The Cases Studied at PMD59

Cat: ECO
Pub: 1990
#1503b

• Here is the list of cases studied at PMD59 in spring 1990.
• Strengh of intelligence is abundance of actual & useful cases.
• The report of PMD59 1990 is here. (9011a)
• 1990 was the peak of strengh of Japanese economy.
  

• PMD59 (1990)で使用したケーススタディーのリストである。
• ケースの豊富さは、知的強さの表れでもある。
• 1990年は日本経済の強さの頂点でもあった。

Title

Reference

Theme

テーマ

>Top <A>:

1. Airbus vs. Boeing(A); Turbulent Skies
2. Ajinomoto Co. Inc.; Diversification Strategy 1983
3. American Airlines Inc; Revenue Managment
4. American Woolen Co.
5. Apartheid Under Pressure

<A>:

1. A001_PMD 9-386-193s
2. A002_NSAM-1983 by Crum
3. A003_PMD N9-190-029
4. A004_PMD 9-248-001 by Crum
5. A005_PMD 8-385-303

<A>:

1. In 1985, Indian Airlines signed a letter of intent with Airbus Industries to purchase 19 A-320 aircraft with delivery in 1989. US lodged a formal complaint with the Indian Ministry of Aviation.
2. Sodium glutamate, the natural seasoning contained in seaweed, discovered by Dr. Kiunae Ikeda, was manufactured and marketed in 1909 by Saburosuke Suzuki II. In 1959, Ajinomoto, the chief product accounted for 53% of firm's sales.
3. 1978 Airline Deregulation Act gave airlines the freedom to enter or exit routes and alter fares at will. The ensuing changes were dramatic. As low-cost entrants set aggressive fares to capture market share on selected routes, intense price competition developed in the industry.
4. In 1946, the preferred and common stockholders of the American Woolen Co. were asked to approve a plan of recapitalization proposed by the directors of the company. The recapitalization plan sought to eliminate dividend arrearages on the 350,000 shares of 7% cumulative, noncallable, preferred stock outstanding.
5. The demands for sanction against South Africa, in the apparent belief that freedom and justice for the black majority can best be achieved by ruining the economy and cutting the country off, socially, intellectually and morally from the rest of the world.

<A>:

1. インド航空のエアバス導入・キャンセル
2. 味の素
3. 1978航空自由化
4. 1946American Woolen会社優先株
5. 南ア制裁

>Top <A2>:

1. Automate Informate; the two faces of intelligent technology
2. Automation to Boost Sales & Marketing

<A2>:

1. A006_PMD case
2. A007_HBR 89105

<A2>:

1. Like a kaleidoscope; an innovation like the steam engine, the telephone, the electric light, or the computer is not only an element within the pattern; it is a force that turns the rim, a concrete presence that silently evokes a new vision; in the end provides the occasion for a new design.
2. In the rush to automate, the marketing and sales function is the next frontier. Investment in marketing and sales automation systems hold tremendous potential for productivity improvements. Marketing and sales costs average 15-35% of total corporate costs.

<A2>:

1. イノベーションによる社会変化
2. 営業分野の自動化

>Top <B>:

1. Balance creativity and practicality in formal planning
2. Bank of Boston Expert Systems (A)
3. Bankruptcy and Relief of Debtors
4. Basic financial statements
5. Basic Quantitative Analysis for Marketing

<B>:

1. B008_HBR 73108 by McKenny
2. B009_PMD 9-190-011
3. B010_PMD case
4. B011_PMD 9-185-126 by McKenny
5. B012_PMD 584-149

<B>:

1. Every formal long-range planning system must achieve a compromise between creativity and practicality -goals for planning that are often in conflict.
2. Review the progress of Treasure's expert system development project; including Purchasing Agreements, Federal Reserve Funds, & Market Monitors.
3. The most adaptable and frequently employed method of debtor relief which also affords protection to creditors is by a proceeding in a Federal court under the Bankruptcy Act.
4. Irrespective of the title or whether annual or interim financial statements, the function is to communicate useful quantitative information of a financial nature about business to stockholders and others in reporting the company's financial condition, results of operations, and cash flows.
5. A most useful quantity; the break-even volume to calculate and use this quantity in marketing decision making.

<B>:

1. 戦略における理想と現実
2. 財務エキスパートシステム
3. 米国破産法
4. 決算書類の意味
5. 損益分岐点の重要性

>Top <B2>:

1. Baxter Healthcare Corp.; ASAP Express
2. Becton Dickinson and Co.; Vacutainer Systems Div.
3. Benihana of Tokyo
4. Beware the Pitfalls of Global Marketing
5. BIC PenCorp (A)

<B2>:

1. B013_PMD 9-188-080
2. B014_PMD 9-587-085 by Buzzell
3. B015_PMD 673-057
4. B016_HBR 89506
5. B017_PMD 374-305 by Bradley

<B2>:

1. ASAP Express opens a new era of electronic order entry in which suppliers must compete in other areas such as product line breadth, distribution capabilities, and value added services.
2. BDS had supplied most blood collection products bought by individual APG-member hospitals.
3. By 1972 Benihana was basically a steak-house with a difference - the food was cooked in front of the customer by native chefs and the decor was that of a authentically detailed Japanese country inn.
4. The rosy reports of globalized markets usually neglect to mention the complexities and risks involved. It's not fashionable to talk about failure.
5. BIC Pen Corp. was widely acknowledge a slender in the mechanical writing instrument industry in 1973. BIC had become a generic name for inexpensive ball point pens.

<B2>:

1. 自動発注システム
2. BD社
3. 紅花Tokyo
4. 海外市場の罠
5. BICボールペン

>Top <B3>:

1. Biography of an executive (A)
2. Birch Paper Co.
3. Bringing Corporate Culture To the Bottom Line
4. Broadside Boat Builder

<B3>:

1. B018_PMD 9-479-040
2. B019_PMD158-001
3. B020_PMD case by Beer
4. B021_PMD 172-052 by McKenny

<B3>:

1. Tony Roderick's life: born in 1930 of Middle Eastern immigrant parents; Tony entered school at age four, and PhD by age 26. He left Cal.Tech. because teaching and abstract research just were not his 'cup of tea.'...
2. Birch Paper Co. was a medium-sized, partly integrated paper company, producing white and kraft papers and paper-board.
3. Corporate culture refers to the set of values, beliefs, and behavior patters the form the core identify of an organization.
4. Broadside Boat Builders provided boaters using the New England lake, river, and coastal waters with a small, lightweight fiberglass sailboat capable of being carried on the roof of a Volkswagen.

<B3>:

1. Tony Roderickの生涯
2. Birch Paper Co.
3. 企業文化
4. Broadsideボート

>Top <C>:

1. Can a corporation have a conscience?
2. Canon Inc. (A)
3. Canon 1987 Report
4. The case of the unidentified US industries
5. Caterpillar Tractor Co.
6. The Chain Saw Industry in 1974

<C>:

1. C022_HBR 82104
2. C023_NSAM case
3. C023b_N11-187-006
4. C024_PMD case by Crum
5. C025_PMD 9-385-276 by Bradley
6. C026_PMD 379-157 by Bradley

<C>:

1. When making a profit conflicts with respecting the welfare of the community, corporations do not always choose profit as their only goal.
2. The predecessor of Canon, Seiki Kogaku Kenkyujo, was founded in 1933 by a group of several engineers to make a high-class camera that could rival Germany's Leika.
3. High Yen exchange rate depresses revenues and earnings.
4. Despite variations in operational and financial policies and practices and in operating results between firms in the same industry, the nature of the industry has an important impact on the general patterns of the needs for funds.
5. Preliminary reports showed that CAT, the world's largest manufacturer of earth-moving equipment (EME), was headed for the best financial results in its history.
6. US chain saw industry was experiencing rapid growth in early 1974, stimulated by increased consumer interest in chain saws as a result of the energy crisis, a trend toward self-sufficiency and the back-to-nature movement.

<C>:

1. 利益と社会貢献
2. キャノン
3. 業界の特有の財務内容
4. CAT
5. 米国チェインソー業界

>Top <C2>:

1. The changing role of the first line supervisors and middle managers
2. Chaparral Steel
3. Chemalite, Inc.
4. Ciba-Geigy (A); Information and Control System
5. Chrysler Corp.

<C2>:

1. C027_PMD case by Klein
2. C028_PMD 9-687-045 by Bohn
3. C029_PMD 177-078 by McKenney
4. C030_PMD 9-184-185
5. C031_PMD case by Crum

<C2>:

1. Operation know-how vs. Organizational level; Traditional vs. New work systems supervision
2. Chaparral Steel plans to expand its capacity on the present site in southern Texas, sketching the layout of the new plant on a cocktail napkin.
3. Alexander anticipated a substantial market for the Chemalite. It had the appeal of being readily available in case of emergencies; considerable demand form the armed forces and manufacturers of flares and similar safety equipment.
4. One dimension of the matrix included seven product divisions; chemistry, pharmaceuticals, agriculture, and physics.
5. Prospectus; 10M shares of $2.275 cumulative preferred stock with warrants to purchase 5M shares of common stock

<C2>:

1. 現場と管理部門、伝統と新規事業
2. Chaparral Steel
3. Chemalite社
4. チバガイギー
5. クライスラー

>Top <C3>:

1. Citibank Indonesia
2. C.K. Coughlin Inc (A)
3. Clarkson Lumber Co.
4. The Coke and Pepsi Story
5. Colonial Food Service Co.

<C3>:

1. C032_PMD 9-185-061
2. C033_PMD 9-174-083
3. C034_PMD case by Crum
4. C035_PMD case by Tedlow
5. C036_PMD 478-005 by Beer

<C3>:

1. Citibank's activities were organized into three principal business units; institutional banking, individual banking, and the capital markets group.
2. CKC had been founded in Milwaukee, Wisconsin, in 1926 as a commercial outlet for the inventive genius of Dr. Charles K. Coughlin, as an astute organic chemist.
3. In order to finance increase in sales and at the same time to continue taking purchase discounts, the company sought an additional bank loan of $80K.
4. Competing against the brand beyond competition; the early years of Coca-Cola; The birth and growth of Pepsi-Cola as the competitor.
5. Colonial Food Service Co. (CFS) provided food and refreshment to a variety of customers across the country; primary clients were colleges and prep schools where CFS operated hot food services, cafeterias, and vending machines.

<C3>:

1. シティーバンク
2. CKC
3. クラークソン木材
4. コカコーラ対ペプシ
5. コロニアルフード

>Top <C4>:

1. Competitive Strategy
2. The Competitive Advantage of Nations
3. Concordia Casting Co.
4. Conflicting roles in budgeting for operations
5. The Control function of management
6. Control with fairness in transfer pricing

<C4>:

1. C037_PMD case
2. PMD_Porter Reprint90211
3. C038_PMD 187-029 by McKenny
4. C039_HBR 77403
5. C040_SMR Vol 23-4, 1982
6. C041_HBR 83606 by McKenny

<C4>:

1. Creating a defensible position against the forces that determine industry profitability;
2. National prosperity is created, not inherited. It does not grow out of coutntry's natural endowments, its labor pool, its interest rates, or its currency's value, as classical economics insists. A nation's competitiveness depends on the capacity of its industry to innovate and upgrade.
3. Concordia Casting Co., based in Fort Wayne, Indiana, was a large, multidivisional manufacturing organization with 1983 revenues of $1B. Originally an automobile parts supplier, Concordia had broadened its operations significantly during 1970s.
4. Operational budges projected income statements and a series of supporting statements such as budgeted sales, budgeted production costs and levels, and budgeted selling expenses.
5. Basic control process involves three steps; 1) establishing standards, 2) measureing performance, and 3) conrrecting deviations from standards and plans.
6. What makes a transfer pricing policy work is an effective management process whereby top management monitors the interaction between the units and alters the transfer pricing policy to reflect changes in strategy.

