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IV. PLANNING
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IV. PLANNING
by Robert F. Hartley
Management Mistakes and Successes, Tenth Edition
Copyright
PREFACE
NEW TO THIS EDITION
TARGETED COURSES
TEACHING AIDS
ACKNOWLEDGMENTS
ABOUT THE AUTHOR
1. Introduction
1.1. LEARNING INSIGHTS
1.1.1. Analyzing Mistakes
1.1.2. Analyzing Successes
1.2. ORGANIZATION OF THIS BOOK
1.2.1. Players in a Time of Economic Crisis
1.2.2. Great Comebacks
1.2.3. Entrepreneurial Breakthroughs
1.2.4. Planning
1.2.5. Leadership and Execution
1.2.6. Controlling
1.2.7. Ethical Mistakes
1.3. GENERAL WRAP-UP
1.4. QUESTIONS
I. PLAYERS IN A TIME OF ECONOMIC CRISIS
2. Walmart—A Winner
2.1. INTO THE NEW MILLENNIUM
2.1.1. Invasion of Foreign Markets
2.2. INGREDIENTS OF SUCCESS
2.2.1. Management Style and Employee Orientation
2.2.2. State-of-the-Art Technology
2.2.3. Small-Town Invasion Strategy
2.2.4. Controlling Costs
2.3. A DARKER SIDE
2.3.1. A Good Neighbor
2.3.2. Impact on Suppliers
2.3.3. An Awesome Competitor
2.3.4. Employee Relations
2.3.5. Strain on Cities
2.4. WALMART CONFRONTS THE SEVERE ECONOMIC DOWNTURN
2.4.1. In the International Arena
2.4.2. Attempts to Expand into Banking and Other Setbacks
2.4.3. Cutting Prices of Prescription Drugs
2.5. EFFORTS TO IMPROVE THE PUBLIC IMAGE
2.6. COMMENTARY
2.7. CONSIDER
2.8. QUESTIONS
2.9. HANDS-ON EXERCISES
2.10. TEAM DEBATE EXERCISES
2.11. YOUR ASSESSMENT OF THE LATEST DEVELOPMENTS
2.12. INVITATION TO RESEARCH
3. Procter & Gamble: An Old Strategy is Found Wanting
3.1. A CHANGE IN COMMAND
3.1.1. Robert McDonald
3.1.2. Succession at P&G
3.2. ISSUES CONFRONTING P&G DURING THE RECESSION
3.2.1. The Year 2009 and the Emergence of Store Brands
3.2.2. Cannibalization
3.2.3. Inventory Costs
3.2.4. Levels of Management
3.2.5. The Promote-From-Within Model
3.3. THE NEW LEADERSHIP AT P&G, 2009 AND BEYOND
3.3.1. The World's Biggest Advertiser
3.4. UPDATE
3.5. CONSIDER
3.6. QUESTIONS
3.7. HANDS-ON-EXERCISES
3.8. TEAM DEBATES EXERCISES
3.9. INVITATION TO RESEARCH
II. GREAT COMEBACKS
4. Continental Airlines: Salvaging from the Ashes
4.1. THE FRANK LORENZO ERA
4.1.1. The Start
4.1.2. Lorenzo's Treatment of Continental
4.1.3. The Demise of Eastern Airlines
4.2. CONTINENTAL'S EMERGENCE FROM BANKRUPTCY, AGAIN
4.2.1. Lorenzo's Legacy
4.2.2. A Sick Airline Industry
4.3. THE GREAT COMEBACK UNDER GORDON BETHUNE
4.3.1. Gordon Bethune
4.4. HOW DID HE DO IT?
4.5. UPDATE
4.5.1. Bethune's Legacy
4.6. CONSIDER
4.7. QUESTIONS
4.8. HANDS-ON EXERCISES
4.9. YOUR PROGNOSIS FROM LATEST DEVELOPMENTS
4.10. TEAM DEBATE EXERCISES
4.11. INVITATION TO RESEARCH
5. Harley-Davidson: A Long-Overdue Revival
5.1. THE INVASION
5.1.1. Reaction of Harley-Davidson to the Honda Threat
5.2. AFTERMATH OF THE HONDA INVASION: 1965–1981
5.3. VAUGHAN BEALS
5.4. THE STRUGGLE BACK
5.4.1. Production Improvements
5.4.2. Marketing Moves
5.5. SUCCESS
5.5.1. Production
5.5.2. Export Potential
5.5.3. Specifics of the Resurgence of Harley-Davidson
5.5.4. More Recent Developments
5.6. ANALYSIS
5.7. CONSIDER
5.8. QUESTIONS
5.9. HANDS-ON EXERCISES
