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Strategic Management and Business Policy

by ;
Edition:
8th
ISBN13:

9780130651211

ISBN10:
0130651214
Format:
Hardcover
Pub. Date:
1/1/2002
Publisher(s):
Prentice Hall
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Summary

For senior-level and introductory graduate-level courses in Strategic Management and Business Policy. This comprehensive text offers an engaging look into new and traditional strategic management topics. Its thorough coverage helps students develop an understanding of the wide range of theories and research available in this fieldfrom competitive strategy and industry analysis to environmental trends and ethics. Integration of international issues throughout provides an essential understanding of global economics and its impact on business activities in any location.

Table of Contents

PART ONE Introduction to Strategic Management and Business Policy 1(50)
Basic Concepts of Strategic Management
1(24)
The Study of Strategic Management
2(3)
Phases of Strategic Management
3(1)
Benefits of Strategic Management
4(1)
Globalization and Electronic Commerce: Challenges to Strategic Management
5(2)
Impact of Globalization
5(1)
Impact of Electronic Commerce
5(1)
Global Issue: Regional Trade Associations Replace National Trade Barriers
6(1)
Theories of Organizational Adaptation
7(1)
Creating a Learning Organization
8(1)
Basic Model of Strategic Management
9(7)
Environmental Scanning
9(1)
Strategy Formulation
10(5)
Strategy Implementation
15(1)
Evaluation and Control
16(1)
Feedback/Learning Process
16(1)
Initiation of Strategy: Triggering Events
16(2)
Internet Issue: Triggering Event at Sun Microsystems
17(1)
Strategic Decision Making
18(4)
What Makes a Decision Strategic
18(1)
Mintzberg's Models of Strategic Decision Making
18(1)
Strategic Decision-Making Process: Aid to Better Decisions
19(3)
Impact of the Internet on Strategic Management
22(3)
Corporate Governance and Social Responsibility
25(26)
Corporate Governance: Role of the Board of Directors
26(10)
Responsibilities of the Board
27(2)
Members of a Board of Directors
29(1)
Theory As It Applies: Agency Theory Versus Stewardship Theory in Corporate Governance
30(2)
Global Issue: POSCO Adds a Non-Korean Director
32(1)
Nomination and Election of Board Members
33(1)
Organization of the Board
34(1)
Trends in Corporate Governance
35(1)
Corporate Governance: Role of Top Management
36(2)
Responsibilities of Top Management
36(2)
Social Responsibilities of Strategic Decision Makers
38(3)
Responsibilities of a Business Firm
38(2)
Corporate Stakeholders
40(1)
Ethical Decision Making
41(4)
Some Reasons for Unethical Behavior
41(2)
Encouraging Ethical Behavior
43(2)
Impact of the Internet on Corporate Governance and Social Responsibility
45(6)
Internet Issue: Governments Act to Protect Society by Regulating the Internet
46(4)
Part Ending Video Case: Newbury Comics, Inc.
50(1)
PART TWO Scanning the Environment 51(57)
Environmental Scanning and Industry Analysis
51(29)
Environmental Scanning
52(8)
Identifying External Environmental Variables
52(6)
Global Issue: Identifying Potential Markets in Developing Nations
58(1)
Identifying External Strategic Factors
59(1)
Industry Analysis: Analyzing the Task Environment
60(10)
Porter's Approach to Industry Analysis
60(4)
Industry Evolution
64(1)
Categorizing International Industries
64(1)
International Risk Assessment
65(1)
Strategic Groups
66(1)
Strategic Types
66(1)
Hypercompetition
67(2)
Using Key Success Factors to Create an Industry Matrix
69(1)
Competitive Intelligence
70(1)
Forecasting
71(2)
Danger of Assumptions
71(1)
Useful Forecasting Techniques
72(1)
Synthesis of External Factors---EFAS
73(1)
Impact of the Internet on Environmental Scanning and Industry Analysis
74(6)
Internet Issue: Competitor Information Available on the Internet
76(4)
Internal Scanning: Organizational Analysis
80(28)
A Resource-Based Approach to Organizational Analysis
81(3)
Using Resources to Gain Competitive Advantage
82(1)
Determining the Sustainability of an Advantage
82(2)
Value Chain Analysis
84(3)
Industry Value Chain Analysis
84(1)
Corporate Value Chain Analysis
85(2)
Scanning Functional Resources
87(13)
Basic Organizational Structures
87(1)
Corporate Culture: The Company Way
88(1)
Strategic Marketing Issues
89(1)
Global Issue: ABB Uses Corporate Culture as a Competitive Advantage
90(1)
Strategic Financial Issues
91(1)
Strategic Research and Development (R & D) Issues
92(3)
Strategic Operations Issues
95(2)
Strategic Human Resource Management (HRM) Issues
97(2)
Strategic Information Systems/Technology Issues
99(1)
Internet Issue: The Growing Global Internet Economy
99(1)
The Strategic Audit: A Checklist for Organizational Analysis
100(1)
Synthesis of Internet Factors---IFAS
101(1)
Impact of the Internet on Internal Scanning and Organizational Analysis
102(6)
Part Ending Video Case: Newbury Comics, Inc.