<C4>:

1. 業界利益確保
2. 国々の競争力優位
3. コンコルディア鋳造
4. 売上予算、生産予算
5. 管理部門の役割
6. 社内購買価格

>Top <C5>:

1. Controls at the Sands Hotel and casino
2. Corning Glass Works: The Electronic Products Div.
3. Corning Glass Works; Indonesia
4. The critical path for change; keys to success and failure in six companies
5. Crown Cork and Seal Co. Inc.
6. CSFB and the international capital market

<C5>:

1. C042_PMD 9-184-048 by McKenney
2. C043_PMD 477-073 by Beer
3. C044_PMD 9-184-048 by McKenny
4. C045_PMD case by Beer
5. C046_PMD 9-388-096 by Bradley
6. C047_N9-290-029 by Meerschwam

<C5>:

1. In the casino, which is our major attraction and our most lucrative business, there is a lot of money changing hands, and that provides a lot of temptation for our employees and guests to try to take that money away from us.
2. Corning Glass had been the first to establish an industrial laboratory in the early 1900x and by 1968 its investment in R&D as a percent of sales was quite significant in comparison with that of other companies in the industry.
3. The Indonesian investment was the first major project developed by the EBDG (External Business Development Group), and represented a potentially important step in establishing a pattern of operations in the developing countries.
4. The pressure of global competition and deregulation have led many corporations in industries such as autos, rubber, steel, consumer electronics, airlines, and banking to search for ways to compete more effectively.
5. In 1977, Crown Cork and Seal Co. was the fourth largest producer of metal cans and crowns in US. After 20 years of consistent grojuwht, the company had emerged as a major force in both the domestic and international mel container markets.
6. Its position of leadership was acknowledged a couple to times, and CSFB received notice as one of the few firms brae enough to publish meaningful prfit figures.

<C5>:

1. カジノビジネス
2. コーニング社製品
3. コーニング社インドネシア投資
4. クリティカルパス
5. クラウンコルク缶
6. CSFB

>Top <D>:

1. Dana Corp.; Richmond Camshaft Plant
2. Dansk Designs Ltd.
3. Decision support systems for maketing managers
4. Detroit Tool Industries (B)
5. Diagramming & analyzing competitive bidding problems

<D>:

1. D048_PMD 9-488-018 by Beer
2. D049_PMD 371-288
3. D050_Journal of Marketing, Vol43, 1979
4. D051_PMD 9-686-017 by Klein
5. D052_PMD 9-178-017

<D>:

1. The economic downturn of 1979-80 had resulted in a substantial drop; First priorities were to help obtain and start up production of new products to restore lost volume in a especially cost-competitive market.
2. Founded in 1955 to market a line of stainless steel flatware. Sole owner of Dansk planned to enter a new market area; housewares.
3. A manager must perceive and interpret the market, even if imperfectly. Then he must think up strategies, analyze them, and converge on one to put into practice. This process is conducted through a complicated system of people, paper, and machines (MDSS, Marketing Decision Support System).
4. One of VP of finance's many frustrations we that he had put in place a sophisticated shop control system to track production and cost; John Archambo had asked to return to his former job as a grinder, but the union refused to allow him to reenter the bargaining unit with his prior seniority. Hence, he would have to be hired as anew employee, which he was unwilling to do.
5. A competitive bidding situation may involve three type of uncertainties for the bidder; 1) value of winning, 2) what will happen if the bider loses, 3) whether or not the individual bidder will in fact win for various possible bids.

<D>:

1. Dana社
2. Danskデザイン
3. 意思決定支援システム
4. デトロイトツール
5. 製造コスト

>Top <D2>:

1. The disposable diaper industry in 1974
2. DMA Inc.
3. Donner Co.
4. Du Pont Freon products div. (A)
5. Du Pont in titanium dioxide (A)

<D2>:

1. D053_PMD 380-175 by Bradley
2. D054_PMD N9-189-188
3. D055_PMD 9-689-030
4. D056_National Wildlife Federation 8-389-111
5. D057_PMD 9-385-140 by Bradley

<D2>:

1. Disposable diapers had emerged since 1966 as one of the largest consumer products in US, with manufacturer sales of $370M in 1973; Enjoying sales growth in excess of 25% per year, the product had become the single largest brand at Procter & Gable (P&G).
2. Dynamic Microprocessor Associates (DMA) was founded in 1979; whose best-selling product was pcAnywhereIII, which allowed IBMPC to access another IMBPC via modem. PCMacTerm, the c0mpany's latest offering, enabled Mac to operate an IBMPC with equal ease.
3. The Donner Co. manufactured printed circuit boards to the specifications of a variety of electronics manufacturers.
4. "Evidence of ozone depletion found over big urban areas; pattern widens; severity surprises experts," ran a front-page headline in the Washington Post on Mar 16, 1988. NASA had made public new information linking chlorofluorocarbons (CFCs) to the destruction of stratospheric ozone.
5. Titanium dioxide is used in paints, paper, and plastics. Du Pont evaluated two alternate strategy; maintain strategy with $192M and growth strategy with $394M.

<D2>:

1. 紙おむつ
2. DMA
3. Donner社
4. デュポン
5. デュポン社二酸化チタン

>Top <E>:

1. Eastern Air
2. Economic Report of the President; transmitted to the Congress, Feb 1990
3. Economics; an introduction & vocabulary
4. Effective management of development projects
5. Esmark, Inc. (A)

<E>:

1. E058_WSJ 4/20/1990
2. E059_US Gov Printing Office by Encarnation
3. E060_PMD 9-383-079 by Encarnation
4. E061_PMD case by Bohn
5. E062_PMD 283-013 by Crum

<E>:

1. Mr. Shugrue started yesterday as bankruptcy court-appointed trustee of Eastern Airlines with stints at financially strapped Pan American Airways and Continental Airlines already on his resume.
2. The US enters the 1990s as a prosperous nation with a healthy and dynamic economy. Our living standards remain well above those of other major industrialized nations, and our prosperity is spread widely. Since 1982, American firms and workers have produced the longest peacetime expansion on record and created more than 20 million jobs. The containment of inflation during this long economic expansion is a milestone in postwar US history.
3. Economics is a social science which attempts to explain the behavior and interactions of economic actors in terms of the items of value they exchange.
4. Management of change in major product program; Study-Design-Development-Productrion-Marketing
5. Swift & Co., Earmark's predecessor, was founded in 1877 as a New England wholesale butcher who had moved to Chicago to buy cattle for shipment to the East. Swift became the first modern meat packer to take advantage of economies of scale.

<E>:

1. イースタン航空
2. 大統領への経済報告書
3. 経済キーワード
4. 開発案件管理
5. Esmark社

>Top <E2>:

1. Eugene Kirby (A)
2. Europe 1992
3. The Expense tracking system at Tiger Creek
4. Expert Systems Note

<E2>:

1. E063_PMD 478-007, Beer
2. E064_PMD 9-389-206 by Encarnation
3. E065_PMD 9-488-026
4. E066_PMD 9-186-197

<E2>:

1. While Kirby did not mind discussing his performance with other people, he genuinely disliked having another person affix a scaled grade to his work. This aversion had kept Kirby from attending continuing education courses.
2. EU reached a turning point in 1985 when its 12 member states agreed to remove all barriers to the free movement of goods, services, capital, and people by 1992.
3. Expense Tracking System (ETS) was one of the few applications of advanced IT that represented innovation in the service of economic criteria as well as another corporate value.
4. As technology advanced, decision support systems (DSS) became possible. These were used for 'semi-structured' problems; areas where the processing was less well-defined. Although a DSS incorporates no judgment, it enables the user to apply his or her assumptions to a problem and quickly calculate the results.

<E2>:

1. Eugene Kirby
2. 欧州1992
3. 支出管理
4. エキスパートシステム

>Top <F>:

1. Fast-cycle capability for competitive power
2. Florida Power Light's quality improvement program
3. Fred Henderson
4. Frito-Lay, Inc.; A strategic transiton (A)
5. Frito-Lay, Inc.; A strategic transiton (C)
6. Frontier Airlines, Inc. (A)

<F>:

1. F067_HBR 88602
2. F068_PMD 9-688-043
3. F069_PMD 480-043; by Beer
4. F070_PMD 9-187-065 by McKenney
5. PMD 9-190-071 by McKenney
6. F071_PMD 9-184-041 by McKenney

<F>:

1. Time is money, and most will invest to save time & money it represents; such as customers' reservation system, just-in-time production process; But actions like these don't create much competitive advantage, because competitors will soon see the same opportunity and most will do the very same thing.
   .... A pilot project - walking before running - often helps. Efficiency is often thought to follow from fixed objective; it has been superseded by the logic of innovation, which demands new organization and management practices.
   
2. 10 years ago, like many other US utility companies, FPL was in a state of near-crisis. A new oil shortage had hit, and energy prices were skyrocketing. For the first time, FPL executives realized how bureaucratic and inflexible their company had become during good times.
3. Fred is a very competitive, tenacious, tough-minded manager; the only thing negative about Fred is that sometimes he can reach conclusions a little too quickly, and sometimes he can come on in a way that people feel is intimidating.
4. In the food industry, the retailers are slowly becoming more powerful than the manufacturers. We'll have own the big brands and the key real estate in the store and generate the most profit for the store owners. Strategic advantage is not a few big idea; it's a whole series of little things that add up to superiority.
5. to equip 10000 route salespeople with handheld computers; their 5-year plan to create a hybrid organization that leverages the benefits of both centralized and decentralized decision-making and control systems, allowing flexible and timely access to information throughout the organization.
6. L.R. Shirley, senior director of information services, was discussing his background; designing aircraft, involved in project management in a rocket manufacturing and construction firm; he's always been a use of information services. Ironically, I was helping Frontier's management dismantle their in-house data processing operation.