5.10. YOUR PROGNOSIS FROM THE LATEST DEVELOPMENTS
5.11. TEAM DEBATE EXERCISE
5.12. INVITATION TO RESEARCH
6. IBM: A Fading Giant Rejuvenates
6.1. THE REALITY AND THE FLAWED ILLUSION
6.2. THE ROAD TO INDUSTRY DOMINANCE
6.3. CHANGING FORTUNES
6.3.1. Defensive Reactions of IBM
6.4. IBM PC
6.5. THE CRISIS
6.6. ANALYSIS
6.6.1. Predisposing Factors
6.6.2. Resultants
6.6.3. Controversies
6.7. THE COMEBACK UNDER GERSTNER
6.7.1. The Quiet Revolution
6.8. UPDATE
6.9. CONSIDER
6.10. QUESTIONS
6.11. HANDS-ON EXERCISES
6.12. TEAM DEBATE EXERCISE
6.13. INVITATION TO RESEARCH
III. ENTREPRENEURIAL ADVENTURES
7. Google—An Entrepreneurial Juggernaut
7.1. BRAIN DRAIN
7.2. SERGEY BRIN AND LARRY PAGE AND THE START OF GOOGLE
7.2.1. The Beginning
7.3. THE EARLY GROWTH YEARS
7.3.1. Creating a Different Advertising Model
7.4. CHARGING AHEAD
7.4.1. A New CEO
7.5. GOING PUBLIC
7.6. AFTER THE IPO
7.6.1. Google's Poaching of Talent
7.7. ANALYSIS
7.7.1. How Did They Do It?
7.8. POTENTIAL THREATS TO GOOGLE
7.8.1. Litigation
7.8.2. Limits to Growth
7.8.3. A Climate of Arrogance and Cockiness?
7.9. UPDATE—GOING INTO 2010
7.9.1. Philanthropic Efforts
7.9.2. Microsoft Bids for Yahoo
7.9.3. The Recession of 2008–2010
7.10. THE THREAT THAT GOOGLE POSES TO OTHER FIRMS
7.11. CONSIDER
7.12. QUESTIONS
7.13. HANDS-ON EXERCISE
7.14. TEAM DEBATE
7.15. INVITATION TO RESEARCH
8. Starbucks—A Paragon of Growth and Employee Benefits Faces Storm Clouds
8.1. HOWARD SCHULTZ
8.1.1. To Get a Piece of the Action
8.2. THE GROWTH BEFORE GOING PUBLIC, 1987–1992
8.2.1. National Expansion
8.2.2. Employee Benefits
8.2.3. Investing for Further Expansion
8.2.4. Going Public
8.3. STARBUCKS BY 2006–2007
8.3.1. Threats
8.3.2. Commentary
8.4. COPING WITH THE ECONOMIC AND COMPETITIVE THREATS
8.5. CONSIDER
8.6. QUESTIONS
8.7. HANDS-ON EXERCISES
8.8. TEAM DEBATE EXERCISE
8.9. INVITATION TO RESEARCH
IV. PLANNING
9. Euro Disney: Bungling a Successful Format
9.1. PRELUDE
9.1.1. Optimism
9.1.2. The Location Decision
9.1.3. Financing
9.1.4. Special Modifications
9.2. RESULTS
9.3. ATTEMPTS TO RECOVER
9.4. A FAVORABLE PROGNOSIS
9.5. SUMMARY OF MAJOR MISTAKES
9.5.1. External Factors
9.5.2. Internal Factors
9.6. POSTSCRIPT
9.6.1. Update 2005–2008
9.7. CONSIDER
9.8. QUESTIONS
9.9. ROLE PLAY
9.10. TEAM DEBATE EXERCISE
9.11. YOUR ASSESSMENT OF THE LATEST DEVELOPMENTS
9.12. INVITATION TO RESEARCH
10. Boeing: Miscalculations on a Worldwide Scale
10.1. BOEING
10.2. PROBLEMS WITH THE COMMERCIAL AIRCRAFT BUSINESS SEGMENT
10.2.1. Production Problems
10.2.2. Customer Relations
10.3. AIRBUS INDUSTRIES
10.3.1. Background of Airbus
10.3.2. Airbus Chairman Noel Forgeard
10.3.3. The World's Largest Plane
10.3.4. Should a Plane Like the A3XX Even Be Built?
10.3.5. Competitive Position of Airbus
10.4. WHO CAN WE BLAME FOR BOEING'S TROUBLES?
10.4.1. Was it CEO Philip Condit?
10.4.2. Were the Problems Mostly Due to Internal Factors?
10.4.3. The Role of External Factors
10.5. COMPETITION AT THE NEW MILLENNIUM
10.6. EVERYTHING CHANGED WITH 9/11
10.7. BOEING'S CONTINUING PROBLEMS
10.8. THE TIDE TURNS FOR BOEING
10.9. TOWARD THE DECADE'S END