106(2)
PART THREE Strategy Formulation 108(83)
Strategy Formulation: Situation Analysis and Business Strategy
108(28)
Situation Analysis: SWOT Analysis
109(5)
Generating a Strategic Factors Analysis Summary (SFAS) Matrix
110(2)
Finding a Propitious Niche
112(1)
Global Issue: SAB Defends Its Propitious Niche
113(1)
Review of Mission and Objectives
114(1)
Generating Alternative Strategies Using a TOWS Matrix
114(1)
Business Strategies
115(16)
Porter's Competitive Strategies
117(9)
Cooperative Strategies
126(4)
Internet Issue: Business to Business at Cisco Systems
130(1)
Impact of the Internet on Business Strategy
131(5)
Strategy Formulation: Corporate Strategy
136(28)
Corporate Strategy
137(1)
Directional Strategy
138(13)
Growth Strategies
138(3)
Theory As It Applies: Transaction Cost Economics Analyzes Vertical Growth Strategy
141(2)
International Entry Options
143(1)
Global Issue: Wal-Mart Enters International Markets
144(2)
Controversies in Directional Growth Strategies
146(1)
Stability Strategies
146(2)
Retrenchment Strategies
148(3)
Portfolio Analysis
151(5)
BCG Growth-Share Matrix
151(2)
GE Business Screen
153(1)
International Portfolio Analysis
154(1)
Advantages and Limitations of Portfolio Analysis
155(1)
Corporate Parenting
156(3)
Developing a Corporate Parenting Strategy
156(1)
Parenting-Fit Matrix
157(2)
Horizontal Strategy and Multipoint Competition
159(1)
Impact of the Internet on Corporate Strategy
159(5)
Internet Issue: Global Online Population
160(4)
Strategy Formulation: Functional Strategy and Strategic Choice
164(27)
Functional Strategy
165(12)
Core Competencies
165(1)
The Sourcing Decision: Where Should Functions Be Housed?
166(2)
Marketing Strategy
168(1)
Financial Strategy
169(1)
Research and Development (R & D) Strategy
170(1)
Operations Strategy
171(1)
Global Issue: International Differences Alter Whirlpool's Operations Strategy
172(1)
Purchasing Strategy
173(1)
Logistics Strategy
174(1)
Internet Issue: Staples Uses Internet to Replenish Inventory from 3M
175(1)
Human Resources Management (HRM) Strategy
175(1)
Information Systems Strategy
176(1)
Strategies to Avoid
177(1)
Strategic Choice: Selection of the Best Strategy
177(7)
Constructing Corporate Scenarios
178(5)
Process of Strategic Choice
183(1)
Development of Policies
184(1)
Impact of the Internet on Functional Strategy
185(6)
Part Ending Video Case: Newbury Comics, Inc.
190(1)
PART FOUR Strategy Implementation and Control 191(86)
Strategy Implementation: Organizing for Action
191(26)
Strategy Implementation
192(1)
Who Implements Strategy?
193(1)
What Must Be Done?