<F>:

1. 時は金なり
2. フロリダ電力
3. フレッドヘンダーソン
4. フリートレイ社
5. 10000人の営業に携帯端末を配布案
6. フロンティア航空

>Top <G>:

1. GE Canada; desiging a new organization
2. General Foods Corp; local marketing
3. Gleason Components Group (A)
4. The globalization of markets
5. The global semiconductor industry, 1987
6. Gulf Oil Corp. - Takeover

<G>:

1. G072_PMD 9-189-138
2. G073_PMD 9-589-029 by Buzzell
3. G074_PMD 9-189-136
4. G075_HBR 83308
5. G076_PMD 9-388-052 by Bradley
6. G077_PMD 9-285-053 by Crum

<G>:

1. At the beginning of the decade we saw two challenges ahead of us, one external and one internal. Externally, we faced a world economy that would be characterized by slower growth with stronger global competitors going after a smaller pie. Internally, our challenge was even bigger. We had to find a way to combine the power, resources and reach of a big company with the hunger, the agility, the spirit and the fire of a small one. - J.F. Welch, Jr.
2. By the late 1980s, environmental changes and trends in the grocery industry raised both manufactures' and retailers' interest in local marketing as a potential source of competitive advantage. First, consumer heterogeneity was increasingly evident; no longer member of traditional families like households comprising a father, nonworking mother and two children at home were only 8% of the total.
3. Historically, components manufacturer competed regionally. In mid 1970s, a parts manufacturer could succeed and grow by being the best manufacture in a community. By mid 1980s, IT had made it feasible to serve customers that were hundreds or even thousands of mile away.
4. A powerful force drives the world toward a converging commonality, and that force is technology. It has proletarianized communication, transport, and travel. It has made isolated places and impoverished peoples eager for modernity's allurements. Almost everyone everywhere wants all the things they have heard about, seen, or experienced via the new technologies.
5. Semiconductors had become so pervasive in industrial and consumer products called cured 'oil of the 1980s'. In 1987, the industry was in transition. After more than tow yeas of global depression, demand and profits were finally picking up. In the meantime, the structure of the industry was evolving, as new leaders emerged.
6. On Mar 5, 1984, George Keller of the Standard Oil Co. of California (Socal) still did not have his mind made up about how much to bid. The stakes were high. For sale was Gulf Oil Corp. - one of the original Seven Sisters.

<G>:

1. GEカナダ
2. ジェネラルフーズ
3. 部品メーカー
4. 海外市場
5. 海外半導体産業1987
6. ガルフ石油買収

>Top <H>:

1. Hanson Industries (A)
2. H.J. Heinz Co.; The Administration of Policy
3. Holding companies
4. The house of quality
5. How information gives you competitive advantage
6. Hoy & Compnay
7. The human side of the matrix

<H>:

1. H078_PMD 179-076
2. H079_PMD 382-034
3. H080_PMD case by Crum
4. H081_HBR 88307
5. HBR 85415 by M.Porter
6. H082_PMD 9-268-004 by Crum
7. H083_PMD 1-478-031 by Beer

<H>:

1. As president of a ski equipment business, D. Hanson realized that his firm faced special challenges due to the seasonality of its sales and its dependence on the weather.
2. Since 1972 certain Heinz divisions had allegedly engaged in improper income transferal practices. Payments had been made to certain vendors in a particular fiscal year, then repaid or exchanged for services in the succeeding fiscal year.
3. Discussion of complex organizational forms; please assume that an investor has $100 which he invests in common stock of Company A, B, or C, assuming that each company includes only debt and common stock...
4. House of quality, the basic design tool of the management approach known as Quality Function Deployment (QFD), originated in 1972 at Mitsubishi's Kobe shipyard site. Toyota and its suppliers then developed it in numerous ways. It is a kind of conceptual map that provides the means for interfunctional planning and communications.
5. Why the technology is changing the way companies operate internally as well as altering the relationships among companies and their suppliers customers, and rivals. The technology affects competition; it alters industry structures, it supports cost and differentiation strategies, and it spawns entirely new businesses.
6. VP of Investments of the Old Hickory Life Insurance Co. was trying to decide whether to undertake a program of writing call options. It had total assets of about $50M invested; 76% in bonds, 20% in common and preferred stocks and 4% in convertible debentures.
7. Now that the use of the matrix structure is so widespread, it has become apparent that it calls for different kinds of managerial behavior than are typical in conventional line organizations.

<H>:

1. ハンソンインダストリー
2. ハインツ
3. 持ち株会社
4. 品質機能展開
5. ICTと企業競争力
6. Hoy & Co.
7. 矢車式人事評価

>Top < I >:

1. IBM Acquisition Corp., Inc.; Crum
2. IDS Financial Services
3. Indalex Ltd.
4. An informal note on knowledge & how to manage it.
5. Inforamtion Technology and Tomorrow's Manager
6. Insider trading as of Feb 13, 1987

< I >:

1. I084_Prospectus, 1988
2. I085_PMD 9-588-044 by Buzzell
3. I086_PMD 9-680-081 by Bohn
4. I087_PMD 9-686-132 by Bohn
5. HBR88601 by McKenney
6. I088_PMD1-387-144 by McKenney

< I >:

1. XYZ Currency Swap: XYZ had three problems; existing high-coupon debt in US$, an unhedged yen net investment in Japan, unhedged yen revenue due to be received in future years.
2. R. Saunders, SVP was pleased by IDS's performance since its acquisition by American Express in Jan. 1984. Between 1983-86, revenues and net income had grown by 30% annually. Despite this record-setting performance, Saunders knew that IDS field management faced significant challenges in meeting its aggressive growth goals for 1987.
3. Indalex (Independent Aluminium Extruders) Ltd was incorporated in 1961, and came into production in a rented building in Cheltenham. In 1964, Indalex took the next major business plan by installing its own anodizing plant, making it the first aluminum extruder in UK able to surface-finish its own extrusions; particularly attractive in building construction.
4. Knowledge is a source required by the production process, just like labor, materials, and capital, knowledge must be careful managed. In the last few cases with which we have dealt is the concept of stages of knowledge; skills in an early stage of knowledge, and procedures in late stage.
5. Organizational structure: companies will have the benefits of small scale and large scale simultaneously. Even large organizations will be able to adopt more flexible and dynamic structures. The distinctions between centralized and decentralized control will blur. The focus will be on projects and processes rather than on tasks and standard procedures.
6. NY - the nightmare that Wall Street had been fearing for months came true yesterday; the government's insider-trading investigation officially implicated high officials at two of Wall Street's most prestigious investment banking houses.

< I >:

1. 企業の財務リスク
2. IDS財務サービス
3. Indalex社
4. 知的資本
5. ICTによる企業組織はよりプロジェクト、プロセス重視
6. インサイダー取引

>Top < I2>:

1. Intel Corporation
2. Interactive exercises
3. The Interfaith Center on Corporate Responsibilty and the debate over South African disinvestment
4. Is business bluffing ethical?
5. IT changes the way you compete
6. IT Strategy looks at the current internal & external environment.
7. Ito-Yokado Co., Ltd, 1981

< I2>:

1. I089_PMD 9-389-063
2. I090_PMD 9-180-143
3. I091_PMD 9-386-149
4. I092_HBR 68102
5. I093_HBR 84308
6. I094_PMD case by McKenny
7. I095_PMD 2-289-044 by Crum

< I2>:

1. Andy Grove told "Our most important challenge is how to use our momentum to continue our growth. Success must be based on a vision of the future, a strategy to optimize growth in promising areas."
2. Let's consider such problems as; competitive pricing, competitive advertising, introduction of new products in a competitive market, entry into a new market, and so on. Think about what is common - what is the essence of these problems.
3. We, the following Protestant denominations, Roman Catholic orders, religious organizations and institutions, working through the Interfaith Center on Corporate Responsibility, have now entered a new phase in our effort to break the bonds of economic oppression that make US corporations partners in apartheid.
4. The ethics of business are not those of society, but rather those of the poker game. No one thinks any the worse of poker on the account, and no one should think any the worse of the game of business because its standards of right and wrong differ from the prevailing traditions of morality in our society.
5. A company can use IT to build a barrier to entry, to build in switching costs, and even to completely change the basis of completion; computer systems move from application for back-office support to those offering significant competitive advantage.
6. Many approaches exist for identifying a desired future environment; the transition (technical migration path & change management process) is often the bottleneck.
7. Immediately after WWII, Masatoshi Ito's elder brother and mother opened a dry goods stall. The business grew rapidly until 35 years later it was a diversified retailer that ranked first in profits among Japan's retailers - surpassing the prestigious 300-year-old Mitsukoshi department store in profitability. the business was epitomized by the Itoh-Yokado superstore chain.

< I2>:

1. インテル社Andy Grove
2. 様々な競合状態
3. CR
4. 企業倫理
5. ITの役割
6. IT戦略
7. イトーヨーカ堂

>Top <J>:

1. James Cranston
2. Jan Carlzon
3. Japan: confronting economic maturity?
4. Japan D1: A strategy for economic growth
5. Japanese Life Insurance Industry
6. J.P. Molasses, Inc.

<J>:

1. J096_PMD 478-006
2. J097_PMD 8-489-046 by Beer
3. J098_PMD 9-388-143 by Encarnation
4. J099_PMD 9-378-106 by Encarnation
5. J100_NMAM by Crum
6. J101_PMD 9-189-040

<J>:

1. Eugene Kirby was a man of experience, a man of many talents - and a few faults. J. Cranton, VP, was convinced that Kirby was a valued employee, but a few of this characteristics made Cranston wonder if the man had reached a plateau in the company.
2. In 1974, at the age of 32, Jan Carlzon sat don behind the desk in the president's office of Vinegars, a subsidiary of the Scandinavian Airlines System that assembles and sells vacation package tours. He had been selected president after only six years of working life. He was afraid that he wouldn't be accepted and would fail.
3. In 1989, Japan was an economic superpower. It possessed that highest per capita income in the world, seven of the world's top ten banks and the largest holding of currency reserves in existence. But the new Japan faced a multitude of problems that threatened to change the confident, purposeful nation.
4. By 1970 Japan had pulled ahead of Britain, France, and West Germany in terms of total GNP, and some were predicting that by 2000 Japan would have pulled ahead of Russia and US as well. Such performance and such prospects roused worldwide interest. How had such a record been achieved? What if any threats seemed to darken the future?
5. In Apr. 1984, Nissei was achieving successful results in increasing its mareket share in Tokyo Metropolitan area and in integrating and bolstering the corporate marketing and financial departs, like "A sleeping lion has just awoken. However Prudential which was competing with Nissei in the world, were, by riding on the tide of deregulation, aggressively entering different financial business fileds.
6. Cyril Morel, GM of J.P. Molasses, Inc. knew there had to be a better way of allocating yearly sugar refining orders to the corporation's two refining plants. The current manual planning process was excessively time-consuming and difficult to appraise. And in a increasingly consolidated and cutthroat industry like sugar refining, cost control was of primary importance.

<J>:

1. James Cranston
2. Jan Carlzon
3. 日本・成熟経済への挑戦
4. 日本：経済成長戦略
5. 日本生命
6. JP Molasses

>Top <K>:

1. Kao Corporation
2. Kelor Chemical Corp. (A)
3. Kennecott Copper Corp.
4. Key options in market selection and product planning
5. Komatsu Ltd.
6. Kristen's Cookie Co.