10.9.1. Global Outsourcing
10.10. AN OBJECTIVE APPRAISAL OF BOEING'S FUTURE
10.11. CONSIDER
10.12. QUESTIONS
10.13. HANDS-ON EXERCISES
10.14. TEAM DEBATE EXERCISES
10.15. INVITATION TO RESEARCH
11. Vanguard: Success in Taking the Road Less Traveled
11.1. JOHN BOGLE AND THE CREATION OF VANGUARD
11.1.1. Bogle, The Messiah
11.2. GREAT APPEAL OF VANGUARD
11.2.1. Performance
11.2.2. Customer Service
11.3. COMPETITION
11.4. TIAA-CREF
11.5. ANALYSIS
11.5.1. Prognosis—Can Vanguard Continue as Is?
11.6. UPDATE
11.7. CONSIDER
11.8. QUESTIONS
11.9. HANDS-ON EXERCISES
11.10. TEAM DEBATE EXERCISE
11.11. INVITATION TO RESEARCH
V. LEADERSHIP AND EXECUTION
12. Hewlett-Packard Under Carly Fiorina, and After Her
12.1. CARLY FIORINA
12.2. THE HEWLETT-PACKARD COMPANY (HP)
12.3. THE SITUATION WHEN CARLY FIORINA TOOK OVER
12.4. FIORINA'S ACTIONS
12.4.1. The Merger with Compaq
12.4.2. Forcing the Integration with Compaq
12.4.3. Cost Cutting Through Greater Efficiencies
12.4.4. New Products and New Business
12.4.5. The Threat of IBM
12.5. IS THE "SUCCESSFUL" MERGER A DONE DEAL?
12.6. HP'S BOARD OUSTS FIORINA
12.7. AFTER CARLY
12.7.1. Later Developments
12.8. ANALYSIS
12.8.1. Monday-Morning Quarterbacking After the Ouster
12.9. CARLY AFTER HP
12.10. CONSIDER
12.11. QUESTIONS
12.12. HANDS-ON EXERCISES
12.13. TEAM DEBATE EXERCISES
12.14. INVITATION TO RESEARCH
13. Southwest Airlines: "Try to Match Our Prices"
13.1. HERBERT D. KELLEHER
13.2. THE BEGINNINGS
13.3. GROWTH
13.3.1. Tapping California
13.4. INGREDIENTS OF SUCCESS
13.4.1. Cost Containment
13.4.2. Employee Commitment
13.4.3. Conservative Growth Efforts
13.5. GALLOPING TOWARD THE NEW MILLENNIUM
13.5.1. Geographical Expansion
13.6. UPDATE TO 2006
13.6.1. Changes on the Horizon
13.7. THE SITUATION IN 2007 AND 2008
13.7.1. A Lapse of a Once-Stellar Reputation
13.8. CONSIDER
13.9. QUESTIONS
13.10. HANDS-ON EXERCISES
13.11. TEAM DEBATE EXERCISES
13.12. YOUR ASSESSMENT OF THE LATEST DEVELOPMENTS
13.13. INVITATION TO RESEARCH
14. Herman Miller: A Role-Model in Leadership
14.1. BACKGROUND
14.1.1. Employee Relations
14.1.2. Product Development
14.1.3. Environmental Sensitivity
14.2. EMERGING SOBERING REALITIES
14.2.1. Problems in the Changing Market
14.3. ANALYSIS
14.4. UPDATE
14.5. CONSIDER
14.6. QUESTIONS
14.7. HANDS-ON EXERCISES
14.8. TEAM DEBATE EXERCISE
14.9. INVITATION TO RESEARCH
15. Boston Beer—Can I Really Compete With the Big Boys?
15.1. PROBLEMS
15.1.1. At Last, Slow Expansion
15.2. THE BREWING INDUSTRY IN THE 1990s
15.3. THE CONTINUING SAGA OF BOSTON BEER
15.4. TOWARD THE MILLENNIUM
15.5. UPDATE
15.6. ANALYSIS
15.6.1. Entrepreneurial Character
15.6.2. Controlled Growth (Aggressive Moderation)
15.6.3. Limits on Potential
15.7. CONSIDER
15.8. QUESTIONS
15.9. HANDS-ON EXERCISES
15.10. TEAM DEBATE EXERCISE
15.11. INVITATION TO RESEARCH
VI. CONTROLLING
16. United Way: A Not-for-Profit Organization Also Needs Controls and Oversight
16.1. THE STATURE AND ACCOMPLISHMENTS OF THE UNITED WAY
16.2. WILLIAM ARAMONY
16.2.1. Investigative Disclosures
16.3. CONSEQUENCES
16.4. ELAINE CHAO
16.4.1. A Local United Way's Concerns
16.5. ANALYSIS
