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

The marketing manager of Bedrock's Packaging Systems Division, is responsible for generating a plan to revitalize sales of Wrap 'N' Stick, a product introduced three years earlier. The alternatives for the product include an exclusivity deal, private branding, enhanced marketing, and the use of a fund raising wholesaler. A discounted cashflow is to be used to quantify the alternatives (which were not necessarily mutually exclusive). Numerous .....more

An outside consultant must decide how to proceed after providing his findings to management. At a post-strike meeting, two members of management disagreed as to the causes and seriousness of the strike. The president felt the strike was symptomatic of deeper problems, whereas the vice-president and general manager felt that morale was good. The consultant, who was invited to the meeting by the president, suggested he interview line and staff members .....more