<K>:

1. K102_NSAm 1986
2. K103_PMD 274-108
3. K104_PMD 278-143 by Crum
4. K105_HBR 755502 by Buzzell
5. K106_PMD 9-385-277 by Bradley
6. K107_PMD 9-686 by Bohn

<K>:

1. Soap, detergent, and toiletry products tend to be monopolized in every country, and it is difficult to differentiate these products. As a result, they tend to become the preys to a price competition. the only way for companies in this industry to grow is to devote their energy in R&D actively and to continue to produce new products.
2. In 1967, Kelor Chemical Corp. operated in four diffrent businesses; 1) production of sulphur from sour natural gas, 2) manufacture of fertilizer, 2) extraction of liquified petroleum gas and natural gasoline from natural gas, and 4) design, engineering, and construction of chemical processing plants.
3. In 1968, Kennecott Copper Corp purchase the assets and business of Peabody Coal Co. for $285M in cash. Peabody's, the largest domestic producer of coal, profits were expected to moderate the wide swings in Kennecott's profitability due to sharp changes in copper prices. But US DoJ and US FTC resisted by anti trust law, and even Supreme Court declined to hear Kennecott's appeal; Kennecott then began the task of divesting Peabody.
4. Marketing strategy for an industrial company is far more subtle and sophisticated than it is often made out to be. It involves two dimensions; horizontal dimension - what segments of the end-use market should the company serve? and vertical dimension - on what level of the manufacturing process should the company concentrate?
5. Chairman Ryoichi Kawai of Komatsu, the world's second largest EME (earth moving equipment) compnay, saw the financial results of Caterpillar Tractor Co. (Cat), its archrival (full year loss to $428M), and mused "one important lesson to be drawn from Cat's decline is that success today does not necessarily imply success tomorrow."
6. Kristen's Cookie Co. was founded to apply the concept of high quality customized desserts to cookies; very fresh cookies - still warm from the oven, completely customized cookies with a wide variety of flavors and mix-in ingredients to be chosen by the customer; cookies were cooked to order. some like rock hard, others preferred chewy, i.e., underbaked.

<K>:

1. 花王
2. ケロールケミカル
3. ケネコット
4. 市場・製品計画
5. コマツ
6. クリステンクッキー

>Top <L>:

1. Laitier S.A.
2. Leading change
3. Lehrer McGovern Bovis, Inc.
4. the liberal art of accounting
5. LifeSpan, Inc.; Abbott Northwestern Hospital

<L>:

1. L108_PMD 9-176-118 by McKenney
2. L109_PMD 9-488-037 by Beer
3. L110_PMD 9-687-089 by Bohn
4. L111_PMD 9-180-024
5. L112_PMD 9-587-104 by Bradley

<L>:

1. Laitier is not completely in control of its profits. (Export Div. is responsible for over 75% of total sales), MD of Laitier has no direct authority over that department, yet we are held responsile when sales are poor.
2. Managing change has become a crucial competence which today's managers must acquire. International competition and deregulation have forced corporations to seek and adopt more effective approaches to management, strategic planning, marketing, and manufacturing. In may firms these changes amount to major shifts in the culture of the organization, in the basic behavior and belief system of the organization.
3. LMB was one of the fastest growing firms in the construction industry; Peter Lehrer, co-founder, explained; "When we started the business, we didn't have a grand design. We wanted challenging projects and the ability to enjoy what we do. We didn't set out to be the largest construction management firm in the industry, but the best. the critical issue for us now is, how big do we become?"
4. Accounting uses words and numbers as symbols to convey messages. Often, the formats and specific terms used to convey a given message might vary. These variations usually result from management's desire to emphasize particular financial aspects, or form differences in accounting conventions in different countries or industries.
5. LifeSpan, Inc. is the holding company of Abbott Northwestern Hospital. The health care industry was among the largest in US. rapidly growing $425B in 1985, percentage of GNP had doubled during the previous 25 years (10.7% of GNP in 1985). Employment in the private health industry had grown three times as fast as that of the total private nonfarm economy. (7.2M in 1983)

<L>:

1. レイティアSA
2. リーダー交代
3. レーラーマクガバン
4. リベラルアート
5. ライフスパン

>Top <L2>:

1. The Lincoln Electric Co. (B)
2. The logic of electronic markets
3. Lotus Development Corp.; Channel choice; direct vs. distribution

<L2>:

1. L113_PMD 9-378-216 by McKenny
2. L114_HBr 89311
3. L115_PMD 9-587-078 by Buzzell

<L2>:

1. In 1977, a member of graduating class of HBS accepted a position with the Lincoln Electric Co.; in the course of making this decision,, one of the factors was familiarity with the company and much of its philosophy. While the HBS case on Lincoln Electric describes the company quite accurately and extensively; the following comments from my own experiences will provide some additional insight.
2. Companies that try to imitate these mavericks by locking in customers may be left behind by an evolution away from single-source electronic sales channels toward electronic markets that include may suppliers' offerings. Therefore, vertical integration will be less appealing; networks of companies that perform different steps in the value-added chain may well become a major industry structure.
3. Director of sales operations was preoccupied with a major decision facing his young company - whether Lotus should bypass its distributors and dealers and have its own salesforce sell directly to its large corporate users. Indeed, dealer pressure had forced Lotus to discontinue direct selling when the company had tried it three years earlier.

<L2>:

1. リンカーン電力
2. 発電市場
3. ロータス

>Top <M>:

1. Managing Xerox's multinational development center
2. Management in the 1980's
3. Managers and leaders: Are they different?
4. Managing IT: communications networks
5. Managing IT: technology overview

<M>:

1. M116_PMD N9-490-029
2. M117_HBr 58605 by McKenney
3. M118_HBR 77312 by Beer
4. M119_PMD 9-189-131
5. M120_PMD 9-187-148

<M>:

1. John Clendenin first came to work at Xeron in 1983.
2. IT is composed of several related parts; 1) processing large amounts of information rapidly, 2) application of statistical & mathematical methods to decision making problems, 3) simulation of higher-order thinking. IT is likely to have greatest impact on middle and top management. It will lead to opposite conclusions from those dictated by the currently popular philosophy of participative management.
3. Most societies are caught between two conflicting needs; one, for managers to maintain the balance of operations, and one for leaders to create new approaches and imaging new areas to explore. Both are basically different types of people, the conditions favorable to the growth of one may be inimical to the other.
4. Telecom provides the basis for physically linking these information islands into a networked information system. It is also becoming an increasingly important element in the automation of production in factories. Telecom provides the essential link that ties upstream activities, such as computer-aided design and engineering to downstream activities, such as computer-aided manufacturing, to achieve computer-integrated manufacturing.
5. The concept of a calculating machine traces back 16,000 years to cave walls in France; In 1642 Pascal built the first gear-driven mechanical calculator; in 1886 william Seward Burroghs introduced the first commercial mechanical adding machine. In 1890 Herman Hollerith developed the punch card tabulator. In 1924 Hollerith Punch Card was renamed the IBM Punch Card. In 1944 Harvard Mark I was introduced. ...

<M>:

1. ゼロックス海外戦略
2. 1980年代の経営
3. マネジャーとリーダーの違い
4. IT：通信技術
5. IT：技術概観

>Top <M2>:

1. Managing IT; system development
2. Managing IT; computer systems & component
3. Managing Xerox's multinational development center
4. Manufactures Hanover Corp. - worldwide network
5. Marketing moves through EC crossroads
6. Marketing Strategy - an overview

<M2>:

1. M121_PMD 9-189-132
2. M121b_PMD-189-130
3. M122_PMD N9-490-029
4. M123_PMD 9-187-015 by McKenney
5. M124_SMR 1989 by Buzzell
6. M125_PMD 579-054

<M2>:

1. The reliance of large organizations on IS technology to support information processing and decision making has grown steadily since 196f0s. IT has for many companies become a crucial element to strategic direction and competitive advantage.
2. In 1941 Harvard Univ. switche on the Mark-I, a laboratory computer more than 51 feet long, with more than 500 miles of wire. The Mark-I presaged the mainframe computers that were for several decades the predominant form of business computer.
3. As head of MDC (Multinational Development Center) in 1986, Clendenin had worked to improve efficiency of Xerox's worldwide logistics and inventory management systems, saving Xerox million of dollars a year. The MDC annual budge had grown form $400K to $4M, its staff from 4 to 42. And the MDC achieved these while virtually every other staff group had to cut back on funding and staff.
4. SVP for technical support services at Manufacturers Hanover Bank was reflecting in late 1983 on the status of GEONET, the bank's worldwide communications network. They had decided to deliver quality communication service was through an internally designed and managed network. This original intention had been to convert all existing networks to the one system to obtain economies of scale. This slowed the progress of converting existing applications to GEONET.
5. As trade barriers within Europe fall, US business leaders will need to reconsider every aspect of their making programs. Product and pricing policy will have to be set on a pan-European basis. Pricing will drop in both the short and long run as companies try to gain market share and as production efficiencies increase. Distribution will become more efficient as nontariff barriers are lifted. Advertising will become more uniform and thus less expensive.
6. Strategy meant a plan for the deployment and use of military forces and materiel over a certain terrain to achieve a certain objective. The strategy had to be based on what was known of the enemy's strength and positioning, the physical characteristics of the battleground, the friendly or hostile sentiments of those who occupied the territory and the strength and character of the resources available to the commander. time was a factor too, and it was also necessary to anticipate changes that might significantly alter the balance of forces.

<M2>:

1. IT：システム開発
2. IT：Mark-I
3. ゼロックス開発展開センター
4. マニュファクチュアハノーバー
5. EC市場
6. 市場戦略

>Top <M3>:

1. Marketing success through differentiation - of anything.
2. Matsushita Electric Industrial (MEI)
3. Merton Truck Company
4. Metromedia Broadcasting
5. Mexico: crisis of confidence

<M3>:

1. M126_HBR 80107
2. M127_PMD 9-388-144 by Encarnation
3. M128_PMD 9-189-163
4. M129_PMD 9-286-044 by Crum
5. M130_PMD 383-148 by Encarnation

<M3>:

1. There is no such thing as a commodity. All goods & services are differentiable. In the market place, differentiation is everywhere. But what they sell is the claimed distinction of their execution - the efficiency of their transactions in their clients' behalf, their responsiveness to inquiries, the clarity and speed of their confirmations, and the like. In short, the offered product is differentiated, though the generic product is identical.
2. In 1977, when Toshihiko Yamashita took over as its president, Fortune had described MEI as the most dazzling corporate success in Japan. Almost a decade of his leadership had only ham-handed that reputation. Compounded annual sales growth of 11.6% between 1980 and 1985 had helped MEI move ahead of Phillips, Siemens and Hitachi and emerge as the world's largest producer of customer electronics products, and the fourth largest electrical and electronics firm in the word, behind IBM, AT&T and GE.
3. The Merton Truck Co. manufactured two specialized models of trucks, Model 101 and Model 102, in a single plant in Wheeling, Michigan. Manufacturing operations were grouped into four departments; engine assembly, metal stamping, Model 101 assembly, and Model 102 assembly. But surely there is something to improve their financial position.
4. Tom Forsyth had called David Willis, CEO of Anchor to request that his high-yield investment proposal be added to the agenda of the board's Nov. 24 meeting. Upon hearing the subject of Tom's presentation, the chairman had warned Tom to expect a 'lively' debate of the prudence of Anchor's investments in high-yield securities at the board's next meeting.
5. In 1982, Miguel de la Madrid Hurtado, elected president declared, "Ahora trabajamos! Industrial policy must emphasize basic consumer goods and export sectors; the nation's infrastructure must be improved, subsidies and protectionism decreased, and small & medium businesses encouraged. (Inflation 40-70%: retail gas and fuel prices were to be increased 5% per month for a year)