194(3)
Developing Programs, Budgets, and Procedures
194(2)
Achieving Synergy
196(1)
How is Strategy to be Implemented? Organizing for Action
197(12)
Structure Follows Strategy
197(1)
Stages of Corporate Development
198(3)
Organizational Life Cycle
201(1)
Internet Issue: The Founder of the Modem Blocks Transition to Stage II
202(2)
Advanced Types of Organizational Structures
204(3)
Reengineering and Strategy Implementation
207(1)
Designing Jobs to Implement Strategy
208(1)
Theory As It Applies: Designing Jobs with the Job Characteristics Model
209(1)
International Issues in Strategy Implementation
209(3)
Stages of International Development
210(1)
Centralization Versus Decentralization
210(1)
Global Issue: FedEx Provides the Infrastructure for Companies to Become Global
211(1)
Impact of the Internet on Organizational Design and Structure
212(5)
Strategy Implementation: Staffing and Directing
217(24)
Staffing
218(7)
Staffing Follows Strategy
219(2)
Selection and Management Development
221(1)
Problems in Retrenchment
222(2)
International Issues in Staffing
224(1)
Leading
225(10)
Managing Corporate Culture
225(4)
Action Planning
229(2)
Management By Objectives
231(1)
Total Quality Management
232(1)
International Considerations in Leading
232(2)
Global Issue: Cultural Differences Create Implementation Problems in Merger
234(1)
Impact of the Internet on Staffing and Leading in Organizations
235(6)
Static Intranet Applications
235(1)
Dynamic Intranet Applications
236(1)
Internet Issue: Virtual Teams Use the Net to Operate at Long Distance
236(1)
Advantages and Disadvantages of Intranets
237(4)
Evaluation and Control
241(36)
Evaluation and Control in Strategic Management
243(1)
Measuring Performance
243(13)
Appropriate Measures
243(1)
Types of Controls
243(2)
Activity-Based Costing
245(1)
Primary Measures of Corporate Performance
246(2)
Internet Issue: ``Eyeballs'' and ``MUUs'': Questionable Performance Measures
248(4)
Primary Measures of Divisional and Functional Performance
252(2)
International Measurement Issues
254(1)
Global Issue: The Impact of Piracy on International Trade
255(1)
Strategic Information Systems
256(1)
Enterprise Resource Planning (ERP)
256(1)
Divisional and Functional IS Support
257(1)
Problems in Measuring Performance
257(2)
Short-Term Orientation
258(1)
Goal Displacement
258(1)
Guidelines for Proper Control
259(1)
Strategic Incentive Management
260(2)
Using the Strategic Audit to Evaluate Corporate Performance
262(1)
Impact of the Internet on Evaluation and Control
262(15)
Appendix 10.A Strategic Audit of a Corporation
265(9)
Part Ending Video Case: Newbury Comics, Inc.
274(3)
PART FIVE Other Strategic Issues 277(64)
Strategic Issues in Managing Technology and Innovation
277(24)
Role of Management
278(2)
Environmental Scanning
280(4)
External Scanning
280(3)
Internal Scanning
283(1)
Resource Allocation Issues
283(1)
Strategy Formulation
284(6)
Global Issue: Impact of R&D on Competitive Advantage in China
285(1)
Product Versus Process R&D
285(1)
Technology Sourcing
286(2)
Importance of Technological Competence
288(1)
Product Portfolio
289(1)
Strategy Implementation
290(4)
Developing an Innovative Entrepreneurial Culture
290(1)
Organizing for Innovation: Corporate Entrepreneurship
291(3)
Evaluation and Control
294(2)
Internet Issue: Software Company Challenges Hackers to Attack Its Product
295(1)
Impact of the Internet on Managing Technology and Innovation
296(5)
Strategic Issues in Entrepreneurial Ventures and Small Businesses
301(23)
Importance of Small Business and Entrepreneurial Ventures
301(3)
Global Issue: Entrepreneurship: Some Countries are More Supportive Than Others
302(1)
Definition of Small-Business Firms and Entrepreneurial Ventures
303(1)
The Entrepreneur as a Strategist
303(1)
Use of Strategic Planning and Strategic Management
304(4)
Degree of Formality
304(1)
Usefulness of Strategic Management Model
305(1)
Usefulness of Strategic Decision-Making Process
305(3)
Issues in Corporate Governance
308(1)
Issues in Environmental Scanning and Strategy Formulation
309(4)
Sources of Innovation
309(2)
Factors Affecting a New Venture's Success
311(1)
Internet Issue: Web Site Provides Local Business a Global Presence
312(1)
Issues in Strategy Implementation
313(3)
Substages of Small Business Development
313(2)
Transfer of Power and Wealth in Family Businesses
315(1)
Issues in Evaluation and Control
316(2)
Impact of the Internet on Entrepreneurial Ventures and Small Businesses
318(6)
Strategic Issues in Not-For-Profit Organizations
324(17)
Why Not-For-Profit?
