CONTENTSPART ONE THE CONCEPTS AND TECHNIQUES OF STRATEGIC MANAGEMENT 1
CONTENTSPART ONE THE CONCEPTS AND TECHNIQUES OF STRATEGIC MANAGEMENT 1
1 THE STRATEGIC MANAGEMENT PROCESS: An Overview 2
1 THE STRATEGIC MANAGEMENT PROCESS: An Overview 2
Ann K．Buchholtz,University of GeorgiaNAME INDEX ICASE INDEX I- 4
COMPANY INDEX I- 4
Ann K．Buchholtz,University of GeorgiaNAME INDEX ICASE INDEX I- 4
COMPANY INDEX I- 4
Illustration Capsules:1 Examples of Company Mission and Vision Statements 6
Illustration Capsules:1 Examples of Company Mission and Vision Statements 6
2 Strategic and Financial Objectives of Well-Known Corporations 8
2 Strategic and Financial Objectives of Well-Known Corporations 8
SUBJECT INDEX I- 9
SUBJECT INDEX I- 9
3 A Strategy Example:McDonald s 12
3 A Strategy Example:McDonald s 12
The Five Tasks of Strategic Management 3 Developing a Strategic Vision and BusinessMission,4 Setting Objectives,5 Crafting a Strategy,7 What Does a Company s Strat-egy Consist Of?10 Implementing and Executing the Strategy,15 Evaluatin 17
The Five Tasks of Strategic Management 3 Developing a Strategic Vision and BusinessMission,4 Setting Objectives,5 Crafting a Strategy,7 What Does a Company s Strat-egy Consist Of?10 Implementing and Executing the Strategy,15 Evaluatin 17
Who Performs the Five Tasks of Strategic Management?18 Is Strategy Making an Individ-ual Responsibility or a Group Task?20 Is There a Role for Full-Time Strategic Plan-hers?21 The Strategic Role of the Board of Directors,22 The Benefits 23
Who Performs the Five Tasks of Strategic Management?18 Is Strategy Making an Individ-ual Responsibility or a Group Task?20 Is There a Role for Full-Time Strategic Plan-hers?21 The Strategic Role of the Board of Directors,22 The Benefits 23
2 THE THREE STRATEGY-MAKING TASKS:Developing a Strategic Vision,Setting Objectives,and Crafting a Strategy 27
2 THE THREE STRATEGY-MAKING TASKS:Developing a Strategic Vision,Setting Objectives,and Crafting a Strategy 27
Illustration Capsules:4 Delta Airlines Strategic Vision 28
Illustration Capsules:4 Delta Airlines Strategic Vision 28
5 Intel s Bold Decision to Radically Alter Its Strategic Vision 33
5 Intel s Bold Decision to Radically Alter Its Strategic Vision 33
6 Nova Care s Business Mission and Vision 35
6 Nova Care s Business Mission and Vision 35
7 Examples of Corporate Objectives:McDonald s,3M Corp.Anheuser-Busch,andMcCormick Co. 38
7 Examples of Corporate Objectives:McDonald s,3M Corp.Anheuser-Busch,andMcCormick Co. 38
Developing a Strategic Vision and Mission:The First Direction-Setting Task 27 Why Havea Mission or Strategic Vision?28 Defining a Company s Present Business,29 Decidingon a Long-Term Strategic Vision for the Company,33 Communicating the 56
Developing a Strategic Vision and Mission:The First Direction-Setting Task 27 Why Havea Mission or Strategic Vision?28 Defining a Company s Present Business,29 Decidingon a Long-Term Strategic Vision for the Company,33 Communicating the 56
Company Resource Strengths,Competencies,and Competitive Capabilities,56 The Per-sonal Ambitions,Business Philosophies,and Ethical Beliefs of Managers,57 The Influenceof Shared Values and Company Culture on Strategy,58 Linking Strategy wi 59
Company Resource Strengths,Competencies,and Competitive Capabilities,56 The Per-sonal Ambitions,Business Philosophies,and Ethical Beliefs of Managers,57 The Influenceof Shared Values and Company Culture on Strategy,58 Linking Strategy wi 59