16.6. UPDATE
16.7. CONSIDER
16.8. QUESTIONS
16.9. HANDS-ON EXERCISES
16.10. TEAM DEBATE EXERCISE
16.11. INVITATION TO RESEARCH
17. Maytag: Incredibly Loose Supervision of a Foreign Subsidiary; Also, the Allure of Outsourcing
17.1. THE FIASCO
17.2. BACKGROUND ON MAYTAG
17.2.1. The Lonely Maytag Repairman
17.2.2. Acquisitions
17.2.3. Trouble
17.3. ANALYSIS
17.3.1. Flawed Acquisition Decisions
17.3.2. Who Can We Blame in the U.K. Promotional Debacle?
17.3.3. How Could the Promotion Have Avoided the Problems?
17.3.4. Final Resolution of the Promotion Mess?
17.4. LATER DEVELOPMENTS
17.4.1. Leonard Hadley
17.4.2. The Allure (and Necessity?) of Outsourcing
17.5. CONSIDER
17.6. QUESTIONS
17.7. HANDS-ON EXERCISES
17.8. TEAM DEBATE EXERCISES
17.9. INVITATION TO RESEARCH
18. MetLife: Poorly Controlled Sales Practices
18.1. RICK URSO: THE VILLAIN?
18.1.1. The Route to Stardom
18.1.2. Early Warnings
18.1.3. Allegations Intensify
18.2. METLIFE CORRECTIVE ACTIONS, FINALLY
18.3. WHERE DOES THE BLAME LIE?
18.3.1. The Case Against Metlife
18.4. AN INDUSTRY PROBLEM?
18.5. ANALYSIS
18.5.1. The Handling of the Crisis
18.6. LATER DEVELOPMENTS
18.7. CONSIDER
18.8. QUESTIONS
18.9. HANDS-ON EXERCISES
18.10. TEAM DEBATE EXERCISE
18.11. INVITATION TO RESEARCH
VII. ETHICAL MISTAKES
19. DaimlerChrysler—Blatant Misrepresentation
19.1. CHRYSLER BEFORE THE MERGER
19.2. AFTER THE MERGER
19.2.1. Jurgen Schrempp
19.2.2. Schrempp Takes Action
19.2.3. Other Problems for Schrempp
19.3. PROGNOSIS
19.4. ANALYSIS
19.4.1. Daimler's Contribution to the Problem
19.4.2. Chrysler's Contribution
19.4.3. External Factors
19.5. CAN THERE REALLY BE A MERGER OF EQUALS?
19.6. UPDATE
19.7. CONSIDER
19.8. QUESTIONS
19.9. HANDS-ON EXERCISES
19.10. TEAM DEBATE EXERCISES
19.11. YOUR ASSESSMENT OF THE LATEST DEVELOPMENTS
19.12. INVITATION TO RESEARCH
20. Merck's Vioxx Catastrophe and Other Problems
20.1. CEO RAYMOND GILMARTIN WITH EDWARD SCOLNICK, AND MERCK
20.1.1. Fosamax
20.1.2. Vioxx
20.1.3. Warning Signs
20.2. THE CONTROVERSY
20.2.1. Arguments for Not Recalling Vioxx
20.2.2. Critics of Merck's Delay
20.2.3. Defenders of Merck
20.2.4. Should Pfizer's Celebrex Also Be Withdrawn?
20.3. OUTLOOK FOR MERCK
20.3.1. How Bad Will the Lawsuits Get?
20.4. WHAT IS MERCK'S BEST STRATEGY FOR THE FUTURE?
20.5. ANALYSIS
20.5.1. Did Merck Make a Monumental Mistake?
20.6. UPDATE—2007–2008
20.7. CONSIDER
20.8. QUESTIONS
20.9. HANDS-ON EXERCISES
20.10. TEAM DEBATE EXERCISES
20.11. INVITATION TO RESEARCH
21. Ford Explorers with Firestone Tires: Ill-Handling a Killer Scenario
21.1. A HORROR SCENARIO
21.2. ANATOMY OF THE PROBLEM
21.2.1. The Ford/Firestone Relationship
21.2.2. The Relationship Worsens
21.2.3. The Last Days
21.2.4. Advantage to Competitors
21.3. WHERE LIES THE BLAME?
21.3.1. Ford
21.3.2. Bridgestone/Firestone
21.3.3. Government
21.3.4. The Driver
21.4. CONSEQUENCES
21.4.1. Options Firestone Faced
21.5. POSTMORTEM
21.6. LATER DEVELOPMENTS
21.7. CONSIDER
21.8. QUESTIONS
21.9. HANDS-ON EXERCISES
21.10. TEAM DEBATE EXERCISES
21.11. INVITATION TO RESEARCH
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