Teaching note for product 9A91M004.

First Fidelity Bancorporation had decided to use an outsourcing vendor to convert its existing information systems operations into a centralized facility and to operate the systems on a long-term basis. This decision was part of a rationalization process to consolidate eight independent banks into one operating structure so as to achieve cost savings and create a way of integrating new acquisitions and mergers. The holding company had to select an .....more

First Fidelity Bancorporation had outsourced its information systems conversion and on-going data centre management to Electronic Data Systems (EDS) on a ten-year contract. The EDS-FFB relationship was one year into the arrangement (1991) when several challenges had surfaced, the most urgent of which was an $8 million cost overrun on the conversion project. The EDS account manager had the choice of absorbing the costs, seeking compensation from the .....more

First Fidelity Bancorporation, a holding company for eight independent banks in the New Jersey and Pennsylvania areas, was going through a major restructuring and rationalization in response to serious financial problems, threats of regulatory control and changing market demands. In this reorganization, the head of corporate operations and systems was considering ways to facilitate the restructuring. He was seriously considering outsourcing as an .....more

Teaching note for product 9A92M017.

This case highlights Kimberly-Clark's perspective on the fierce competitive battle with Procter & Gamble (P&G) in the diaper industry in 1989. 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 .....more

Kimberly-Clark's and Procter & Gamble (P&G) are fierce competitors 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. This case provides an excellent .....more

In early 1990, the president of a small New Brunswick-based packaging manufacturer was assessing possible future directions for his firm. The alternatives being considered were: to invest in a new plant (to increase productivity); to upgrade production equipment (to permit access to new markets); to do both; to delay the decision; or to investigate divestment opportunities. The decision had to be made in the context of limited corporate resources .....more