8 Harris Corporation s Commitments to Its Stakeholders 61
8 Harris Corporation s Commitments to Its Stakeholders 61
Tests of a Winning Strategy,62 Approaches to Performing the Strategy-Making Task 62
Tests of a Winning Strategy,62 Approaches to Performing the Strategy-Making Task 62
3 INDUSTRY AND COMPETITIVE ANALYSIS 68
3 INDUSTRY AND COMPETITIVE ANALYSIS 68
9 Strategic Group Map of Competitors in the Retail Jewelry Industry 92
9 Strategic Group Map of Competitors in the Retail Jewelry Industry 92
The Methods of Industry and Competitive Analysis 68 Question 1:What Are the Industry sDominant Economic Features?70 Question 2:What Is Competition Like and How StrongAre Each of the Competitive Forces?73 Question 3:What Are the Drivers o 95
The Methods of Industry and Competitive Analysis 68 Question 1:What Are the Industry sDominant Economic Features?70 Question 2:What Is Competition Like and How StrongAre Each of the Competitive Forces?73 Question 3:What Are the Drivers o 95
Illustration Capsule: 99
Illustration Capsule: 99
Question 7:Is the Industry Attractive and What Are Its Prospects for Above-Average Profit-ability?98 Actually Doing an Industry and Competitive Analysis 99
Question 7:Is the Industry Attractive and What Are Its Prospects for Above-Average Profit-ability?98 Actually Doing an Industry and Competitive Analysis 99
Question 1:How Well Is the Present Strategy Working?104 Question 2:What Are theCompany s Resource Strengths and Weaknesses,and Its External Opportunities and Threats? 103
4 EVALUATING COMPANY RESOURCES AND COMPETITIVECAPABILITIES 103
4 EVALUATING COMPANY RESOURCES AND COMPETITIVECAPABILITIES 103
Question 1:How Well Is the Present Strategy Working?104 Question 2:What Are theCompany s Resource Strengths and Weaknesses,and Its External Opportunities and Threats? 103
10 TCI s Retreat to a Vision and Strategy in Line with Its Resources andMarket Opportunities 112
10 TCI s Retreat to a Vision and Strategy in Line with Its Resources andMarket Opportunities 112
11 Value Chains for Anheuser-Busch and Adolph Coors Beers 121
11 Value Chains for Anheuser-Busch and Adolph Coors Beers 121
12 Ford Motor Company s Benchmarking of Its Accounts Payable Activity 122
12 Ford Motor Company s Benchmarking of Its Accounts Payable Activity 122
13 Benchmarking and Ethical Conduct 123
13 Benchmarking and Ethical Conduct 123
105 Identifying Company Strengths and Resource Capabilities,105 Identifying Com-pany Weaknesses and Resource Deficiencies,106 Identifying Company Competencies andCapabilities,108 Identifying a Company s Market Opportunities,111 Identify 126
105 Identifying Company Strengths and Resource Capabilities,105 Identifying Com-pany Weaknesses and Resource Deficiencies,106 Identifying Company Competencies andCapabilities,108 Identifying a Company s Market Opportunities,111 Identify 126
Illustration Capsules: 129
Competitive Strength Assessments,127 Question 5:What Strategic Issues Does the Com-pany Face? 129
Competitive Strength Assessments,127 Question 5:What Strategic Issues Does the Com-pany Face? 129
Illustration Capsules: 129
5 STRATEGY AND COMPETITIVE ADVANTAGE 134
5 STRATEGY AND COMPETITIVE ADVANTAGE 134
14 ACX Technologies Strategy to Become a Low-Cost Producer ofAluminum Cans 139
14 ACX Technologies Strategy to Become a Low-Cost Producer ofAluminum Cans 139