325(1)
Global Issue: Which is Best for Society: Business or Not-For-Profit?
326(1)
Importance of Revenue Source
326(3)
Sources of Not-For-Profit Revenue
327(1)
Patterns of Influence on Strategic Decision Making
327(2)
Usefulness of Strategic Management Concepts and Techniques
329(1)
Impact of Constraints on Strategic Management
329(3)
Impact on Strategy Formulation
330(1)
Impact on Strategy Implementation
331(1)
Impact on Evaluation and Control
332(1)
Popular Not-For-Profit Strategies
332(3)
Strategic Piggybacking
332(1)
Mergers
333(1)
Strategic Alliances
333(2)
Impact of the Internet on Not-For-Profit Organizations
335(6)
Taxation
335(1)
Improvement of Government Services
335(1)
Impact on Other Not-For-Profit Organizations
336(1)
Internet Issue: The Not-For-Profit Organizations That Rule the Internet
336(5)
PART SIX Introduction to Case Analysis 341(1)
Suggestions for Case Analysis
341(1)
The Case Method
342(1)
Researching the Case Situation
342(1)
Financial Analysis: A Place to Begin
342(6)
Analyzing Financial Statements
343(3)
Common-Size Statements
346(1)
Z-Value, Index of Sustainable Growth, and Free Cash Flow
346(1)
Useful Economic Measures
347(1)
Global Issue: Why Consider Inflation in Case Analysis?
348(1)
Format for Case Analysis: The Strategic Audit
348(3)
Impact of the Internet on Case Analysis
351(1)
Finding a Company's Web Site
351(1)
Internet Issue: Top 10 Internet Scams
352(1)
Using a Search Engine
352(1)
Finding More Information
352(3)
Appendix 14.A Resources for Case Research
355(2)
Appendix 14.B Suggested Case Analysis Methodology Using the Strategic Audit
357(4)
Appendix 14.C Example of Student-Written Strategic Audit
361
PART SEVEN Cases in Strategic Management
section A Corporate Governance: Questions of Executive Leadership
The Recalcitrant Director at Byte Products, Inc.: Corporate Legality Versus Corporate Responsibility
1(1)
Dan R. Dalton
Richard A. Cosier
Cathy A. Enz
A plant location decision forces a confrontation between the Board of Directors and the CEO regarding an issue of social responsibility and ethics
The Wallace Group
1(1)
Laurence J. Stybel
Managers question the strategic direction of the company and how it is being managed by its founder and CEO. Company growth has not only resulted in disorganization and confusion among employees, but in poorer overall performance. How should the board deal with the founder of the company?
section B Environmental Issues: Questions of Social Responsibility and Ethics
The Audit
1(1)
John A. Kilpatrick
Gamewell D. Gantt
George A. Johnson
A questionable accounting practice by the company being audited puts a new CPA in a difficult position. Although the practice is clearly wrong, she is being pressured by her manager to ignore it because it is common in the industry
Brookstone Hospice: Heel or Heroine?
1(1)
Shirley F. Olson
Sharon Meadows
A nursing supervisor of a hospice is fired because she violated a company policy and sent a terminally-ill patient to a hospital---thereby extending his life, but also reducing hospice profits
section C International Issues in Strategic Management
Singapore Telecom: Strategic Challenges in a Turbulent Environment
1(1)
Loizos Heracleous
Kulwant Singh
The telecommunication industry is undergoing unprecedented change globally. How can a previously state-owned (and very successful) utility like Singapore Telecom successfully adapt to this turbulent environment?