<M3>:

1. コモディティ化と差別化
2. 松下電器
3. マートントラック
4. メトロメディア放送
5. メキシコ経済危機

>Top <M4>:

1. Mexico: escaping from the debt crisis?
2. Note on Microcomputers; overview of PCs & Workstations
3. Micro trends
4. Note on the Motorcycle Industry 1975
5. Motorola and Japan (A)
6. Mrs. Fields Cookies

<M4>:

1. M131_PMD N9-390-174 by Encarnation
2. M132_PMD 9-389-136
3. M132b_PMD case
4. M133_PMD 9-388-056 by Encarnation
5. M134_PMD 578-210 by Buzzell (appeared with Harley-Davidson cap)
6. M135_PMD 9-189-056 by McKenney

<M4>:

1. In Aug. 1982, Mexico announced that it could no longer pay interest on its foreign debt. The annual inflation rate was approaching 100%, and the fiscal deficit was more than 17% of GNP. The new administration committed itself to IMF-backed stabilization program to correct macroeconomic imbalances. It also pledged to make structural adjustments to diversify exports and service the foreign debt, and modernize the Mexican economy through heightened exposure to global competition.
2. In 1941, ENIAC (Electronic Numerical integrator & Computer) was a mainframe used in cryptology applications for deciphering enemy communication codes during WWII. The original ENIA system weighed 30 tons, took 3 years to build, and cost nearly $500K to develop (1943 dollars). It contained 70K resistors, 20K vacuum tubes, and 3K neon lights.
3. Energy & materials costs and Labor costs vs. Technology costs. Evolution of applications; from high cost & low functionality to low cost & high functionality. System focuses; administration and other indirect value added.
4. Two-wheeled motor vehicles were first produced in Germany in 1890s. Motorcycles are purchased for basic transport or for secondary, recreational uses. In 1974 the world motorcycle markets included countries in each of these phases. US and Canada were recreational uses predominant. Japan and Europe were thought to be entering the second phase.
5. In late 1981, Motorola executives held a series of meeting at their headquarter in Schaumburg, Illinois to hammer out a response to intensifying Japanese competition. To date, all of Motorola's efforts to gain significant sales of semiconductors and mobile telecommunication products in Japan had been disappointing. Moreover, Motorola's management had evidence that some Japanese manufacturers were dumping telecommunication products in the American market. Bob Galvin, Motorola's Chairman and CEO knew that something had to be done, but what?
6. Customers knew Mrs. Fields Cookies as the upscale brown, red, and white retail outlets that dispensed hot, fresh, chewy cookies like grandmother used to bake. Few were aware that by 6:00am Utah time, a computer in Park City, high in the Uinta Mountains, would know of their purchase and every other purchase made at the more than 500 Mrs. Fields' Cookie stores in 25 states and five countries on four continents.

<M4>:

1. メキシコ：負債脱出
2. PCとワークステーション動向
3. マイクロトレンド
4. 二輪車市場
5. モトローラと日本
6. ミセスフィールズクッキー

>Top <N>:

1. New management job: the integrator
2. New way to measure consumers' judgments
3. The Next Computer Revolution
4. New IT Applications
5. Novon Cement Company

<N>:

1. N136_HBR 67606
2. N137_HBR 75404
3. N138_SA 1987 Vol 257-4 by McKenney
4. N139_PMD case by McKenny
5. N140_PMD N9-190-057

<N>:

1. Advances of science & technology are increasing the tempo of change. This continuously increases the need both for greater specialization (differentiation) and for tighter coordination (integration), but these two needs are essentially antagonistic. The emergence of a new management function to help achieve high
2. Taking a jet plane for a business appointment in Paris? Which of the two flights would you choose? 1) B707 by BA 2 intermediate stops that will depart within 2 hours and often late in arriving in Paris. it is anticipated 50% full. Flight attendants are warm and friendly and choice of 2 moves for entertainment. or 2) B747 by TWA nonstop that will depart within 4 hours almost never late in arriving in Paris. it is anticipated 90% full. Flight attendants are cold and curt with only magazines are provided for entertainment.
3. In less than 50 years computers have become essential to industrial society; in the next phase they will grow more powerful by at least an order of magnitude and become a ubiquitous intellectual utility: Computing is perhaps the most exciting technological enterprise in history. Imagine being engaged in a field that changes exponentially!
4. IT value to operations & logistics (Integrative) vs. IT value to marketing & distribution (Adaptability) , etc.
5. Novon Cement Co., a manufacturer and distributor of cement, was founded in 1922 in Falstaff in southern California. The company operated two cenment manufacturing plants, one in Falstaff (annual capacity of 3.5M barrels of cement) and in Plata (5.5M)

<N>:

1. 新たな経営：インテグレータ
2. 消費者の判断
3. 次世代コンピュータ革命
4. 新ITアプリケーション
5. ノボンセメント

>Top <O>:

1. Office technology, Inc. (A1); video background
2. Organizational charts
3. OTISLINE
4. Owens - Corning Fiberglass Corp., Commercial Roofing Div. (A)
5. Oxford analytica Ltd.; recent coverage on Eastern Europe

<O>:

1. O141_PMD 9-486-097 by Beer
2. O142_PMD case by Beer
3. O143_PMD 9-186-304 by McKenney
4. O144_PMD 9-383-040 by Bradley
5. O145_PMD case

<O>:

1. Office Technology, Inc. (OTI) started as a shoestring operation manufacturing electronic adding machines. OTI research gradually expanded the product line to include special-purpose computing and word processing systems. Prices for OTI products ranged from $30 to over $1m. the quality of OTI products coupled with the company policy of responsiveness to customer needs is the basis of the strong customer reputation enjoyed by OTI.
2. Components of 7S's 1) Strategy, 2) Structure, reporting relationships, 3) Systems, formal systems and procedures, 4) Style, the leadership style, 5) Staffing, people, backgrounds and competencies, 6) Skills, basic competencies, 7) Shared values, guiding concepts and fundamental ideas
3. In 1985 Otis Elevator contemplated the future of OTISLINE, a computer application developed to improve Otis Elevator's responsiveness to its service customers. Otis Elevator, a subsidiary of United Technologies Corp., was the world leader in elevator sales and service (maintenance).
4. In 1980, the nonresidential roofing industry was undergoing significant change. New competitors were entering with a wide spectrum of new roofing systems, and traditional competitors were beginning to feel the effects. The Commercial Roofing Dive. (CRD) of Owens-Corning Fiberglass Corp. was no exception, and profits for 1980 were proving to be disappointing.
5. Representatives of member states have put forward radical proposals for the reform and even dissolution of Comecon. The first session of Comecon held since July 1988. It has been held twice a year since Gorbachev came to power in 1985.

<O>:

1. OTI
2. 組織チャート
3. OTISLINE
4. オーウェンス・コーニングファイバーグラス
5. 東欧収斂

>Top <P>:

1. The parable of the Sadhu
2. Pennzoil Offshore Gas Operators, Inc.; Prospectus
3. Perdue Foods, Inc.
4. Note on Performance Appraisal
5. Peter Browining and Continental White Cap (A)

<P>:

1. P146_HBR 83512
2. P147_PMD 8-271-200 by Crum
3. P148_PMD case by Buzzell
4. P149_PMD 478-019
5. P150_PMD 9-486-090

<P>:

1. After encountering a dying pilgrim on a climbing trip in the Himalayas, a businessman ponders the differences between individual and corporate ethics. As the first participant in the new 6-month sabbatical program that Morgan Stanley has adopted, I enjoyed a rare opportunity to collect my thoughts as well as do some traveling. I spent the first three months in Nepal, walking 600 miles.
2. Offered in units of $1K principal amount of Convertible Subordinated Debentures due 1979 (Debentures) and 33 shares of Class B Common Stock, $1 par value (Class B Common Stock), of Pennzoil Offshore Gas Operators, Inc. (Company). The Class B Common Stock and Debentures will be transferable separately immediately after issuance. The offering price per unit has been arbitrarily fixed by negotiations between the Company and the Underwriters. The Debentures will be issued at an original issue discount which may be substantial.
3. "It takes a tough man to make a tender chicken" had become the theme of the advertising campaign developed for Perdue Foods, Inc. Perdue Foods had become by the end of 1972 the largest producer of branded broilers in US, killing about one and a half million birds each week. In Feb. 1973 a major competitor, Maryland Chicken Processors, Inc., had launched a direct frontal attack on Perdue Chickens with ads in the New England.
4. The evaluation of individual performance is an inevitable part of organizational life. Everyone is constantly evaluated by his or her boss, peers, and subordinates. Much of the evaluation is informal, but most organizations have a formal appraisal system designed to collect systematic information about the performance of employees. The formal system usually includes a form on which supervisors indicate their evaluations of subordinates' performances.
5. Continental White Cap, a Chicago-based division of the Continental Group, Inc. White Cap was the market leader in the production and distribution of vacuum-sealed metal closures for glass jars. White Cap had not yet developed a plastic closure or the ability to seal plastic containers. After more than 50 years of traditional management, corporate headquarters decided it was time to bring in a proven, enthusiastic, young manager to push the business toward a leaner, more efficient, and more flexible operation, an operation capable of responding to the evolving market conditions.

<P>:

1. Sadhu
2. ペンゾイル洋上ガス
3. パフォーマンス評価
4. パーデュー食品
5. コンチネンタルホワイトカップ

>Top <P2>:

1. Phillips 66 Company; EIS
2. The Philips Group; 1987
3. Philip Morris - Kraft
4. PlanPower; the financial planning expert system
5. Plus Development Corp. (A)

<P2>:

1. PMD9-189-006 by McKenney
2. P151_PMD 9-388-050 by Encarnation
3. P152_PMD 9-289-045 by Crum
4. P153_PMD 9-186-293 by McKenney
5. P154_PMD 9-687-001 by Bohn

<P2>:

1. Phillips 66 Co. a wholly owned subsidiary of Phillips Petroleum Co., provide downstream operations for its parent. Phillips 66 engaged in six major lines of business: supply and transportation, crude oil refining, natural gas liquids, chemicals manufacturing, plastics production, and gasoline marketing.
2. In Apr. 1986, Cor van der Klugt opened with the following admonition: 1) Philips must be profit-oriented, 2) must be globally oriented. A global presence with local faces, 3) must be a quality-driven, customer-oriented organization. There is a growing % of our people who never see or smell a customer in the marketplace.4) must be faster and eve more innovation-oriented 50% of the products marked in the next five years do not exist today.
3. The letter announced a radial restructuring of Kraft in response to a hostile tender offer by Philip Morris. The offer of $90 a share in cash for all of the outstanding common stock of Kraft had been announced just five days earlier on Oct. 18, 1988. Kraft's strategy was centered on food. This all-food strategy was in sharp contrast with its earlier diversification program. Most of the diversification occurred when Richman engineered the Sept. 1980 merger between Kraft and Dart Industries, a $2.4B consumer products manufacturer.
4. Financial Designs (FD) prided itself on being a top financial planning firm of New England. Applied Expert Systems (APEX) of Cambridge, MA, had created the PlanPower system, one of the most complex expert systems in the world. It was designed to take the rules of thumb of many expert financial planners (logic) and codify them in a flexible software package. FD was a test site (beta site) fro PlanPower. In exchange for helping APEX with the design and debugging of the system, FD had use of PlanPower at no charge.
5. Innovation starts with a belief; development transfers belief to evidence: In Sept. 1984 the Hardcard product development ha been under way for nearly six months. The miniaturized 10MB hard disk drive twas like not other product on the market. The Plus development team had been working with Japanese counterpart, Japan Electro-Mechanical Corp. (JEMCO) to get the product ton the market by June 1985. though there was daily progress, something would surely have to change to meed Hardcard's June target date.