15 Winning a Cost Advantage via Value Chain Restructuring:Iowa Beef PackersFedEx,Southwest Airlines,and the Internet Entrepreneurs 144
15 Winning a Cost Advantage via Value Chain Restructuring:Iowa Beef PackersFedEx,Southwest Airlines,and the Internet Entrepreneurs 144
16 Differentiating Features That Lower Buyer Costs 150
16 Differentiating Features That Lower Buyer Costs 150
17 Differentiating Features That Raise the Performance a User Gets 151
17 Differentiating Features That Raise the Performance a User Gets 151
18 Toyota s Best-Cost Producer Strategy for Its Lexus Line 153
18 Toyota s Best-Cost Producer Strategy for Its Lexus Line 153
19 Focused Strategies in the Lodging Industry:Motel 6 and Ritz-Carlton 155
19 Focused Strategies in the Lodging Industry:Motel 6 and Ritz-Carlton 155
The Five Generic Competitive Strategies 135 Low-Cost Provider Strategies,137 Differ-entiation Strategies,147 The Strategy of Being a Best-Cost Provider,152 Focused orMarket Niche Strategies,154 Vertical Integration Strategies and Compe 163
The Five Generic Competitive Strategies 135 Low-Cost Provider Strategies,137 Differ-entiation Strategies,147 The Strategy of Being a Best-Cost Provider,152 Focused orMarket Niche Strategies,154 Vertical Integration Strategies and Compe 163
Initiatives to Capitalize on Competitor Weaknesses,164 Simultaneous Initiatives on ManyFronts,165 End-Run Offensives,165 Guerilla Offensives,166 PreemptiveStrikes,166 Choosing Whom to Attack,167 Using Defensive Strategies to Protect C 170
Illustration Capsules: 170
Illustration Capsules: 170
Initiatives to Capitalize on Competitor Weaknesses,164 Simultaneous Initiatives on ManyFronts,165 End-Run Offensives,165 Guerilla Offensives,166 PreemptiveStrikes,166 Choosing Whom to Attack,167 Using Defensive Strategies to Protect C 170
6 MATCHING STRATEGY TO A COMPANYS SITUANION 174
6 MATCHING STRATEGY TO A COMPANYS SITUANION 174
20 Yamaha s Strategy in the Piano Industry 183
20 Yamaha s Strategy in the Piano Industry 183
21 Multicountry Strategies:Microsoft in PC Software and Nestlé inInstant Coffee 192
21 Multicountry Strategies:Microsoft in PC Software and Nestlé inInstant Coffee 192
22 Toshiba s Use of Strategic Alliances and Joint Ventures 195
22 Toshiba s Use of Strategic Alliances and Joint Ventures 195
23 Company Experiences with Cross-Border Strategic Alliances 197
23 Company Experiences with Cross-Border Strategic Alliances 197
Illustration Capsules: 208
Strategies for Competing in Emerging Industries 175 Strategies for Competing in HighVelocity Markets 177 Strategies for Competing in Maturing Industries 178 StrategicPitfalls,181 Strategies for Firms in Stagnant or Declining Industri 208
Strategies for Competing in Emerging Industries 175 Strategies for Competing in HighVelocity Markets 177 Strategies for Competing in Maturing Industries 178 StrategicPitfalls,181 Strategies for Firms in Stagnant or Declining Industri 208
Illustration Capsules: 208
7 STRATEGY AND COMPETITIVE ADVANTAGE IN DIVERSIFIEDCOMPANIES 213
7 STRATEGY AND COMPETITIVE ADVANTAGE IN DIVERSIFIEDCOMPANIES 213
24 Koch Industries Efforts to Link Its Diversification Strategies to CoreCompetencies and Capabilities 222
24 Koch Industries Efforts to Link Its Diversification Strategies to CoreCompetencies and Capabilities 222
25 Examples of Companies with Related Business Portfolios 224
25 Examples of Companies with Related Business Portfolios 224
