I need short summarize for this 3 topics

11. CONTROLLING "Hot on Homes," a weekly television show launched last year by real estate marketers Crozier & Henderson Productions, was a hit from the get-go. But high studio costs and a lack of control over scheduling threatened to quell its profitability. But.... The show, which airs on KDFI-TV is one part of a five-pronged marketing program Crozier & Henderson has developed. Other components are Relocation Dallas-Fort Worth," a video and CD-ROM package; builder events, where agents are invited to residential communities and interviewed for segments of the TV show, video streaming, hosted on builder, realtor and Crozier & Henderson Web sites, and video and CD brochures, produced for sponsors following the shows The company is simplifying and expediting the home-buying process for consumers. People can sit at home in their bathrobes and take a tour of different cities and residential communities. The real value of the show is the video library it has produced. All of the developments have been converted to streaming video "Hot on Homes" shows have already been sold for 2001. The program has been a great asset" in driving business to his company's communities with low costs. The customers can really depend on the show to expose their homes to people who would otherwise never find them. The company acquired all of the production equipment and hired most of the staff of Thornhill Productions, which was operating out of the Studios of Las Colinas. By moving the studio in- house, the company control everything from scripts to screen to post-production and Internet streaming. This case reveals that systematic control is necessary to give more value to the customer for the price, he pays and for the company to achieve its objectives. 4. FORD MOTOR COMPANY: PINTO CASE The Ford Motor Company decided to produce the first lowest price car in U.S.A. Company President, Lee lacocca wanted to rush the development of a car costing less than $ 2,000 as he promised the public that his company will bring car at the price (as low as $2,000) and also to fight the growing popularity of Volkswagen's Beetel. Preliminary tests showed that it involved an additional cost of $11 to enhance the safety of the car. The he organised the meeting of the executives of the company to decide how to reduce the cost below $2,000. Many Executives suggested that the Company should sell the car at $2,011 including safety feature. But some Executives viewed that the Company should sell the car at $2,000 as was promised by excluding the safety feature. However, the company decided to go ahead without the safety feature. Ford also conducted a cost benefit analysis and concluded that the $11 safety improvement was not beneficial to the society. The car was released and sold at $ 2,000. After six months of release, one of the cars met with an accident killing all the passengers. The newspapers published this accident significantly and highlighted on the absence of additional safety feature. This incident resulted not only in the loss of sales but also the closure of the unit giving a loss of $250 million to the company. This case indicates that business should consider ethical principles while making decisions in order to achieve its basic objectives. (Source: Adapted from the Economic Times) 1.DO WE NEED A PROFESSIONAL MANAGER? Mr. Raghuram started a small scale venture of steel melting unit in 1986 in Bangalore and later developed it into an integrated plant by 1992. He was managing the plant successfully and was the market leader in terms of pricing as he was a low cost producer. In 1998, his son, Mr. Nitin Sai after completing his MBA joined him in business. After the completion of two months Mr. Nitin told his father, at the dinning table' "Daddy". this is not the way of doing business." Mr.Raghuram was astonished how this fresh MBA is discounting all his experience and market leadership. Mr. Raghuram replied: "My dear son, you are wrong, it is not just your theoritical knowledge, but also the long experience that counts in business." Then Mr. Nitin explained to his father the lacunas in business, starting from releasing a product without a plan and how the same product idea was hijacked by his competitor and also the, inappropriate organisation structure that resulted in low employee productivity. He also pointed out that his father's way of operating is concerned for only work but not people and its consequence of low employee job satisfaction and morale. Mr. Raghuram felt very happy about his son's analysis and asked him: "My dear son, you see, still I am successful. I have been earning profit." Mr. Nitin replied, "My dear father, you would have been much more profitable and efficient, had you introduced professional management in your business. 'Late is better than never.' Let us work in that direction from tomorrow onwards..... This case indicates that todays business requires professionalism and modern management techniques to be competitive