Discusses the development of a chain of "theme" restaurants. The student is asked to evaluate the current operating strategy and suggest a long-term expansion strategy.

This case is accompanied by a Video Short that can be shown in class or included in a digital coursepack. Instructors should consider the timing of making the video available to students, as it may reveal key case details. Covers the strategy and management practices of the world's largest manufacturer of welding equipment. Discusses the compensation system and company culture, and the leadership style of management.

an earlier case and Boston Consulting Group report on the motorcycle industry. Should be used with Honda (B).

Describes the history of Honda Motor Company from its beginning through its entry into and subsequent dominance of the U.S. market as seen through the eyes of Honda executives. The history of Honda's successful entry into the U.S. market is viewed as highly adaptive and fraught with error and serendipity. Honda (A) and (B) are designed to be used together to contrast two differing views of major events in a company's history, both of which are im...

Analyzes the major home appliance industry in the U.S. in 1984 and gives a profile of the key competitors. May be used with Major Home Appliance Industry in 1988 and Maytag in 1984.

Focuses on competitive repositioning, organizational renewal, and personal leadership. Describes how Asahi Breweries was faced with a major capacity expansion decision after succeeding in increasing market share dramatically in the traditionally stable Japanese beer industry. This has been done through the creation of a new product category, "Dry Beer." Information on industry economics, Asahi's organizational process, and competitive interaction...

Describes the history and corporate position of a large and successful producer of faucets and related household products. Masco is considering entry into the $14 billion furniture industry. Designed to be used with Household Furniture Industry in 1986 in a strategy course on corporate strategy for diversified firms.

Explores how the human resource (HR) function at Apple Computer can best support the company's strategy. Describes in detail the HR function. The function is considering a reorganization at the end of the case, in response to criticism from non-HR employees and cost-cutting imperatives at Apple.

Provides a follow-up to the (C) case. A new organization chosen for the human resource (HR) function is described. Students must compare the design chosen by Apple's HR managers with the one they chose.

Explores how the human resource function at Apple Computer can best support the company's strategy. Analyzes the culture and morale at Apple. Apple has a very unique culture. Moreover, morale within the company is at a low. The culture is powerful in aiding the company in certain ways, and also a substantial hindrance to progress. Designed to study how Apple tries to keep what is good and change what is bad about the culture.