<P2>:

1. フィリップス石油の下流部門会社
2. フィリップス
3. フィリップモリス
4. プランパワー
5. プラスデベロップメント

>Top <P3>:

1. Polaroid-Kodak
2. Polaroid-Kodak Addendum
3. The Poletown Dilemma
4. The Portman Hotel Co.
5. Procter & Gamble Co. (A)

<P3>:

1. P155_PMD 376-266 by Bradley
2. P156_PMD 378-165 by Bradley
3. P157_PMD 9-389-017
4. P158_PMD 9-489-104
5. P159_PMD 9-584-047 by Buzzell

<P3>:

1. In Apr. 1976, Eastman Kodak Co. announced that it would challenge Polaroid Corp's 28-year monopoly of the instant photographic field. Walter A. Fallon, president of Kodak, demonstrated two new cameras and an instant film which he described as offering remarkable color quality to the consumer. Later, Polaroid issued a formal statement; "We have had a chance to make a brief comparison between the Polaroid instant picture system and the new Kodak system. the comparison renews our confidence that our leadership in the field of instant photography remain unchanged. " And Polaroid had filed suit in federal court charging Kodak with the infringement of 10 Polaroid patents.
2. Photo-finishing had boomed in 1960s and 70s; Kodak's share was almost 100% of the finishing equipment market. But Kodak had recently faced some decline in share in the sensitized materials market. While Kodak was still the undisputed leader in the field, since 1967 seven major companies had entered the color print market; President of Berkey photo explained the change; five years ago we use 95% to 98% Kodak paper. But today we use 20% Kodak. The primary reason is that we can now buy other paper cheaper that is as good in quality.
3. In May 1980, General Motors Corp. were facing a business environment more difficult than any since the Depression. Both the industry and Detroit were in economic trouble. Battered by recession, changing consumer tastes, and strong competition from foreign automobile manufacturers, sales and profits of the Big Three American automakers had dropped sharply. this decline resulted in cutbacks in production and widespread layoffs of workers in the industry. Over a quarter of the Big Three's hourly work force - some 211,000 people - were laid off, as well as one-third of the work force in auto-related supplier industries.
4. In 1988, Patrick Mene, VP of the The Portman Hotel, was reevaluating the 5-Sar team plan. The 5-Star team plan had reorganized one group of employees, the personal valets (PVs). the PVs both cleaned the rooms and were like butlers for the guests. Under the plan, the PVs had been organized into teams of 5, with one team per floor. the Portman's goal had been to achieve a new level of service among American luxury hotels. And to do this, he believed, required a high level of employee commitment and responsibility. But maintaining commitment was turning out to be harder than he had expected.
5. The Packaged Soap & Detergent Div. (PS&D) of P&G was evaluating how the division could increase volume of its light-duty liquid detergents (LDLs) (held 42% share of the industry). there were three major opportunities for volume growth; 1) introduction of new brand, 2) a product improvement on an existing brand, and/or 3) increase marketing expenditures on existing brands.

<P3>:

1. ポラロイド・コダック
2. ポラロイド・コダック(追記）
3. GMの凋落
4. ポートマンホテル
5. P&G

>Top <P4>:

1. Progressive Corp ; Divisionalization Decision (A)
2. The Progressive Corp. (B)
3. Putting expert systems to work

<P4>:

1. P160_PMD 481-067
2. P161_PMD 9-485-027 by Beer
3. P162_HBR 88207

<P4>:

1. Divisionalization would help us deal with two issue: what to do with our good people and what to do about bureaucracy. I think divisionalization is a good idea. If all the people in California were brought togther under one leader there would be some gains, but there would also be some losses; we would lose some functional expertise.
2. On Nov. 1983, Dick Haverland was fired as COO at Progressive Insurance Co. "I was shocked in a way and not shocked in a way. I was really disappointed to leave the company. they were great people. Also, the last two years have been very difficult for the company. We've really turned a lot of things around and I think next year is going to be a great year... I'm going to hate to be sitting on the outside reading the papers about it and not being there watching the people smile.
3. Through small improvements in everyday tasks - from approving credit to analyzing mud - expert systems are creating competitive advantage. MUDMAN (Baroid) and XCON (DEC) are not ordinary computer programs though. They are expert systems - programs that mimic the thinking of the human experts who would otherwise have to perform the analysis, design, or monitoring.

<P4>:

1. プログレッシブ
2. プログレッシブ(B)
3. エキスパートシステム活用

>Top <Q>:

1. Quality on the line

<Q>:

1. Q163_HBR 83505 by Bohn

<Q>:

1. Manufacturers of room air conditioners in US and Japan: Each manufacture uses a imple assembly-line process; each uses much the same manufacturing equipment; each makes an essentially stadardizaqed product. No apples vs. orages her; the comprison is firmly gounded. The shocking new is tha the failure rates of products from the highest quality producers wer between 500-1000 times less than those of products from the lowest.

<Q>:

1. 日米QC比較

>Top <R>:

1. The rediscovery of marketing
2. The Reagan Plan
3. Restructuring the Mellon Bank
4. RJR Nabisco
5. Rockwell International (A); municipal & utility division
6. Rohm and Haas; new product marketing strategy

<R>:

1. R164_PMD 1-786-043 by Buzzell
2. R165_PMD 381-173 by Encarnation
3. R166_PMD 9-289-036 by Meerschwam
4. R167_PMD 9-289-056 by Crum
5. R168_PMD 383-019 by Bradley
6. R169_PMD 9-587-055 by Buzzell

<R>:

1. Marketing is being rediscovered: by deregulation, global competition, disillusionment with strategic planning, and to complete the unfinished business. It then suggest some lessons that have been learned from experience.
2. A short time after he took office as president to US, Ronald Reagan told, "I regret to say that we are in the worst economic mess since the Great Depression." Several days later, Budget Director David Stockman revealed the administration's remedy; a program of cuts in federal spending accompanied by an across-the-board reduction in income taxes. A vigorous national debate then ensued over that the effects of the administration's policies would be, and whether or not other actions were required to meet the nation's needs.
3. The Mellon Bank traces its roots back to 1840s when Thomas Mellon, a young Pittsburgh lawyer began lending funds. As of Apr. 1987, the Mellon family owned 13.6% of the bank's 28M shares of common stock. In 1974, Mellon ranked 13th in total assets. In terms of profitability, Mellon lagged most of its major competitors.
4. RJR Nabisco began as a tobacco company in 1875. By 1987 teh company's sales had grown to $15.7B, and assets stood at $16.7B. The tobacco business included established brand name cigarettes such as Winston, Salem, Camel, and Vantage. The tobacco business had sales of $6.3B and operating income of $1.8B in 1987.
5. Rockwell Inteernational's Municipal & Utility Division had been the leader in the $160M water meter industry since 1970. A meter consisted of a maincase, a measuring chamber through which the water flowed, and a register that recorded usage. Maincases were made of bronze or plastic. Desirable maincase characteristics were durability, resistance to high internal pressure, watertightness, and insensitivity to temperature extremes. bronze-case meters were more durable than plastic-case meters and were predominant form sold in 1981.
6. Joan Macey, Rohm and Haas market manager for Metalworking Fluid Biocides, was reviewing distributor purchases of Kathon MWX, a new biocide that killed microorganisms in metalworking fluids. She found that total sales to distributors for the first five months were 74 boxes against a first-year target of 1,350 boxes. At this point she is not convinced they have a better alternative.

<R>:

1. マーケティング再発見・教訓
2. レーガン計画
3. メロン銀行
4. RJRナビスコ
5. ロックウェルインターナショナル：水道メータ
6. Rohm and Haas

>Top <S>:

1. Salomon Brothers' strategic review, 1987.
2. Santa Clara County Transportation Agency (A)
3. Scandinavian Airlines System SAS (A): The first wave
4. Scovill Inc. Nutone Housing Group
5. Sealed Air Corp.

<S>:

1. S170_PMD N9-290-003
2. S171_PMD 9-488-039 by Beer
3. S172_PMD 8-388-162 by Buzzell
4. S173_PMD 9-186-136 by McKenney
5. S174_PMD 582-103 by Buzzell

<S>:

1. Earnings at Salomon Brothers, the firm's investment banking subsidiary, had declined precipitously in late 1986-87, and Getfreund, CEO of Salomon Inc. had initiated a broad study of Salomon's strategy and cost structure. The study was no complete. It recommended cutting hundreds of jobs, disbanding several business units (including municipal finance and commercial paper) and placing a new emphasis on investment banking activities far removed from Salomon's roots as a trading firm.
2. Selection of one of two candidates for a promotion; Paul Johnson and Diane Joyce; Equal opportunities: yearly improvement in the hiring, training and promotion of minorities, women and handicapped persons in the major job classifications.
3. In 1981 SAS as it is known in the industry, was struggling with a severe downturn in business and an accumulated two-year deficit of $30M after 17 consecutive profitable years. the worldwide recession had cut deeply into the airline industry and the multinational board of directors of SAS was understandably concerned.
4. Overtime knowledgeable manager will tailor systems to better achieve their defined objectives. The case focus is on a consumer and industrial products company in the housing industry relying upon an outnoded cost system that overstates costs.
5. T.J. Dermot Dunphy, CEO of Sealed Air Corp. explained the firm's 25% average annual growth from 1971 to 1980; During the last 10 years we developed the first closed-cell, lightweight cushioning material, introduced the first foam-in-place packaging system, and engineered the first complete solar heating system for swimming pools. We intend to follow the same management guidelines in 1980s. We intend to seek market leadership; optimizes profit, and foster technological leadership.

<S>:

1. ソロモンブラザーズ業容改革
2. a
4. a
5. シェアソンリーマンブラザーズ株式一部売却
6. a
7. 外資投資案件の社会的コスト
8. 企業の社会的責任
9. 初期状態
10. ストゥファーホテル管理システム
11. ストゥファーホテル競争力
12. 組織構造と組織再編
13. 持続的優位性

>Top <S2>:

1. Sedalia Engine Plant
2. The semiconductor industry association and the trade dispute with Japan (A)
3. Shearson Lehman Brothers and American Express - 1987
4. Shouldice Hospital Ltd.
5. Skil Corp.

