QUAIL HOLLOW PRO-AM:  A four-day golf tournament played at the Quail
Hollow Country Club in North Carolina.  The event will attract top 
golfers around the country and carries a $100,000 first prize.


Quail Hollow Contact:  Kit Crosby

       Also known as:  The woman clutching an attache case

             Company:  International Tournament Promotions
* 
THE ULTIMATE CHALLENGE: A unique program that pits golfers against
tennis players in three sporting events: white-water rafting,
relay-racing, and bicycling.  


Ultimate Challenge Contact:  Barry St. Thomas

             Also known as:  The man wearing a carnation on his lapel

                   Company:  Concepts Unlimited
* 
TENNIS 4 AFRICA: A global tennis tournament played from four
locations: Wimbledon, England; Beijing, China; Forest Hills, New
York; and Sydney, Australia.  The proceeds will aid famine relief in
Ethiopia, but IMG will receive a fee for coordinating the event.  


Tennis 4 Africa Contact:  Gayle Masterson

          Also known as:  The woman sporting the newest hair style

                Company:  Famine Relief Services
* 
            \
                 \                                          
                   \                                        
                     \        You are about to start your   
           ___    \    first day as the Chief        
          ()          Executive Officer of the      
                    International Management      
                      Group.  This will be your     
            ߱        your first month in Tactical  
             Time, and you're going to     
                  want to sign professional     
                    golfers for representation,   
                       find business deals for       
                       your clients, and build the   
                        foundation of your management 
                       team at IMG.                  
                                                      
                          Good luck...                  
                                                      
                                                        
              
* 
 It's now August, 1969.  Over the next month you are going to 
 undertake two new areas of business. You will sign tennis players,
 as you did golfers in Act I, and secure business deals for them.  

 In addition you are going to open a television production unit that
 will manage the technical production for television sports shows.  
 
 Your Act II Tactical Time objectives are:

       Sign at least three tennis players as clients.

       Negotiate at least one business deal for each client.

       Negotiate at least one television production deal. 

       Continue to develop your management structure by hiring 
        the best employees, delegating tasks appropriately.

       Hire additional golfing clients and negotiate deals for 
        them if you have time on your calendar.  
* 
       It is December, 1983, and you are about to begin your most 
     challenging Tactical Time.  Over the next month you will lay 
  the groundwork for a special television show that IMG will produce.  

            Your objectives for the upcoming month are:

   Select the television show you are going to produce.  You will see 
    a list of three possible shows in a moment.  

   Negotiate with the contact who has the rights to the show.  You 
    must first have signed a successful deal with this person before 
    you can produce the television show. 

   Negotiate with a company to sponsor the show.

   Negotiate with a licenser to manufacture the merchandise and 
    souvenirs for the show. 

   Negotiate with at least one advertiser to advertise during your 
    show when it is broadcast on television.  
* 
        \                   
             \            You are about to leave behind the daily          
               \          office routine and get on the fast track
                 \        of Strategic Time.  Over the next nine years 
       ___    \    you will be hit with a variety of Management
      ()          Challenges that will test your decision-making
                skills.
                  
        ߱        You should use Strategic Time to build upon the 
         business you developed over the past month, and 
              to find new areas of business for your company. 
                
                   As you proceed through the years, your company
                   will continue to grow.  You will sign clients,
                    close deals for them, and hire more staff.
                   The growth will be reflected in your scorecard
                    but the clients, deals, and employees will not
                      be "active" like the ones in Tactical Time.
                     
               
* 
         How time flies.  Here we are again at another Strategic 
         Time period.  The country is going through one of its 
         most turbulent periods in recent memory, and you're trying 
         to steer a smooth course for the International Management 
         Group.  The seas are choppy but you've got your hands 
         planted firmly on the wheel...

         The upcoming Strategic Time will cover 13 years, taking you 
         right up to the early 1980's.  The 1970's, however, are 
         predicted to be an important time for professional sports,
         particularly tennis and golf.  IMG is emerging as the dominant
         force in these two sports, and you should use this Strategic Time 
         to consolidate your position in the industry.
* 
         We're in the home stretch now.  You've started to lay 
         the groundwork for your special event, and over the next 
         two years of Strategic Time you'll be putting the 
         finishing touches on the event.  

         The event is going to be televised on January 15, 1985, so 
         you have two years to put everything in order.  That may 
         seem like a long production period, but you have a lot 
         to do to make the show a success.  

         The Management Challenges that you'll face will deal 
         with your television program.  The success of the show 
         depends on how well you deal with the problems over the 
         next two years.  
* 
   The telephones at IMG have been ringing off the hook since 
   yesterday's broadcast of the Quail Hollow Pro-Am.
  
   Everyone is calling to congratulate you on a wonderful show. 
   They're asking when you are going to do another tournament.

   You did a fine job putting the program together.  The broadcast 
   brought in over $2 million for IMG, and your advertisers expect 
   sales of their products to go up considerably.  

   Quail Hollow was a smashing success!  Pat yourself on the back 
   for a job well done.

   The success of the television show was a result of the decisions 
   you made in Strategic Time and the deals you signed in Tactical 
   Time.  Good job!  
* 
   Unfortunately, the Quail Hollow Pro-Am Invitational was beset by
   problems from the start of shooting.