When to Diversify 214 The Conditions that Make Diversification Attractive,215 Build-ing Shareholder Value:The Ultimate Justification for Diversifying 217 Three Tests forJudging a Diversification Move,217 Diversification Strategies 218 227
When to Diversify 214 The Conditions that Make Diversification Attractive,215 Build-ing Shareholder Value:The Ultimate Justification for Diversifying 217 Three Tests forJudging a Diversification Move,217 Diversification Strategies 218 227
26 Diversified Companies with Unrelated Business Portfolios 228
26 Diversified Companies with Unrelated Business Portfolios 228
Unrelated Diversification and Shareholder Value,230 Divestiture and Liquidation Strate-gies 231 Corporate Turnaround,Retrenchment,and Portfolio Restructuring Strategies 232
Unrelated Diversification and Shareholder Value,230 Divestiture and Liquidation Strate-gies 231 Corporate Turnaround,Retrenchment,and Portfolio Restructuring Strategies 232
27 Honda s Competitive Advantage 237
27 Honda s Competitive Advantage 237
28 Mitsubishi:The Competitive Power of a Japanese Keiretsu 240
28 Mitsubishi:The Competitive Power of a Japanese Keiretsu 240
Multinational Diversification Strategies 234 The Emergence of Multinational Diversifica-tion,235 Sources of Competitive Advantage for a DMNC,236 Combination Related-Unrelated Diversification Strategies 242
Illustration Capsules: 242
Multinational Diversification Strategies 234 The Emergence of Multinational Diversifica-tion,235 Sources of Competitive Advantage for a DMNC,236 Combination Related-Unrelated Diversification Strategies 242
Illustration Capsules: 242
8 EVALUATING THE STRATEGIES OF DIVERSIFIED COMPANIES 245
8 EVALUATING THE STRATEGIES OF DIVERSIFIED COMPANIES 245
29 Portfolio Management at General Electric 255
29 Portfolio Management at General Electric 255
Identifying the Present Corporate Strategy 246 Evaluating Industry Attractiveness:ThreeTests 247 Evaluating the Attractiveness of Each Industry the Company Has DiversifiedInto,247 Measuring Each Industry s Attractiveness Relative to the O 265
Identifying the Present Corporate Strategy 246 Evaluating Industry Attractiveness:ThreeTests 247 Evaluating the Attractiveness of Each Industry the Company Has DiversifiedInto,247 Measuring Each Industry s Attractiveness Relative to the O 265
Illustration Capsule: 265
Illustration Capsule: 265
9 IMPLEMENTING STRATEGY:BUILDING RESOCRCE CAPABILITIES ANDSTRUCTURING THE ORGANIZATION 268
9 IMPLEMENTING STRATEGY:BUILDING RESOCRCE CAPABILITIES ANDSTRUCTURING THE ORGANIZATION 268
30 Process Organization at Lee Memorial Hospital and St. Vincent s Hospital 283
30 Process Organization at Lee Memorial Hospital and St. Vincent s Hospital 283
31 Cross-Unit Coordination on Technology at 3M Corp. 287
31 Cross-Unit Coordination on Technology at 3M Corp. 287
32 Reengineering:How Companies Do It and the Results They Have Gotten 292
32 Reengineering:How Companies Do It and the Results They Have Gotten 292
33 Matrix Organization in a Diversified Global Company:The Case of Asea BrownBoveri 301
33 Matrix Organization in a Diversified Global Company:The Case of Asea BrownBoveri 301
A Framework for Implementing Strategy 269 The Principal Strategy-ImplementingTasks,270 Leading the Implementation Process 271 Building a Capable Organization273 Selecting People for Key Positions,273 Building Core Competencies and Com 304
Illustration Capsules: 304
