The president of Mr. Jax is faced with a strategy and resource related decision. The company has pursued a product diversification strategy during the past several years, but the Free Trade environment would best suit a strategy of expansion into the U.S. market. Unfortunately, limited resources require the president to make some choices regarding a future strategy for Mr. Jax.

The Japanese-American Seating Inc. (JASI) case series involves a 65-35 joint venture in southwestern Ontario formed by Japanese and U.S. automotive parts companies which are leaders in their respective geographic markets. After the venture has been in operation for nearly two years, this case describes the perspective of the newly-appointed American general manager. The case addresses the strategic and operational issues which may arise in a cros...

The CEO of IPL Inc., was reassessing his company's policy regarding involvement in custom-molded plastic products. A leader in the Canadian injection molded plastics industry, IPL had traditionally relied on proprietary products rather than the manufacturing-on-order of custom products for other firms. However, since 1984 IPL had been supplying custom-molded auto parts for the Ford Motor Company and had recently been offered a contract to manufac...

The president of Polysar's global rubber division must determine how to commercialize an award-winning new product, Tornac Rubber. This product represents a potentially critical addition to the company's core business activities. Although members of Tornac Rubber's product development team are highly committed to the product, recent market developments combined with the financial circumstances of Polysar's new parent company create uncertainty re...

Daytun Inc. is a small office equipment company ($6 million in revenues) which focuses primarily on photocopier sales and service in the London, Ontario market. In the 10 years since its formation, Daytun's strategy of high quality products and high levels of service at moderate price has enabled them to outperform local operations of large multinationals such as Xerox and Canon, and they currently have the leading market share position in London...

This case highlights Kimberly-Clark's perspective on the fierce competitive battle with Procter & Gamble (P&G) in the diaper industry. The competitive struggle involves a broad range of issues including: rapid product development, international threats and opportunities, diversification options and public pressure over environmental concerns. In particular, Kimberly-Clark must decide on a response to P&G's most recent product introduction.