Hewlett-Packard Company in Vietnam
1(1)
Geok Theng Lau
With the United States lifting its embargo on Vietnam, this country's economic prospects were improving. John Peter, Marketing Manager of Hewlett-Packard's Asian operations, considered the Company's strategic options for doing business in this Southeast Asian country
The Body Shop International PLC: Anita Roddick, OBE
1(1)
Ellie A. Fogarty
Joyce P. Vincelette
Thomas L. Wheelen
The Body Shop sells cosmetics worldwide through its franchised and company-owned retail outlets. Its founder, Anita Roddick, takes great pride in emphasizing the company's global corporate citizenship through its policies and corporate culture. Increasing competition and operational difficulties may soon force management to reconsider its expansion strategy and its socially responsible policies
Waterford Wedgwood Plc (2000): The Millennium
1(1)
Thomas L. Wheelen
Edward Kasabov
Philip H. Anderson
Kathryn E. Wheelen
Waterford Crystal is a globally known, well-respected Irish maker of kitchenware. The Chairman of the Board reports on each of the company's 4 units: Waterford Crystal, Wedgwood, Rosenthal, and All-Clad. What strategies should be considered to continue the firm's success?
section D General Issues in Strategic Management
INDUSTRY ONE INTERNET/SOFTWARE
Larry J. Ellison---Entrepreneurial Spirit at Oracle Corporation (2000)
1(1)
Joyce P. Vincelette
Ellie A. Fogarty
Thomas L. Wheelen
Oracle's application software suite had been having problems. Under the leadership of the company's founder, Larry Ellison, the firm developed an ``e-business suite'' of business applications that would hopefully address all of a typical customer's operational needs
Cisco Systems, Inc.
1(1)
Michael I. Eizenberg
Donna M. Gallo
Irene Hagenbuck
Alan N. Hoffman
Due primarily to the increasing popularity of the Internet, this entrepreneurial company has grown rapidly to the point where it controls 80% of its market. With weaker competitors merging and forming strategic alliances with telecommunications giants, can Cisco continue its rapid growth?
Sun Microsystems, Inc. (2000)
1(1)
Ellie A. Fogarty
Buffeted by intense competition and a slowing economy, Sun introduces a strategy of standardizing product components---reducing the number of system configurations to under 200 models. Sales and operations are restructured into globally oriented units
INDUSTRY TWO INTERNET COMPANIES (DOT-COMS)
dr.koop.com
1(1)
Nicole Herskowitz
Fred Howard
Michael Iverson
Janet Mehlhop
Pilar Speer
Dr. Koop, former Surgeon General of the United States, Lent his name to this new company as a way of providing a trustworthy and comprehensive source of health care information and services to the general public via the Internet. This entrepreneurial company quickly became the largest Web-based health care service, but seemed unable to generate a profit
WingspanBank.com
1(1)
Laura Cooke
Liza Hovey
Hyung Kim
Paul Rakouski
BankOne, a very successful U.S. bank, decided to create a separate electronic bank called WingspanBank.com to take advantage of increasing business activity on the Internet. The new bank had complete access to BankOne's resources, but encountered growing pains
INDUSTRY THREE COMPUTERS
Apple Computer, Inc. (2000): Here We Go Again
1(1)
David B. Croll
Gordon P. Croll
Andrew J. Croll
Cofounder Steve Jobs returned to Apple to successfully implement a turnaround strategy to save the financially troubled firm. Just when Apple appears to be back on track, it issues a warning that 4th quarter sales would be lower than forecasted. With the stock price dropping from $53 to $26, analysts wonder if Apple again needs a new strategy
Carly Fiorina: The Reinvention of Hewlett-Packard
1(1)
Patricia A. Ryan
Hired as CEO to help reposition this well-respected high tech company, Carly Fiorina sells off the venerable Tests and Instruments Division to Focus the firm on computer-related products and services. Does the company have what is needed to succeed in a business that is rapidly becoming a commodity?