A Framework for Implementing Strategy 269 The Principal Strategy-ImplementingTasks,270 Leading the Implementation Process 271 Building a Capable Organization273 Selecting People for Key Positions,273 Building Core Competencies and Com 304
Illustration Capsules: 304
34 Organizational Approaches for Internationaf and Global Markets 306
34 Organizational Approaches for Internationaf and Global Markets 306
10 IMPLEMENTING STRATEGY:BUDGETS,POLICIES,BEST PRACTICES,SUPPORT SYSTEMS,AND REWARDS 310
10 IMPLEMENTING STRATEGY:BUDGETS,POLICIES,BEST PRACTICES,SUPPORT SYSTEMS,AND REWARDS 310
35 Nike s Manufacturing Policies and Practices 313
35 Nike s Manufacturing Policies and Practices 313
36 Motorola s Approach to TQM and Teamwork 317
36 Motorola s Approach to TQM and Teamwork 317
37 Management Information and Control Systems at Mrs.Fields Cookies,Inc 321
37 Management Information and Control Systems at Mrs.Fields Cookies,Inc 321
Linking Budgets to Strategy 310 Creating Strategy-Supportive Policies and Procedures312 Instituting Best Practices and a Commitment to Continuous Improvement 314 In-stalling Support Systems 319 Installing Adequate Information Systems,P 327
Illustration Capsules: 327
Linking Budgets to Strategy 310 Creating Strategy-Supportive Policies and Procedures312 Instituting Best Practices and a Commitment to Continuous Improvement 314 In-stalling Support Systems 319 Installing Adequate Information Systems,P 327
Illustration Capsules: 327
38 The Folly of the Reward System in the Claims Division of a Large InsuranceCompany 329
38 The Folly of the Reward System in the Claims Division of a Large InsuranceCompany 329
11 IMPLEMENTING STRATEGY:CULTURE AND LEADERSHIP 334
11 IMPLEMENTING STRATEGY:CULTURE AND LEADERSHIP 334
Illustration Capsules:39 The Culture at Nordstrom 335
Illustration Capsules:39 The Culture at Nordstrom 335
40 The Johnson Johnson Credo 345
40 The Johnson Johnson Credo 345
41 The Bristol-Myers Squibb Pledge 346
41 The Bristol-Myers Squibb Pledge 346
Building a Strategy-Supportive Corporate Culture 334 Where Does Corporate CultureCome From?335 The Power of Culture,336 Strong versus Weak Cultures,338 Low-Performance or Unhealthy Cultures,339 Adaptive Cultures,339 Creating the Fit b 356
Building a Strategy-Supportive Corporate Culture 334 Where Does Corporate CultureCome From?335 The Power of Culture,336 Strong versus Weak Cultures,338 Low-Performance or Unhealthy Cultures,339 Adaptive Cultures,339 Creating the Fit b 356
PART Ⅱ CASES IN STRATEGIC MANAGEMENT 361
PART Ⅱ CASES IN STRATEGIC MANAGEMENT 361
A GUIDE TO CASE ANALYSIS 362
A GUIDE TO CASE ANALYSIS 362
Section A:The Manager as Chief Strategy Maker and Strategy Implementer＊Case 1 America Online,Inc. 376
Section A:The Manager as Chief Strategy Maker and Strategy Implementer＊Case 1 America Online,Inc. 376
Arthur A.Thompson,The University of AlabamaJohn E.Gamble,University of South Alabama＊Case 2 Ben Jerry s Homemade,Inc. 397
Arthur A.Thompson,The University of AlabamaJohn E.Gamble,University of South Alabama＊Case 2 Ben Jerry s Homemade,Inc. 397
Arthur A.Thompson,The University of Alabama＊Case 3 Andrew S.Grove:CEO of Intel Corp. 423
Arthur A.Thompson,The University of Alabama＊Case 3 Andrew S.Grove:CEO of Intel Corp. 423
Arthur A.Thompson,The University of AlabamaJohn E.Gamble,University of South AlabamaCase 4 The Fudge Cottage 453
Arthur A.Thompson,The University of AlabamaJohn E.Gamble,University of South AlabamaCase 4 The Fudge Cottage 453
