The Benihana chain included 60 restaurants in 1966, mostly in the United States with sales over $75M. Its founder, Rocky Aoki, started 32 years earlier the first Benihana of Tokyo in New York. The case shows the main elements of his breakthrough service in the 70s. But this formula was not easily transferred to UK and the three London restaurants are not making money.

Spawned by the protracted amalgamation of dozens of non-profit making Trustees Savings Banks, the TSB group became a " for profit " institution when it floated on the London Stock Exchange in 1986.

In 1989, the new Chief Executive of TSB Group's retail bank, Peter Ellwood, launched a massive reorganisation of the bank's operations that resulted in the Bank's operating profit more than doubling over a period of two years.

Roche Diagnostics Division designs, manufactures and markets a range of in vitro diagnostic systems that consist of electronic instrumentation and chemical reagents.

In 1989, the new Chief Executive of TSB Group's retail bank, Peter Ellwood, launched a massive reorganisation of the bank's operations that resulted in the Bank's operating profit more than doubling over a period of two years. The cornerstone of this effort was the "branch network redesign" project, a "process reengineering" effort conducted before the term BPR became fashionable.

After leading a successful rationalisation effort peter Ellwood, now Chief Executive of TSB's Retail Banking and Insurance unit, moved to the second phase of the bank's transformation process. Following two years of intense downsizing, this second phase (1992-1995) aimed at generating more sustainable sources of continued profit growth.

The cases retrace the history of the GE-SNECMA alliance, from its inception in the 1970s, and the choice of its initial design, to the mid 1990s, when the partners face the first serious crisis in their relationship.

The cases retrace the history of the GE-SNECMA alliance, from its inception in the 1970s, and the choice of its initial design, to the mid 1990s, when the partners face the first serious crisis in their relationship.

The ACCOR group was started in 1967 in France with the introduction of the Novotel concept. Over the following 30 plus years it developed a group of hotels: Sofitel, Novotel, IBIS and Formule 1 and extended the groups business in the USA and Asia. With a range of brands marketed at different price levels the group has enjoyed wide market coverage.

This case focuses on macroeconomic policy in France during the period 1981-93. The early socialist attempt at re-inflating the economy during 1981-82 is critically reviewed, suggesting lessons that go beyond the case of France. The case then reviews the Franc’s stabilisation and the concomitant rise in unemployment over 1983-93.