a toy company is considering the adoption of level production in a business characterized by highly seasonal sales. The issues include balancing the cost savings and the inventory risk, estimating the seasonal financing need, and determining the... View Details
- October 1991 (Revised September 1998)
- Case
Maxwell Appliance Controls
By: Robert S. Kaplan
A profitable manufacturing division of a large company is looking for new ways to identify sources of productivity improvements. Led by its senior finance officer, an activity-based cost system is developed to identify activities performed for its highly varied product... View Details
- May–June 1991
- Article
Profit Priorities from Activity-Based Costing
By: Robin Cooper and Robert S. Kaplan
- spring 1991
- Article
Breaking the Cycle of Failure in Services
By: Leonard A. Schlesinger and James Heskett
Most managers recognize that good service is a direct result of having effective, productive people in customer contact positions. However, most service companies perpetuate a cycle of failure by tolerating high turnover and expecting employee dissatisfaction. This... View Details
- February 1991 (Revised October 1991)
- Case
Fenchel Lampshade Co.
Describes the proposed purchase of a lampshade manufacturer by Steven and Michele Rogers, recent graduates of the Harvard Business School. Focuses on their plans to raise the capital necessary to buy the company. Among the issues raised are how to structure the deal... View Details
- November 1990 (Revised June 1991)
- Case
American Airlines (A): Strategy in the 1990s
By: Jay W. Lorsch and Gary W. Loveman
American Airlines is pursuing a growth strategy through international and domestic route expansion. At the same time, the airline is working hard to cut costs while trying to provide the best customer service possible. Is this strategy achievable given the recent surge... View Details
- November 1990 (Revised April 1999)
- Case
General Motors: Packard Electric Division
Packard Electric is the division of General Motors (GM) that does all of the electrical wiring and cabling for GM automobiles. They developed a new approach for passing the cables through the firewall between the engine and passenger compartments. The new technology... View Details