   The camera crew walked off the job and wouldn't return for a 
   day and a half.  This cost you $800,000.  When the tournament 
   finally got underway, the skies opened up and it rained for 24 
   hours.  Another delay, another $250,000.  

   The show was broadcast yesterday afternoon, the same time as the 
   Indy 500 was televised on another network.  Needless to say the 
   viewing audience was lean.  

   The problems with the television show were a result of your 
   poor management of the event.  If you had signed better deals in 
   Tactical Time or reacted differently to the Management Challenges 
   in Strategic Time, the show may have been more successful.  
* 
   The Ultimate Challenge broke all television records when it was 
   broadcast last night.  The show captured an overwhelming 3.7 on 
   the Neilsen charts!

   Today IMG is being deluged with offers to produce more Ultimate 
   Challenge programs.  

   All of your clients want to be in on the next Challenge.  They 
   want you to decide now what sporting events will be involved 
   so that they can practice now.

   Executives from the three networks called you to tell you that 
   they want to broadcast the next show...and any other shows that 
   you may produce.

   The success of the television show was a result of the decisions 
   you made in Strategic Time and the deals you signed in Tactical 
   Time.  IMG is on top and you're the most sought-after producer 
   in the business today.  
* 
   The Ultimate Challenge bombed.  It was televised last night and 
   earned a dismal 1.4 on the Neilsen charts.  

   Your advertisers are disappointed, and they are blaming your 
   slipshod management of the program.  

   Your marketing department also has put plans for two other  
   sporting programs on hold.  IMG is bad news in the production 
   business

   The problems with the television show were a result of your 
   poor management of the event.  If you had signed better deals in 
   Tactical Time or reacted differently to the Management Challenges 
   in Strategic Time, the show may have been more successful.  

   It could be rough sailing from this point on...
* 
   Congratulations!! Tennis 4 Africa was an overwhelming 
   success around the world.  

   The tournaments were played yesterday, and the donations 
   are still pouring in.  So far almost $153 million has
   been raised to aid famine relief in Ethiopia.  

   Everyone is calling you a hero! President Reagan has invited 
   you to the White House for a special award, and it's rumored 
   that you will be nominated for a Nobel Peace Prize.
 
   You should be proud of yourself and the fine work that your 
   company did in producing the event.

   The success of the television show was a result of the decisions 
   you made in Strategic Time and the deals you signed in Tactical 
   Time.  Good job!   
* 
    Tennis 4 Africa ran into logistical problems that sabotaged 
    the broadcast.  

    During the broadcast the donations only trickled in.  Today, one 
    day after the show, only $4.5 million has been raised, $71 
    million short of your goal. IMG's portion of the money is 
    minuscule.

    You want to try to recoup the loss by selling the Tennis 4 Africa 
    merchandise -- t-shirts, hats, posters -- but your licenser
    said that he can hardly give the stuff away.  

    The show had a lot of potential, but you just didn't manage it 
    well enough to make it a success.

    The problems with the television show were a result of your 
    poor management of the event.  If you had signed better deals in 
    Tactical Time or reacted differently to the Management Challenges 
    in Strategic Time, the show may have been more successful. 
* 
  After your television special, your company became the hottest sports
  management business in the world.  The success of the company is a 
  result of your exemplary stewardship over the past 25 years.  We've 
  examined your revenue figures, your three indices scores, and the 
  various line of business which you have entered since 1960.

  Around 1997, however, you started to feel the stress of running the
  business.  You decided that it was time to find a successor to 
  take the helm of the company.

  You selected your Vice President of Marketing, who demonstrated a
  real commitment to the company and a keen understanding of the 
  business over the ten years that she had worked for you.

  When the 21st century dawned, you stepped down from your leading role
  as CEO of IMG, and looked back with pride on a sports empire built
  with your own hands.  
* 
  Following your television special in 1985, the company continued 
  along much the same course, but nothing exciting was happening.
 
  Your company seems to be stagnating, and it's because you haven't 
  excelled over the past 25 years.  We've examined your revenue figures, 
  your three indices scores, and the various line of business which you
  have entered since 1960.  But the prognosis is grim.  It looks like you 
  just don't have what it takes to be #1.

  By the mid 1990's you lost your top position in the industry.  IMG 
  became a lame duck.  Sharper, more entrepreneurial management firms 
  were passing you by.  

  You weren't watching for new business opportunities and trying to 
  stay on top.  By resting on your laurels, you killed the spark that 
  made the International Management Group what it was.

  In the year 2000 you were teetering on the edge.  After taking a year 
  off and trekking through the Himalayas, you thought you had regained 
  your killer instincts, and you were ready to get back in the ring 
  and fight to make IMG #1 again.  
* 
  After your television special aired in 1985, you started to run 
  into problems.  Some of your clients became disgruntled with IMG
  and switched to a new management business.

  IMG's profits fell dramatically over the next decade.  You closed all
  but one office, and changed the name of the company to the Cleveland
  Management Group.  

  Your company is floundering because you haven't excelled over the 
  past 25 years in your role as CEO.  We've examined your revenue 
  figures, your three indices scores, and the various line of business
  which you have entered since 1960.  And you're slipping fast...

  By 1995 your client list consisted of three golf pros from local
  country clubs, and you were operating out of the basement of your
  house with only two employees.  

  Finally, in 1999 you decided to close the business altogether, and
  move to the Mediterranean where no one has ever heard of the once
  famous International Management Group nor its illustrious founder.   
* 