Deborah R.Ettington and Shalini Venkateswaran,Eastern Michigan UniversityCase 5 Cineplex Odeon Corp.(B) 470
Deborah R.Ettington and Shalini Venkateswaran,Eastern Michigan UniversityCase 5 Cineplex Odeon Corp.(B) 470
Joseph Lampel and Jamal Shamsie,New York UniversitySection B: Crafting Strategy in Single Business Companies＊Case 6 Cannondale Corporation and the Mountain Bike Industry 488
Joseph Lampel and Jamal Shamsie,New York UniversitySection B: Crafting Strategy in Single Business Companies＊Case 6 Cannondale Corporation and the Mountain Bike Industry 488
Romuald A.Stone,Keller Graduate School of Management＊Case 7 Cuchara Valley Ski Resort 519
Romuald A.Stone,Keller Graduate School of Management＊Case 7 Cuchara Valley Ski Resort 519
Gary Bridges,University of Southern Colorado＊Case 8 Callaway Golf Company 534
Gary Bridges,University of Southern Colorado＊Case 8 Callaway Golf Company 534
John E Gamble,University of South AlamamaCase 9 Ryk？,Inc.:Lightweight Athletic Shoes for Women 555
John E Gamble,University of South AlamamaCase 9 Ryk？,Inc.:Lightweight Athletic Shoes for Women 555
Valerie J Porciello,Alan N.Hoffman,and Barbara Gottfried,Bentley CollegeCase 10 Video Concepts,Inc. 570
Valerie J Porciello,Alan N.Hoffman,and Barbara Gottfried,Bentley CollegeCase 10 Video Concepts,Inc. 570
John Dunkelberg and Tom Goho,Wake Forest University＊Case 11 Nintendo vs.SEGA(A):The Videogame Industry 577
John Dunkelberg and Tom Goho,Wake Forest University＊Case 11 Nintendo vs.SEGA(A):The Videogame Industry 577
Romuald A Stone,Keller Graduate School of Management＊Cases for which there are case preparation exercises on Strat-TUTOR.Case 12 Nintendo vs.SEGA(B):The Videogame Wars 614
Romuald A Stone,Keller Graduate School of Management＊Cases for which there are case preparation exercises on Strat-TUTOR.Case 12 Nintendo vs.SEGA(B):The Videogame Wars 614
Romuald A.Stone,Keller Graduate School of Management＊Case 13 Pasta Perfect,Inc. 633
Romuald A.Stone,Keller Graduate School of Management＊Case 13 Pasta Perfect,Inc. 633
Joan Winn and John W. Mullins,University of DenverCase 14 Coral Divers Resort 647
Joan Winn and John W. Mullins,University of DenverCase 14 Coral Divers Resort 647
Kent E.Neupert,University of HoustonPaul W.Beamish,University of Western OntarioCase 15 FedEx vs.UPS:The War in Package Delivery 666
Kent E.Neupert,University of HoustonPaul W.Beamish,University of Western OntarioCase 15 FedEx vs.UPS:The War in Package Delivery 666
Lane Crowder,Robert E.Spekman and Robert Bruner,University of Virginia＊Case 16 The Quaker Oats Company,Gatorade,and Snapple Beverage 694
Lane Crowder,Robert E.Spekman and Robert Bruner,University of Virginia＊Case 16 The Quaker Oats Company,Gatorade,and Snapple Beverage 694
Arthur A.Thompson,The University of AlabamaJohn E.Gamble,University of South AlabamaCase 17 Jim Thompson Thai Silk Company 712
Arthur A.Thompson,The University of AlabamaJohn E.Gamble,University of South AlabamaCase 17 Jim Thompson Thai Silk Company 712
Robert A.Pitts,Gettysburg College＊Case 18 Whirlpool Corporation 728
Robert A.Pitts,Gettysburg College＊Case 18 Whirlpool Corporation 728
Arthur A.Thompson and Bryan Fuller,The University of AlabamaSection C: Crafting Strategy in Diversified Companies＊Case 19 PepsiCo,Inc. 759
Arthur A.Thompson and Bryan Fuller,The University of AlabamaSection C: Crafting Strategy in Diversified Companies＊Case 19 PepsiCo,Inc. 759