INDUSTRY FOUR RECREATION AND LEISURE
Harley-Davidson, Inc.: The 95th Anniversary
1(1)
Thomas L. Wheelen
Kathryn E. Wheelen
Thomas L. Wheelen II
Richard D. Wheelen
Market demand has increased beyond the company's ability to produce motorcycles and resulted in everlengthening customer waiting lists. Encouraged by this unsatisfied demand, new competitors are moving into the industry and challenging Harley's dominant position
Carnival Corporation
1(1)
Michael J. Keeffe
John K. Ross III
Bill J. Middlebrook
With its ``fun ships,'' Carnival Cruises has made cruise ships more important than destinations. Through acquisition, Carnival expanded its product line to encompass an entire range of industry offerings. How can Carnival continue to grow in the industry it now dominates?
Reebok International, Ltd.: Customer Revolt
1(1)
Thomas L. Wheelen
Moustafa H. Abdelsamad
Stanley R. Sitnik
Charles E. Michaels, Jr.
Along with Nike, Reebok controls over half of the United States and about 40% of the world market share in athletic shoes. Reebok's sales growth has not, however, continued at the fast pace of the 1980s. Its market share is declining and its costs are increasing
INDUSTRY FIVE MAJOR HOME APPLIANCES
The U.S. Major Home Appliance Industry: Domestic Versus Global Strategies
1(1)
J. David Hunger
The U.S. major home appliance industry has reached maturity. Future growth may require a significant international presence. The primary players are staking their future on international ventures that may or may not be successful. Which companies will survive the coming shake out?
Maytag Corporation: Back to Basics
1(1)
J. David Hunger
Founded as a domestic maker of washing machines, Maytag expanded both internally and through acquisitions to have a full line of major home appliances. Its acquisition of Hoover in order to obtain access to European and Australian markets proved a costly failure, resulting in the eventual divestment of its overseas major home appliance operations. Can Maytag continue to profit as a domestic company surrounded by multinational competitors?
INDUSTRY SIX MASS MERCHANDISING/ DISTRIBUTION
Kmart Corporation (2000): Seeking Customer Acceptance and Preference
1(1)
James W. Camerius
Kmart Corporation is one of the World's largest mass merchandise retailers. After years of dominating the U.S. market, both its sales and profits were surpassed by Wal-Mart in 1990. A succession of CEOs has struggled to turn around Kmart's financial decline and to provide a new direction for growth in a mature industry
Gardner Distribution Co.---``Providing Products for Plants and Pets''
1(1)
Tom Hinthorne
Gardner Distribution purchases, sells, and distributes premium pet food products, pet supplies, and lawn and garden products. The top management team developed a mission and objectives but is having difficulty defining the wholesaler's strategies
Wal-Mart Stores, Inc. (2000): Strategies for Dominance in the New Millennium
1(1)
James W. Camerius
Even after the death of its founder, Sam Walton, Wal-Mart continued its amazing growth in terms of sales and profits. The company's sales surpass those of its 3 major competitors. Not content with the firm's success in North America, top management was now targeting the world as the company's next growth opportunity
INDUSTRY SEVEN SPECIALTY RETAILERS
The Home Depot, Inc.: Growing the Professional Market (Revised)
1(1)
Thomas L. Wheelen
Hitesh (John) P. Adhia
Thomas H. Cangley
Paul M. Sweircz
Home Depot has become the world's largest home improvement retailer and is ranked among the largest retailers in the United States. Its stores primarily serve the do-it-yourself repairperson, but the company is attempting to increase its sales to the professional market of contractors, building maintenance people, and interior designers
Amy's Bread (Revised)
1(1)
Paula S. Weber
Cathleen S. Burns
James E. Weber
Amy's Bread makes and sells hand-shaped specialty breads in New York City. This entrepreneurial firm has found success in Manhattan, but is not sure how it should expand its operations. Should it be both a retailer and a wholesaler? If so, where should it locate?
