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Publications
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(3,672)
- Faculty Publications (1,015)
- January 1993 (Revised November 1993)
- Case
FCB and Publicis (B): Managing Client and Country Diversity
Discusses FCB and Publicis, partners in a global advertising agency alliance, working together with their clients to provide excellent service. May be used with FCB and Publicis (A): Forming the Alliance and (C): The German-Led Network. View Details
- January 1993 (Revised April 1993)
- Case
Chadwick, Inc.: The Balanced Scorecard
By: Robert S. Kaplan
The pharmaceutical division of a diversified company has been asked to develop a Balanced Scorecard. Research and development projects take about ten years to bring a new product to the marketplace and the division depends on good relations and active feedback from its... View Details
- August 1992 (Revised June 1993)
- Case
Euro Disney: The First 100 Days
By: Gary W. Loveman and Leonard A. Schlesinger
The Walt Disney Co. theme parks historically have thrived on the basis of a formula stressing excellent customer service and a magnificent physical environment. The formula has proven successful in Japan, as well as the United States. With the controversial opening of... View Details
- May 1992 (Revised May 1993)
- Supplement
Jan Carlzon: CEO at SAS (B)
Summarizes Carlzon's new focus externally on building alliances and acquiring travel service companies. Describes the financial problems resulting from the recession and the Gulf War crisis. Designed as an in-class handout to highlight the long-term management... View Details
- May 1992 (Revised November 1992)
- Case
Fabtek (A)
By: Rowland T. Moriarty Jr., Benson P. Shapiro and Craig E. Cline
Concerns the selection and scheduling of orders by a small industrial titanium fabricator that in recent months has been plagued by poor deliveries and a lack of capacity. Four orders are offered, from which the student must select one. Each order represents different... View Details
- February 1992 (Revised December 1992)
- Case
MCI Vision (A)
This case series focuses on divisional marketing and sales efforts concerning Vision, a new telecommunication product intended for the small business marketplace. Vision represents both a significant opportunity, and different field marketing requirements, for MCI.... View Details
- January 1992
- Background Note
Managing Sales Interfaces: An Introduction
Concerns issues involved in coordinating sales efforts with product management and customer service activities. First, discusses environmental factors that increase integration requirements among these groups, and why these factors make the field sales force a crucial... View Details
- August 1991 (Revised September 1994)
- Background Note
What Is Industrial Marketing?
Discusses the key distinguishing aspects of industrial as compared to consumer marketing. These differences are highlighted for organizational as well as marketing mix aspects. View Details
- March 1991 (Revised July 1993)
- Case
Kyocera Corp.
By: John P. Kotter
Examines the three factors critical to this company's remarkable success in the high tech field. The first factor is the founder, Dr. Inamori's powerful leadership. The second is the strong corporate culture or philosophy of the firm. The third element in Kyocera's... View Details
- January 1991 (Revised March 1992)
- Case
USA Today
By: Robert L. Simons
USA Today is a national newspaper struggling to achieve profitability. This case focuses on the use of management control systems to identify emerging opportunities and the formulation of new strategies. The interactive system used by top managers--the Friday... View Details
Keywords: Strategy; Competitive Advantage; Management Analysis, Tools, and Techniques; Managerial Roles; Forecasting and Prediction; Growth and Development Strategy; Risk Management; Labor and Management Relations; Organizational Change and Adaptation; Risk and Uncertainty; Journalism and News Industry; United States
- 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
- October 1990 (Revised September 1993)
- Case
Changing the Culture at British Airways
By: John P. Kotter
In just 10 years, 1980-1990, British Airways turned around both its declining image and financial situation. Focusing on the paramount importance of customer service, British Airways went from "bloody awful" to "bloody awesome." Experiencing a financial crisis in 1981... View Details
- May 1990 (Revised October 1993)
- Case
Cooper Pharmaceuticals, Inc.
Traces the 12-year career of a pharmaceutical salesperson, Bob Marsh, from recruitment to termination. Mr. Marsh has had an uneven career with Cooper Pharmaceuticals, Inc. (CPI) and, after a probationary period, is asked to resign. Following his termination, a number... View Details
- April 1990 (Revised March 1992)
- Case
Oakland A's: Baseball's Great Transformation
The Oakland A's baseball team underwent a major turnaround during the 1980s, both on the field and in the business office. One of the most significant improvements came in the area of customer service. The A's management believed that if they took care of their fans,... View Details
- March 1990 (Revised July 1991)
- Case
Digital Equipment Corp.: Complex Order Management
Describes the proposed creation of a low end 3000 configuration workstation using Digital's competitive advantage of offering a la carte configuration capability and ability to build different options for customers. Disadvantages of this 3000 configuration workstation... View Details
- February 1990 (Revised August 2001)
- Case
Merloni Elettrodomestici SpA: The Transit Point Experiment
By: Janice H. Hammond and Maura G Kelly
Merloni Elettrodomestici is a leading Italian manufacturer of domestic appliances. In 1986, an exposition for Merloni customers is scheduled at its Milano regional warehouse. During the two-month period preceding the event, when the warehouse must be free of inventory,... View Details
- November 1989 (Revised February 1992)
- Case
Ford Motor Co.: Dealer Sales and Service
Since Henry Ford founded Ford Motor Co., Ford vehicles have been sold and serviced the same way. By the late 1980s Ford began to consider making changes in its sales and service process. Two developments forced Ford to reconsider these processes. First, Ford found... View Details
- July 1989 (Revised April 2001)
- Case
Kanthal (A)
By: Robert S. Kaplan
Multinational company needs an improved cost system to determine the profitability of individual customer orders. Its strategy is to have significant sales and profitability growth without adding additional administrative and support people. The new cost system... View Details
- February 1989 (Revised December 1991)
- Case
Intel Corp.--1988
By: David B. Yoffie
In 1988, Intel had a spectacular year. However, Andy Grove, Intel's CEO, wanted to reevaluate the company's position in "systems"--Intel's OEM PC, boards, and supercomputer businesses. This case explores Intel's position in both the semiconductor industry and its... View Details
- February 1989
- Background Note
Note on Attracting Stakeholders
By: Amar Bhide and Howard H. Stevenson
Acquiring resources--or to put it more broadly, attracting stakeholders--is a basic entrepreneurial task. While every enterprise needs employees, customers, suppliers, and financiers who are willing to risk their time and money, attracting these "stakeholders" to an... View Details