John E.Gamble,University of South AlabamaRichard C.Hoffman Salisbury State University＊Case 20 Bombardier Ltd.(B) 781
John E.Gamble,University of South AlabamaRichard C.Hoffman Salisbury State University＊Case 20 Bombardier Ltd.(B) 781
Joseph Lampel and Jamal Shamsie,New York UniversityCase 21 Greenley Communications and the Westem Region Network TelevisionStations 801
Joseph Lampel and Jamal Shamsie,New York UniversityCase 21 Greenley Communications and the Westem Region Network TelevisionStations 801
George M.Puia,University of TampaMarilyn L.Taylor,University of Missouri—Kansas CityCase 22 Escorts,Ltd.(A) 818
George M.Puia,University of TampaMarilyn L.Taylor,University of Missouri—Kansas CityCase 22 Escorts,Ltd.(A) 818
Andrew Delios and Jaideep Anand,The University of Western OntarioSection D: Implementing and Executing Strategy＊Case 23 Robin Hood 832
Andrew Delios and Jaideep Anand,The University of Western OntarioSection D: Implementing and Executing Strategy＊Case 23 Robin Hood 832
Joseph Lampel,New York UniversityCase 24 Kitty s Maids 834
Joseph Lampel,New York UniversityCase 24 Kitty s Maids 834
Tom Hinthorne,Montana State University—BillingsCase 25 Bama Pie,Limited 852
Tom Hinthorne,Montana State University—BillingsCase 25 Bama Pie,Limited 852
Raymond E.Belford,Oklahoma City UniversityCase 26 Novotel 869
Raymond E.Belford,Oklahoma City UniversityCase 26 Novotel 869
Brian Hunt and Charles Baden-Fuller,City University Business School,LondonRoland Calori,Groupe ESC Lyon＊Case 27 The Lincoln Electric Company,1996 896
Brian Hunt and Charles Baden-Fuller,City University Business School,LondonRoland Calori,Groupe ESC Lyon＊Case 27 The Lincoln Electric Company,1996 896
Arthur Sharplin,University of Texas at AustinJohn A.Seeger,Bentley College＊Case 28 Wal-Mart Stores,Inc. 923
Arthur Sharplin,University of Texas at AustinJohn A.Seeger,Bentley College＊Case 28 Wal-Mart Stores,Inc. 923
Arthur A.Thompson,The University of AlabamaKem Pinegar,Birmingham-Southern CollegeTracy Robertson Kramer,George Mason University＊Case 29 Kmart Corporation 956
Arthur A.Thompson,The University of AlabamaKem Pinegar,Birmingham-Southern CollegeTracy Robertson Kramer,George Mason University＊Case 29 Kmart Corporation 956
John E.Gamble,University of South AlabamaCase 30 Journey to Excellence:The Ritz-Carlton Hotel in Sydney,Australia 979
John E.Gamble,University of South AlabamaCase 30 Journey to Excellence:The Ritz-Carlton Hotel in Sydney,Australia 979
Supryia A.Desai and Elliott N.Weiss,University of VirginiaCase 31 Acer Computer Products(Taiwan):Shortening the Product DevelopmentCycle 998
Supryia A.Desai and Elliott N.Weiss,University of VirginiaCase 31 Acer Computer Products(Taiwan):Shortening the Product DevelopmentCycle 998
Jean-Francois Tremblay and John R．Kennedy,University of Western OntarioSection E: Strategy.Ethics.and Social ResponsibilityCase 32 Food Lion and PrimeTime Live 1014
Jean-Francois Tremblay and John R．Kennedy,University of Western OntarioSection E: Strategy.Ethics.and Social ResponsibilityCase 32 Food Lion and PrimeTime Live 1014
Joseph Wolfe,Univelsiry of Tulsa＊Case 33 DesignTex,Inc.(A) 1034
Joseph Wolfe,Univelsiry of Tulsa＊Case 33 DesignTex,Inc.(A) 1034
Matthew Mehalik,Michael E.Gorman,Andrea Larson and Patricia H.Werhaue,University of VirginiaCase 34 The Betaseron Decision (A) 1047
Matthew Mehalik,Michael E.Gorman,Andrea Larson and Patricia H.Werhaue,University of VirginiaCase 34 The Betaseron Decision (A) 1047