<S2>:

1. S175_PMD 481-148 by Beer
2. S176_PMD 9-387-205 by Encarnation
3. S177_PMD N9-290-002 by Meerschwam
4. S178_PMD 9-683-068
5. S179_PMD 9-389-005 by Bradley

<S2>:

1. The plant had been manufacturing and assembling diesel engines in Sedalia, Minnesota, since 1974, and SEP'S parent co., American Diesel, had allowed the plant to chart an exciting and innovative course. SEP had emphasized a participatory style of management. ... Note that Equity does not mean Equality. There are some differences in such areas as pay, benefits, and work areas, base on levels of responsibility and functional needs.
2. US government decided several trade cases in the American semiconductor industry's favor in the first half of 1986, mot significantly an unfair trade practices case filed by the Semiconductor Industry Association (SIA) under Sect. 301 of the Trade Act of 1974. In July 1986, both government agreed that promised foreign firms a doubling of their Japanese market share and elimination of any Japanese dumping into US and third country markets. But now, in March 1987, member firms of the SIA were convinced that the Japanese were violating the agreement.
3. In Mar. 1987, the board of directors of the American Express Co. (Amexco) met to consider a partial sale of Shearson Lehman Brothers, Amexco's wholly-owned brokerage and investment banking subsidiary. Amexco's management proposed to sell about 18% of Shearson to the public, 8.5% to selected Shearson employees and an employee stock ownership plan, and 13% to the Nippon Life Insurance Co. The sale would be the latest step in a series of acquisitions and divestitures made over the last 20 years.
4. Dr. Earle Shouldice, who was to found the hospital bearing his name; based on a careful tracking of tis patients over more than 30 years, it was estimated that the gross recurrence rare for all operations performed at Shouldice was 0.8%. Recurrence rates reported in the literature for these types of hernia varied greatly. In US the gross rate of recurrence for groin hernias approaches 10%.; Hernia operations were among the most common performed on males. In 1979, 600K operations were performed in US alone. Only in 1980s had the hospital begun to organize information about its client base of 140K alumni.
5. In 1979 Emerson Electric Co. acquired Skil Crop., a manufacturer of portable power tools for $58M. With saled of $2.6B in 1979, Emerson Electric produced a broad range of electrical and electronic products and systems.

<S2>:

1. Sedaliaエンジンプラント
2. 半導体産業：日米摩擦
3. シアソンリーマンブラザーズ売却
4. シュルディス病院：ヘルニア手術専門
5. スキル社

>Top <S3>:

1. Social cost/benefit analysis for MNCs
2. The Social responsibility of business is to increase its profits
3. Solagen; process improvement in the manufacture of gelatin
4. Some avenues for ethical analysis in general management
5. Startng Position: Quarter 9 reports for industry with five corporations

<S3>:

1. S180_PMD 1-371-106
2. S181_HBR 75211
3. S182_PMD 9-687-020 by Bohn
4. S183_PMD 383-007
5. S184_PMD case

<S3>:

1. More and more these days the governments of developing countries are systematically securitizing projects proposed by foreign investors. The most frequent technique for each project examination is some form of social cost/benefit evaluation. Though such analyses are encountered most regularly in developing countries, similar approach have been use widely in Europe for some time.
2. The businessmen believe that they are defending free enterprise when they declaim that business is not concerned merely with profit but also with promoting desirable social ends; that business has a social conscience and takes seriously its responsibilities for providing employment, eliminating discrimination, avoiding pollution and whatever else may be the catch-words of the contemporary crop of reformers.
3. Whether or not Kodak should proceed to construct a production plant for Solagen, a new gelatin manufacturing process; whose estimaed cost was $46M. William Bolten of Kodak also felt there were reasons to seriously question if now was the right time to move ahead with a new and still unproven technology to replace the process now in use. Gelatin was a key ingredient in the manufacture of high-quality film and paper; gelatin used as a coating in film making had to be purer, and more transparent. The basic process used for making gelatin was more than 150 years old, and had been largely uninfluenced by new technologies during that time.
4. General manager inevitably confronts ethical issues, whatever his or her location in the corporate structure and whatever the size and complexity of the organization. Sometimes the demands of responsible judgment and action are obvious. But often the demands of responsible judgement and action are not obvious. Often what the GM seeks and needs is a more or less orderly way of thinking through the moral implications of a policy decision - a perspective and a language for appraising the alternatives available from an ethical point of view.
5. The starting position is identical for all corporations in all industries. This appendix describes the computer information systems available to assist you with WISE. At a minimum, the computer is used to submit your decisions each quarter and to print you results after each quarter is processed. More importantly, you have available a powerful planning tool that can be helpful in many ways.

<S3>:

1. 国際企業の社会的コスト
2. 企業の社会的責任
3. ソラゲン・ゼラチン新工場
4. 企業経営と倫理問題
5. 企業９事例

>Top <S4>:

1. Note on the statement of changes in financial position
2. Stouffer Hotels & Resorts: Yield Management System
3. Stouffer Hotels & Resorts: competitive strategy
4. Structure is not organization

<S4>:

1. S185_PMD 9-182-265
2. S186_PMD N9-190-193
3. S187_PMD N9-590-096 by Buzzell
4. S188_PMD case

<S4>:

1. Traditionally, the term 'funds' has meant working capital. The reason we measured the change in working capital (rather than the change in cash) was because items of working capital would be turned into cash and could be considered equivalent to cash. In other words, working capital represented 'potential purchasing Power.' By the same token, it made little difference whether you purchased for cash or on open account. Although, if you purchased on open account, you kept the cash for a short while, it was, in effect, committed to pay off the accounts payable.
2. Richard Brooks, VP, Room Management for Stouffer, Inc., was reviewing his options for improving 'yield' at the company's hotels. Stouffer's strategy of serving high-end business travelers depended on obtaining the highest possible average price per room as well as the best possible occupancy rate. However, the environment Brooks faced in 1990 saw not only a complex pricing structure but new types of rooms (E.g.. suites) and intense competition for group travel deals. Added to this was the already complicated problem of seasonal and cyclical conditions, which often left hotels either sold out or nearly empty.
3. In 1988 Stouffer Hotel Co. (SHC) were trying to decide how much to bid for The Stanford Court, a world-famous San Francisco hotel. Acquisition of The Stanford Court would give SHC representation in a market which was important both because of its size and because it was a major gateway for travellers to and from Hawaii and the growing Pacific Rim region. The task force concluded the bidding for the 402 room property would reach at least $90M, and possibly as much as $100M.
4. The picture of the thing is not the thing. In the same way, a structure is not an organization. We all know that, but like as not, when we reorganize what we do is to restructure. Intellectually all managers and consultants know that much more goes on in the process of organizing than the charts, boxes, dotted lines, position descriptions, and materials can possibly depict. But all too often we behave as though we didn't now it; if we want change we change the structure.

<S4>:

1. 企業ファンドについて
2. ストウファホテル・マネジメントシステム
3. ストウファホテル経営：競争力
4. 構造は組織にあらず

>Top <S5>:

1. Sustainable advantage
2. Synerdyne, Inc.
3. Syntex laboratories (A)

<S5>:

1. S189_HBR 86507
2. S190_PMD 274-095 by Crum
3. S191_PMD 9-584-033 by Buzzell

<S5>:

1. Invention breeds invention. What will restrain rivals from imitating or even improving on an invention? That question preoccupies the real mouse-trap industry as it staggers from imported copies of its innovative glueboards and repeating traps. That question is also central to competitive strategy. Strategists insist that for outstanding performance, a company has to beat out the competition. The trouble is that the competition has heard the same message.
2. In Oct. 1972, Synerdyne had made a tender offer for 1M shares of its own stock. Synerdyne was loaded with cash and its stock seemed to be dragging bottom. Repurchase of 1M share at $20 a share seemed certain to benefit stockholders who retained their shares, especially in view of the expected upswing in earnings. Disenchanted stockholder eager to unload their shares; 8M shares over 28% of the total outstanding were tendered during 30-day offer period. Although Synerdyne was under no obligation to purchase more than 1M shares tendered for, Middeton's (president) strong inclination was to accept all 8M and be rid of those who did not share his enthusiasm about the company.
3. In 1982, Robert Nelson, VP of sales for Syntex Laboratories, is considering the results of a sales force size and allocation study. He had previously increase the number of sales representatives from 433 to 473. However, sales and contribution to profit for 1985 at 473 level would be much less than could be obtained with an optimal sales force size of over 700. Although Nelson was unsure how fast Syntex Lab could hire and train sales reps, the study clearly showed that a sales force growth rate of only 40 reps per year would severely limit both present and future profitability.

<S5>:

1. 持続可能性競争力
2. シネダイン社
3. シンテックス研究所

>Top <T>:

1. Tektronix; JIT and PI
2. Tektronix: Portable Instruments Division (A)
3. Textiles & the Multi-Fiber Arrangement
4. Toshiba Consumer Products (UK) Ltd. (A)
5. Turner Construction Co.

<T>:

1. T192_PMD 9-689-006 by Klein
2. T193_PMD 9-689-009 by Klein
3. PMD383-164 by Encrnation
4. T194_PMD 9-487-072 by Beer
5. PMD-585-031 by Buzzell

<T>:

1. Implementing Just-In-Time (JIT) and people involvement (PI) concepts in the thin film department would surely be a challenge, mused Joe Burger, new GM of Tektronix Hybrid Components Organization (HCO). In Jun. 1987, Burger had transferred to HCO, which produced the hybrids (IC packaged together to form a single component) that were used in Tek's oscilloscopes. He was particularly concerned about the thin film department, where a phot process was used to deposit circuits on a ceramic board.
2. Tektronix (Tek), in Oregon, produced a wide range of electronic equipment systems; Tek's principle product since 1946 was the oscilloscope, an instrument for measuring and displaying graphically the timing and magnitude of electrical phenomena. Tek products were typically the reference of product in the market place. Their product classes were instrument products, design automation and display products, and communication products. Sales in 1987 were $1.4B and net income before taxes was $103M.
3. Representatives from over 50 countries gathered in Geneva in Sept. 1981 to resume discussions about the future of trade and protectionism in textiles and apparel. For more than 20 years, developed nations had been erecting barriers to imports of Third World textiles. By 1981, 85% of global trade in cotton, wool, and man-made fiber products was regulated.
4. Which was more important - the principle of trade unionism or jobs for his member? Sanderson was the national officer of the Electrical, Electronic, Telecom and Plumbing Union (EETPU) responsible for membership in the electronics industry. His union represented the largest part of the work force at the Rank-Toshiba TV assembly plant in Plymouth. With 2,600 workers, it was the city's second-largest employer. But Toshiba wanted a new plant which ran very differently from the old Plymouth plant, with very un-British industrial relationship.
5. A project of the size being considered in Territory-A was normally sent to his office for corporate approval. Like many situations in the construction business, moreover, time was important: EVP would have to make his decisions by the end of this week.

