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- May 1994 (Revised August 1994)
- Case
Motorola: Government and Systems Technology Group
By: Janis Lee Gogan, Donna B. Stoddard and Shoshana Zuboff
Keywords: Electronics Industry
- May 1994
- Background Note
Reorienting Channels of Distribution
Traditionally, distribution channels have been viewed as vertical marketing systems where responsibility was transferred from one layer to the next, like passing a baton in a relay race. Distribution channels in the future are likely to look more like horizontal... 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
- Case
Intel Corp.: Leveraging Capabilities for Strategic Renewal
By: Christopher A. Bartlett and Ashish Nanda
Traces the history of Intel from its earliest days as a technology-driven memory company to its emergence as an increasingly market-focused microprocessor company with emerging systems capabilities. The focus is on the strategic, organizational, and management... View Details
- March 1994
- Case
Bose Corp.: The JIT II Program (A)
By: Roy D. Shapiro and Bruce Isaacson
Bose Corp. is evaluating an unusual plan to manage relationships with vendors that supply components for Bose speakers. The company must decide: 1) which planning and ordering activities should be performed by Bose and which can be performed by vendors, 2) how much... View Details
- March 1994 (Revised September 1995)
- Case
Enron Gas Services
By: Peter Tufano
The CEO of Enron Gas Services (EGS), a subsidiary of the largest U.S. integrated natural gas firm, considers the risks and opportunities of selling a variety of natural gas derivatives, both embedded in gas delivery contracts and as free-standing financial contracts.... View Details
- January 1994
- Case
ABC Sales and Service Division: A Case Study of Personal and Organizational Transformation
By: D. Quinn Mills, Brock W. Orwig, Janet M. Pumo, Todd C. Stilson and Richard C. Wei
In the midst of dramatic changes in the information systems industry and declining profits at the ABC Co., the vice president in charge of the sales and service division, Jeff, and his managers attempt to transform their division. The transformation gets off to a good... View Details
- January 1994 (Revised February 2001)
- Case
PepsiCo's Restaurants
In 1992 PepsiCo is considering two opportunities to expand its restaurant business, Carts of Colorado, a $7 million manufacturer and merchandiser of mobile food carts, and California Pizza Kitchen, a $60 million chain in the casual dining segment. The discussion... View Details
- January 1994 (Revised May 1995)
- Case
Xerox: Design for the Environment
In 1990, Xerox undertook an "Environmental Leadership Program" designed to make Xerox an industry leader in non-polluting operations, recycling, and products actually designed for the environment. This effort flowed naturally out of the system of total quality... View Details
- 1994
- Chapter
Competition Policy and Privatization: An Organizational Perspective
By: James Langenfeld and Dennis Yao
Competition (antitrust) policies in Central and Eastern Europe need to address both short-term problems associated with the transition to a market economy as well as the development of institutions suitable for a mature market economy. In this paper we employ an... View Details
- December 1993 (Revised November 1995)
- Case
Wetherill Associates, Inc.
By: Lynn S. Paine
Top managers of Wetherill Associates, Inc., a small, privately held distributor of electrical parts to the automotive aftermarket, are considering whether to modify the company's compensation system for its salesforce. The management wants a compensation system that... View Details
- November 1993 (Revised March 1997)
- Case
Romeo Engine Plant
By: Amy P. Hutton and Robert S. Kaplan
A newly reopened automobile engine plant has been organized along total quality and teamwork principles. Employees now is to solve problems and ensure quality, rather than watch parts being produced. New operating and financial systems have been installed to promote... View Details
- October 1993 (Revised July 1997)
- Case
Measure of Delight: The Pursuit of Quality at AT&T Universal Card Services (A)
By: Roy D. Shapiro and Michael D. Watkins
AT&T's Universal Card Services (UCS) has been extremely successful during its short lifetime. Dedicated to improving service quality and customer satisfaction, chief quality officer Rob Davis and his quality team have designed and put into place an unusual measurement... View Details
- October 1993 (Revised September 1994)
- Case
Northern Telecom (A): Greenwich Investment Proposal (Condensed)
By: Robert J. Dolan
The business products division has developed a business proposal asking for $50 million to fund the creation of a new telephone system for the small business market. The company's last entry into this marketplace lost $70 million. The new product would face 100... View Details
- September 1993 (Revised August 2011)
- Exercise
ExtendSim® Simulation Exercises in Process Analysis (A)
By: Roy D. Shapiro
First set of exercises meant to be used with ExtendSim, a simulation system created by Imagine That, Inc. of San Jose, California. These exercises allow students to investigate the impact of variable processing times on the performance of simple in-line processes.... View Details
- September 1993 (Revised December 1993)
- Background Note
Note on Pricing and Public Policy
Surveys a number of essential issues related to pricing and public policy in market economies. Begins with a brief review of the price-determination process in competitive markets, then examines a range of topics involving pricing and public policy in monopoly and... View Details