F241
Howard Corb, George Parker
1992
An analysis of the pros and cons of using pre-emptive rights in a public offering of stock for a very large NYSE company.
F240
George Parker
1992
A decision to lease or buy aircraft at Aloha Airlines in Hawaii.
F239
Inghie Kwik, George G. C. Parker
1992
On January 10, 1991, Allan Gilmour, executive vice president and head of Automotive Operations for Ford Motor Company, stated his views on Ford’s dividend policy after the company reported a 1990 fourth quarter loss of…
CIS6
Lisa Smith, Tim Wei
1992
This is a case about how a multi-million dollar food processing business was started from a kitchen oven at home. It is also about the impact of information technology in a rapidly growing manufacturing business. The case introduces concepts and tools…
CG1B
Constance Bagley
1992
Addresses the legal and corporate governance aspects of the decision by the Board of Directors of Time, Inc. to abandon an agreement to merge with Warner Communications in a stock-for-stock deal, and instead to buy Warner for cash in a highly leveraged…
CG1A
Constance Bagley
1992
Addresses the legal and corporate governance aspects of the decision by the Board of Directors of Time, Inc. to abandon an agreement to merge with Warner Communications in a stock-for-stock deal, and instead to buy Warner for cash in a highly leveraged…
A156
S. Huddart, B. Palomo
1992
This case examines the accounting system of a small company that produces customized electronic equipment under cost-plus federal procurement contracts as well as fixed-price commercial agreements. The facts in this case are drawn from a high technology…
A155B
Steven Huddart
1992
This case updates and concludes Stanford University (A). The case details the costs incurred by the debacle, both at the organizational and personal level. The article “Navy Settles a Fraud Case on Stanford Research Costs”: (New York, October 19, 1994)…
F243
W. Sharpe
1992
AT&T is considering alternative methods of selecting benchmarks for the evaluation of three equity managers. Procedures suggested by four consultants are describe in some detail.
M272A
James Lattin, J Lubetkin
1991
In 1976 McDonald’s began a move to abandon paper packaging in favor of polystyrene plastic, base on environmental impact reports that plastic used less energy, represented less landfill volume, and was recyclable. By 1990, public perceptions had shifted…
M262
James Lattin
1991
In January of 1987, Ed McCracken, President and CEO of Silicon Graphics, contemplated the future direction of his company. One year earlier, the company had embarked upon an ambitious effort to develop a high-performance computer graphics workstation with…
F244
George Parker
1991
Bankers Trust was proceeding with its regular annual review of “RAROC” (Risk Adjusted Return on Capital). RAROC was a methodology to allocate the bank’s equity capital to each business division and then to each individual asset within the bank. The…
A154
Steven Huddart
1991
The case documents a large tax-motivated acquisition. In 1985, Chevron negotiated the sale of one of its subsidiaries, Gulf Canada Corporation (Gulf) to Olympia and York Developments Limited, a Canadian company controlled by the Reichmann family of…
BP256C
Robert Burgelman
1991
This case presents Intel’s strategic situation after the 1985 decision to exit the DRAM (dynamic random access memory) business. The decision marked a critical transition point for Intel since the company invented DRAMs and had historically viewed itself…
BP256B
Robert Burgelman
1991
This case describes Intel’s situation in late 1984 and the implementation issues faced by Andrew Grove, Intel’s COO, and Intel’s top management at that time.
SM49A
Robert Burgelman, Bruce Graham
1991
Describes Intel’s Hood River project, a new business venture within Intel which sought to establish a market presence for the PC in the living room. Describes the actions of people at different levels in the organization, including the project leader, his…
RE126
Peter C. Kremer, William C. Lazier, L. A. Snedeker
1991
A major corporation is considering its various alternatives to meet its long term corporate headquarter facility needs. These alternatives include continuing to lease existing facility; purchasing existing facility; purchasing a new facility; and…
SI101
Jon Abbott, Robert Augsburger, Ivy Miliman
1990
“If the cable companies choose to drop our stations from their systems, how can we reach the public with quality television programs? We can’t serve our communities if people can’t find us.” Anthony (Jony) Tiano, president of KQED, Inc., was increasingly…
SI100A
Robert Augsburger, Gordon Bloom
1990
In the spring of 1985, Thomas Armstrong, Director of the Whitney Museum in New York and the Whitney Board announced a plan to expand the museum’s existing facility. Armstrong considered the expansion vital to the mission of the museum - “to collect…
DS88A
J Michael Harrison, Michael T Pich
1990
In January of 1986, managers of American Semiconductor, Inc. (ASI)
received a memorandum that signalled a new era for the chip-making giant.
Looking back on the event a year later, Phil Olsen, the corporate director of
Management Information Systems…
BP265
John Roberts
1990
Within two years from 1987 to 1989 Sony Corporation spent $7 billion to acquire CBS Records and Columbia Pictures Entertainment as “software” complements to its “hardware” base in consumer electronics. The case describes the company history the consumer…
PM27
R. Augsberger, J. Pharriss
1989
OIT78A
Charles Bonini
1989
Amalgamated Food Products (AFP) marketed a meat loaf mix under the brand name “Quality Kitchens.” Sally Franklin, who had recently joined AFP as brand manager, was responsible for Quality Kitchens. Her first task was to prepare a sales forecast and a…
DS83
Macon Finley, J Michael Harrison, Charles Holloway
1989
Hewlett-Packard (HP) was founded in 1939 by William Hewlett and David Packard, with headquarters in Palo Alto, California. The company developed, manufactured and marketed precision electronic equipment. In 1983, HP had 30 plants and 200 sales offices…