INDUSTRY EIGHT SMALL/MEDIUM ENTREPRENEURIAL VENTURES
Inner-City Paint Corporation (Revised)
1(1)
Donald F. Kuratko
Norman J. Gierlasinski
Inner-City Paint Corporation makes paint for sale to contractors in the Chicago area. The founder's lack of management knowledge is creating difficulties for the firm, and the firm is in financial difficulty. Unless something is done soon, it may go out of business
The Vermont Teddy Bear Co., Inc.: Challenges Facing a New CEO (Revised)
1(1)
Joyce P. Vincelette
Ellie A. Fogarty
Thomas M. Patrick
Thomas L. Wheelen
Vermont Teddy Bear designs, manufactures, and markets hand crafted, customized teddy bears made in American and guaranteed for life. It became famous for its ``Bear-Gram,'' whereby customers could send a holiday bear by placing a phone order. Growth in the company's sales has not been matched by growth in profits. When profits turn to losses, the company looks to a new CEO to put it back on track
Guajilote Cooperativo Forestal, Honduras
1(1)
Nathan Nebbe
J. David Hunger
This forestry cooperative has the right to harvest, transport, and sell fallen mahogany trees in La Muralla National Park of Honduras. Although the cooperative has been successful thus far, it was facing some serious issues: low prices for its product, illegal logging, deforestation by poor farmers, and possible world trade restrictions on the sale of mahogany
The Carey Plant
1(1)
Thomas L. Wheelen
J. David Hunger
The Carey Plant had been a profitable manufacturer of quality machine parts until being acquired by the Gardner Company. Since its acquisition, the plant has been plagued by labor problems, increasing costs, leveling sales, and decreasing profits. Gardner Company's top management is attempting to improve the plant's performance and better integrate its activities with those of the corporation by selecting a new person to manage the plant
INDUSTRY NINE BEVERAGE/FOOD
Arm & Hammer: Poised for Growth?
1(1)
Roy A. Cook
Church & Dwight, the maker of Arm & Hammer baking soda, uses brand extensions to successfully market multiple consumer products, but is finding that, after initial consumer acceptance, market share is dropping. Can this company continue to compete effectively against much larger multinational corporations, such as Procter & Gamble and Colgate-Palmolive?
Tasty Baking Company
1(1)
Ellie A. Fogarty
Joyce P. Vincelette
Thomas L. Wheelen
Thomas M. Patrick
After embarking on a new strategy of acquisition, the company finds its profits are not increasing with company expansion. What should be its strategic direction?
Redhook Ale Brewery
1(1)
Stephen E. Barndt
Redhook Ale Brewery, originally a niche brewer of quality beer, chose a novel strategy in the industry---to become a captive company. Anheuser-Busch is its sole distributor. Intense competition with other craft beers has slowed Redhook's sales and significantly reduced its profits. Redhook's management is unsure what it can do---given its reliance on Anheuser-Busch to market its beer
INDUSTRY TEN AVIATION AND AUTOMOBILES
The Boeing Commercial Airplanes Group: Decision 2001
1(1)
Richard C. Scamehorn
The Boeing Commercial Airplane Group, the core business unit of the Boeing Company, evenly shares the large commercial aircraft market with Airbus Industries---its only serious competitor. Until Airbus introduced its new jumbo-jet, Boeing owned the jumbo-jet market. Boeing's Management must decide if the company should build the 747X to compete with Airbus's A-380, or if it should invest its money elsewhere
Mercedes-Benz and Swatch: Inventing the `smart' and the Networked Organization
1(1)
Eric Pfaffmann
Ben M. Bensaou
Mercedes-Benz and SMH, the Swiss maker of Swatch, formed a joint venture called Micro Compact Car (MCC) to develop and manufacture a new type of automobile. The `smart' car was to be a two-seat city car built using modular design and manufacturing. The venture partners must organize the joint venture for maximum effectiveness
section E Issues in Not-For-Profit Organizations
A. W. A. R. E.
1(1)
John K. Ross III
Eric G. Kirby
A. W. A. R. E is a not-for-profit therapeutic horseback riding organization in San Marcos, Texas. Increasing expenses and declining revenues create a cash flow problem. With the Executive Director retiring for health reasons, the board has to decide what must be done to save the organization
Case Index
Name Index 1(12)
Subject Index 13


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