<T>:

1. JITとPI
2. オシロスコープメーカー
3. 繊維貿易交渉前哨戦
4. 東芝英国工場労使交渉
5. 建設会社の大型受注

>Top <U>:

1. Unicron (A)
2. United Airlines
3. The US Auto Industry; Scenarios and Choices
4. The US Auto Industry Supplement

<U>:

1. U195_UoV UVA-A-237
2. U196_PMD 9-184-143 by McKenney
3. PMD9-289-152 by Encarnation
4. PMD9-389-153 by Encarnation

<U>:

1. Man's fascination with creating an artificial man goes at least as far back as 13C when St. Albertus Magnus, a German philosopher was said to have spent 30 years constructing a servant of deceptively human appearance out of metal, wood, wax, and leather. the creature allegedly would open the door and greet visitors, engaging them in polite conversation. Frankenstein, HAL the computer from 2001, and Star Wars' R2D2 are more recent cinematic versions of this age-old fantasy.
2. In late 1982, US Congress directed the Civil Aeronautics Board (CAB) and the Department of Justice to investigate the effects on competition and any antitrust implications of the computer reservations systems (CRSs) owned by airlines and used by travel agents. To facilitate comment on these issues, the CAB established a public docket for contributions from interested parties. Inn its filing with the CAB, Frontier Airlines, Inc., claimed that United Airlines was using its CRS (APOLLO) to unfair competitive advantage.
3. During mid-1980s foreign car manufacturers (primarily Japanese) announced that production bases would be established in North America. Assembly capacity of 2M automobiles would be added in the late 1980s and early 1990s. The number of cars produced increase from big three to eleven, including Toyota, Nissan, Honda, and Hyundai. The industry would undergo structural changes in the competitive environment.
4. US auto import has show inrease since 16% in 1974 to 29% in 1988; 7.5M cars were produced domestic and 3.1M cars were imported; imports from Japan (from world) accounted 1.9M (2.4M) in 1983 and 2.1M (3.1M) in 1988.

<U>:

1. ロボット開発
2. 航空予約システム(CRS)訴訟
3. 日本車など北米生産活発化
4. 米国の外車輸入傾向

>Top <U2>:

1. US Corporate Law: the business judgment standard
2. US Corporate Law: corporae attorney-client relationships & privilage
3. US Corporate Law: employment contracts and executive tenure
4. US Corporate Law: liabliity of managers for acts of others
5. US Corporate Law: rights of stockhokders
6. US Corporate Law:
   Assignments
7. US Corporae Law:
   conflicts, fairness and Fiduciary duty
8. US Pioneer Electronics Corp

<U2>:

1. U197_PMD case by Hinsey
2. U198_PMD case by Hinsey
3. U199_PMD case by Hinsey
4. U200_PMD case by Hinsey
5. U201_PMD case by Hinsey
6. U202_PMD case by Hinsey
7. U203_PMD case by Hinsey
8. U204_PMD 579-079 by Buzzell

<U2>:

1. Cash-out merger: Speaking for the majority of the Court, we conclude that both rulings of the Court of Chancery are clearly erroneous. Therefore, we reverse and direct that judgment be entered in favor of the plaintiffs and against the defendant directors for the fair value of the plaintiffs' stockholdings in Trans Union: We hold; 1) that the Board's decision, reached Sept. 20, 1980, to approve the proposed cash-out merger was not the product of an informed business judgment; 2) that the Board's subsequent efforts to amend the Merger Agreement and take other curative action were ineffectual, both legally and factually; and 3) that the Board did not deal with complete candor with the stockholders by failing to desclose all material facts, which they knew or should have known, before securing the stockholders' approval of the merger.
2. The rules governing lawyers' relations with clients is the American Bar Association's Model Rules of Professional Conduct, current version was adopted in 1983. A lawyer's responsibilities: as a representative, advisor, advocate, negotiator, intermediary between clients, and evaluator.
3. Golden Shield as a distributor of appliances selling 5000-600 retailers in Puerto Rico. Two of it employees signed contracts with the company in which they agreed that for a year after termination of employment they would not work for or assist any persons, firm or corporation engaged in, nor himself engage in any line of business carried on at the time of his termination of employment by the Company, nor furnish any information to anyone engaged or interested. They resigned in early 1962 and started to build up a rival corporation. The lower court immediately granted plaintiff a temporary restraining order pending a hearing, then a preliminary injunction after a hearing.
4. Corporate defendant could be the person; Buffalo Pharmacal Co. Inc. a jobber of drugs, purchased them from manufacturers and repacked them under its own label. It was a small, single-location operation with not more than 25 employees. The jury found Dotterweich, the president and GM, guilty of shipping misbranded and adulterated drugs in interstate commerce. The evidence was adequate to support the verdict of adulteration and misbranding but there was no claim of knowledge on Dotterweich's part and guilt was imputed to him solely on the basis of his managerial position.
5. a) NY stock corporation law entrusting the management of the business to the directors and giving them the right to choose officers.
   b) would alter the rights of common stockholders by depriving their two directors of the opportunity to participate in filling board vacancies and thus could not be effectuated without a vote of the holders of common stock as a class.
   d) was regarded as having no significance separate from removal.
   ... He discussed (c) at greater length.

<U2>:

1. キャッシュアウトマージャー(現金合併)
2. 法律家の責任範囲
3. 競業禁止１年間
4. 管理者の責任
5. 株主の権利

>Top <V>:

<V>:

<V>:

<V>:

>Top <W>:

1. Wal-Mart Stores' Discount Operations
2. West Germany; the search for stability
3. What is the right organization structure?: decision tree analysis provides the answer.
4. What is to be done?
5. What kind of management control do you need?

<W>:

1. W205_PMD 9-387-018 by Bradley
2. W206_PMD 9-389-204_146 by Encarnation
3. W207_PMD case by Beer
4. W208_PMD case
5. W209_HBR 73213 by McKenny

<W>:

1. In Oct. 1985, Forbes declared Sam Walton the richest person in US. With his four children, he owned stock worth $2.8B. The put him $1B ahead of the next person on the list, H. Ross Perot. By the end of Apr. 1986, Walton's net worth had swelled by another $1.6B. Walton's fortune consisted of 39% stake in Wal-Mart Stores, a retailer that had focused historically on the Southwest. Although Wal-Mart had begun to diversify into other areas, discounting still accounted for 91% of the company's sales in 1985 and 96% of its pretax profits. Wal-Mart had consistently led other discounters in both profitability and growth.
2. IG Metal, the metalworkers' union, demanded a reduction from 40 to 35 working hours a week, with no cut in pay. According to the union, a 35-hour week would both 'humanize work life' and reduce unemployment, which was approaching 10%. Any reduction in the workweek, it argued, would increase production costs and undermine its competitive position in the international economy. The strike soon spread to other industries and brought a halt to much of the German economy. Close cooperative ties among business, labor, and government resulted in West Germany's having fewer strikes, lower unemployment, more stable prices, and better export performance than most other industrialized countries.
3. Organization desgin is a central problem for managers. What is the best structure for the organization? What are the criteria for selecting the best structure? What signals indicate that the organization's existing structure may not be appropriate to tis tasks and its envrionment?
4. Eastern Europe must take as swift, dramatic leap to private ownership and a market system. West Europeans must help it do so, welcoming it as partner in a unified European market. So says Jeffrey Sachs, Harvard professor and economic adviser to the governments of Poland and Yugoslavia.
5. A good method of measuring a managers financial contribution; it must reward him for working for the benefit of the whole company, not just his department or division. It is inadequate to reflect performance during a particular time period, ignoring the effects on future performance. The principal types of financial responsibility can be classified: 1) cost center like production dept., 2) revenue center like sales dept (have no authority to lower prices to increase volume), 3) expense center like administrative dept., pursuing best quality of service, 4) profit center like product div., and 5) investment center, maximizing return on investment.

<W>:

1. ウォルマート創業
2. 西独経済
3. 組織構造
4. 東欧経済自由化
5. 組織業評のあり方

>Top <W2>:

1. Why good managers make bad ethical choices?
2. Winn-Dixie Stores, Inc. (A)
3. Workers' councils; Hobbema & Van Rijn, NV (A)
4. The World VCR Industry

<W2>:

1. W210_HBR 86402
2. W211_PMD 9-269-015 by Crum
3. W212_PMD 9-481-103
4. W213_PMD 9-387-098 by Encarnation

<W2>:

1. Top executives seldom ask their subordinates to do things that both of them know are against the law or imprudent. But company leaders sometimes leave things unsaid or give the impression that there are things they don't want to know about. They can seem to be distancing themselves from their subordinates' tactical decisions in order to keep their own hands clean if things go awry.
2. In Oct. 1968, Mr. Stephen Darcie, a security analyst employed by a large mutual fund, was preparing to evaluate the dividend policy of Winn-Dixie Stores, Inc. The information about Winn-Dixie that he had assembled from his firm's research files is summarized below. Mr. Darcie realized that Winn-Dixie's long-standing policy of paying monthly cash dividends to stockholders and of increasing the dividend annually was unique among major American corporations.
3. Hobbema & van Rijn, NV was engaged in the layout design and furnishings of offices - primarily for business, government and institutions such as schools and hospitals. The company had a large staff of designers, architects, decorators, etc., whose services were available on a contract or consulting basis. The company also manufactured certain lines of office furniture and equipment - primarily filing cabinets and other stamped metal items. These were sold directly to institutional clients and through a number of retail shops. In addition to the Dutch operations, the company had sales offices and design staffs in West Germany, Belgium, Switzerland and UK. In 1973, total company sales were about Dfl. 285M and profits were Dfl. 9.7M.
4. The origins of the modern videocassette recorder can be dated to Sep. of 1951, when David Sarnoff, chairman of RCA, made a public speech challenging to develop "a TV picture recorder that would record the video signals of TV" within the next five years. Although RCA failed to be first, Sarnoff's challenge was met by Ampex Corp., a small California engineering firm, introducing the first commercial VTR in 1956. Even though American companies invented the technology and dominated the world market for professional VTRs, Sony was the first company to mass market home VCR. By the mid-1980s, the consumer market was dominated by the Japanese. No US firm manufactured VCRs, the Europeans were minor players, and Korean companies could only challenge Japan.

<W2>:

1. 企業倫理と管理職
2. Winn-Dixie Stores社
3. 内装デザイン会社
4. 世界VCR市場動向

>Top <X>:

1. Xerox Corp.: executive suport systems
2. Xerox ; Leadership through quality (A)
3. A Xerox cost center imitates a profit center

<X>:

1. X214_PMD 9-189-134
2. X215_PMD N2-490-008
3. X216_HBR 85317

<X>:

1. In 1982 David Kearns became Chairman and CEO of the Xerox Corp. He inherited a company. Xerox had lost its historically dominant position in the low- and mid-range copier market to overseas competitors and was encountering increasing competition in high-end from newly aggressive US rivals. Between 1970 and 1982, Xerox's market share had fallen from 96% to 45%. In late 1981 Canon, Inc. introduced its NP-400, that could produce 40 copies per minute, sold through office-supply dealerships, retailed for less than the unit manufacturing cost of competing Xerox equipment.
2. Xerox is in transition; Its objective was to create a new culture in which quality of goods and service would improve while costs declines.
3. Intrapreneurs; these companies should have doubts whether the traditional captive cost center will ever get enough motivation to improve efficiency and effectiveness.

<X>:

1. ゼロックス社の市場シェア変遷
2. ゼロックス社リーダーシップ
3. ゼロックス社コールセンタ

>Top <Y>:

<Y>:

<Y>:

<Y>:

>Top <Z>:

<Z>:

<Z>:

<Z>:

Abbre.

1. HBR: Harvard Business Review
2. NSAM: Nomura School of Advanced Management
3. PMD: Program for Management Development
4. SA: Scientific American
5. SMR: Sloan Management Review
6. WSJ: Wall Street Journal

Comment

• About 220 PMD cases contained here.