Home | Case Discussion Questions | Exercises | Case Links | Chapter Links | Feedback
Chapter Links
Links to the companies highlighted in the chapters aid you in researching these companies further.
Choose a chapter number:
1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14
Opening Case: Jill Barad's Strategy for Mattel
Strategy In Action 1.l: Larry Bossidy, CEO, AlliedSignal
Strategy In Action 1.2: A Strategic Shift at Microsoft
Strategy In Action 1.3: Strategic Planning at Royal Dutch/Shell
Strategy In Action 1.4: Groupthink at Imperial Tobacco
Closing Case: Southwest Airlines
Opening Case: Bill Agee and the Fall of Morrison Knudsen
Strategy In Action 2.1: Dick Ferris and United Airlines
Strategy In Action 2.2: Strategic Intent at 3M
Strategy In Action 2.3: Short-Term Emphasis, Long-Term Loss:
Strategy In Action 2.4: The Jack-in-the-Box Poisonings-Questionable Ethics?
Closing Case: Body Shop International
Opening Case: Boom and Bust in the Market for DRAMs:
Strategy In Action 3.1: Barriers to Entry in the Japanese Brewing Industry:
Strategy In Action 3.2: The Great European Soap War:
Strategy In Action 3.3: Changing Buyer-Supplier Relationships in Health Care:
Strategy In Action 3.4: The Rise of Finland's Nokia
Closing Case: Wang Laboratories
Opening Case: The Rise of Intel
Strategy In Action 4.1: Productivity in the Automobile Industry
Strategy In Action 4.2: Time-Based Competition and Customer Responsiveness at Citicorp
Strategy In Action 4.3: Value Creation at Pfizer
Strategy In Action 4.4: Lucky Microsoft
Strategy In Action 4.5: The Road to Ruin at DEC
Closing Case: Marks & Spencer
Opening Case: Reengineering Lloyds Bank
Strategy In Action 5.1: Chemical and Chase Banks Merge to Realize Economies of Scale
Strategy In Action 5.2: Too Much Experience at Texas Instruments
Strategy In Action 5.3: Toyota's Lean Production System
Strategy In Action 5.4: The Impact of TQM Programs on Quality:
Strategy In Action 5.5: Total Quality Management at Intermountain Health Care
Strategy In Action 5.6: Whatever Happened to the Digital Compact Cassette?Strategy In Action 5.7: Slow Cycle Time at Apollo Computer
Strategy In Action 5.8: Materials Management and Information Systems Help Bose Improve Its Customer Responsiveness
Closing Case: Xerox Corp.
Opening Case: Ford's Difficult Balancing Act
Strategy In Action 6.1: Nissan's Cost-Leadership Strategy
Strategy In Action 6.2: Who Wants an American Express Card?
Strategy In Action 6.3: Finding a Niche in the Outsourcing Market
Electronic Data Systems; IBM; Systems & Computer Technology Corp.; Bisys Group
Strategy In Action 6.4: Holiday Inns Makes a Comeback
Strategy In Action 6.5: Campbell Soup Heats Up
Closing Case: Liz Claiborne, Inc.
Opening Case: The Burger Wars
Strategy In Action 7.1: The Body Shop Opens Too Late
Strategy In Action 7.2: Ups and Downs in the Airline Industry:
Strategy In Action 7.3: Warfare In Toyland
Strategy In Action 7.4: Compaq and Dell Go Head-to-Head in Distribution
Strategy In Action 7.5: How to Make Money in the Vacuum Tube Business:
Closing Case: The Goodyear Tire & Rubber Company
Opening Case: IKEA
Strategy In Action 8.1: It's a McWorld
Strategy In Action 8.2: Procter & Gamble
Strategy In Action 8.3: Fuji-Xerox
Strategy In Action 8.4: General Motors and Daewoo
Closing Case: The Ford-Mazda Alliance
Opening Case: Rockwell International
Strategy In Action 9.1: Specialized Assets and Vertical Integration in the Aluminum Industry
Strategy In Action 9.2: Chrysler Builds An American Keiretsu
Strategy In Action 9.3: Strategic Outsourcing at Boeing
Strategy In Action 9.4: Diversification and Divestments at ICI
Closing Case: Daimler-Benz
Opening Case: Breaking Up AT&T;
Strategy In Action 10.1: Portfolio Planning at Ciba-Geigy
Strategy In Action 10.2: How Portfolio Planning Nearly Destroyed the Cabot Corporation
Strategy In Action 10.3: One Big Unhappy Family at Mellon Bank
Strategy In Action 10.4: The Restructuring of Sears
Closing Case: Restructuring Xerox
Opening Case: Chrysler's Cross-Functional Product Teams
Strategy In Action 11.1: How To Flatten Structure:
Strategy In Action 11.2: Honda's Change of Heart
Strategy In Action 11.3: Amoco's New Approach
Strategy In Action 11.4: Restructuring at Lexmark
Strategy In Action 11.5: Teamwork at AT&T;
Closing Case: Apple Computer
Opening Case: Sam Walton's Approach to Control:
Strategy In Action 12.1: Output Control and Acquisitions:
Strategy In Action 12.2: How Not to Use Output Control to Get Ahead:
Strategy In Action 12.3: Japan Focuses on Budgets:
Strategy In Action 12.4: Taligent's New Culture
Strategy In Action 12.5: How to Motivate a Top Manager:
Closing Case: Getting It Right at McDonald's
Opening Case: A Turnaround at Digital Equipment
Strategy In Action 13.1: Intel's R&D; Department
Strategy In Action 13.2: How 3M Uses Teams to Build Culture
Strategy In Action 13.3: Reengineering NestlÈ's Global Structure
Strategy In Action 13.4: Alco Standard Gets It Right
Strategy In Action 13.5: No Problems for ABP
Strategy In Action 13.6: NIKE's Network Structure
Closing Case: Hughes Aircraft Reengineers Its Structure
Opening Case: : Raising Quality at Eastman Chemicals
Strategy In Action 14.1: A New Approach at IBM Credit
Strategy In Action 14.2: Turnaround at Sunbeam-Oster
Strategy In Action 14.3: The Shakeout at Tenneco
Strategy In Action 14.4: Father and Son Go Head-to-Head:
Strategy In Action 14.5: Who Has Power in a Merger?
Closing Case: Which Way For Merck?