CaseLink for Haag-Cummings: Information Systems Essentials, Third Edition
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Case — KL WORLDWIDE ENTERPRISES, INC.: PUTTING IT TO WORK Author(s): Kesner RM Publication Date: 1/13/2006 Product Type: Case Ivey ID: 9B05E023 Geographic Setting: United States Industry Setting: Apparel and other Finished Products Size: Medium organization Year of Event: 2005 Level of Difficulty: Undergraduate/MBA Subjects: Information Systems; E-Commerce; Information System Design; Operations Management Functional Area: Management Science & Information Systems Product Description: The KL Worldwide Enterprises Inc. case provides a rich context within which to explore the information technology (IT) issues that confront a global enterprise engaged in the manufacture, sales and distribution of durable goods. The primary purposeis to provide students with a real-world, hands-on simulation of an information technology systems development process that spans the entire life cycle of an IT project from initial project scoping and justification through acceptance testing anddeployment. The KL case emphasizes the design and delivery of enterprise resource planning (ERP), supply-chain management, decision support system (DSS) and eCommerce solutions to both for-profit and not-for-profit organization. The case leads thereader into a consideration of the many opportunities to improve KL performance through the better design and integration of IT-enabled processes and services, from designing a new eCommerce or DSS capability to reengineering KL’s supply-chain andproduct design practices.
Case — INFORMATION SYSTEMS AT FIRSTCARIBBEAN: CHOOSING A STANDARD OPERATING ENVIRONMENT Author(s): Beaubien L; Mahon S Publication Date: 3/22/2005 Industry: Banking Abstract: The Canadian Imperial Bank of Commerce and Barclays Bank PLC were in advanced negotiations regarding the potential merger of their respective retail, corporate and offshore banking operations in the Caribbean. Currently there are four systems inoperation in the region. All are carry-overs from the pre-merger operation of the bank. Each of the systems has different pros and cons consisting of degree of fit with the organization strategy, likely impact on organizational culture, andfunctionality. As part of the effort to standardize practices across the organization, a choice for one standard operating system must be made.This case may be taught on a stand alone basis or in combination with any of four additional cases that deal with various functional issues regarding the actual merger and integration. The four additional cases deal are: CIBC-Barclays: Should Their Caribbean Operations be Merged?, product 9B04M067; Harmonization of Compensation and Benefits for FirstCaribbean Bank, product 9B04C053; CIBC-Barclays: Accounting for Their Merger, product 9B04B022 and Note on Banking in the Caribbean, product9B05M015. Ivey Number: 9B04E032 Geographic Location: Barbados/Caribbean Company Size: Large organization Year of Event: 2002 Level of Difficulty: Undergraduate/MBA Functional Area: Management Science & Information Systems Subjects: Mergers & Acquisitions; International Management; Integration; Management Information Systems
Case — RBC ROYAL BANK: SERVICE PLATFORM IMPLEMENTATION Author(s): Compeau D; Tsai P Publication Date: 1/31/2005 Industry: Banking Abstract: The vice-president - RBC Banking business & information solutions must develop an implementation plan for the bank’s new paperless transaction system. The new system will reduce costs in proof processing and will facilitate the role of the customerservice representatives, allowing the CSRs to shift from transactional to sales oriented roles. The system must be implemented across the company within 12 months. Challenges concerning the timing of installation, sequence of rollout, scopemanagement and priorization must be addressed. Ivey Number: 9B05E001 Geographic Location: Canada Company Size: Large organization Year of Event: 2003 Level of Difficulty: Undergraduate/MBA Functional Area: Management Science & Information Systems Subjects: Management Information Systems; Computer System Implementation
Case — COMPUTER SCHOOL’S.NET PROJECT (A) Author(s): Haggerty NRD; Ivers N Description: Computer School is a large post-secondary, career-focused education firm. The chief executive officer of the school has determined that the IT department is in a state of disarray. The IT department was not identified as part of the core businessstrategy but is deemed as fundamental to the operation of the organization. Before proceeding with growth strategy, the CEO knew that gaining control of this department and establishing procedures for managing these resources more effectively wouldbe an important aspect of laying the foundation for growth. Ivey Number: 9B04E005 Publication Date: 4/3/2004 Geographic Setting: Canada Industry Setting: Educational Services Company Size: Small organization Event Year Start: 2003 Subjects: Information Systems; Management Information Systems; Management of Professionals; Management of Technology Level of Difficulty: Undergraduate/MBA Functional Area: Management Science & Information Systems
Case — CANADIAN FIREARMS PROGRAM Author(s): Derrick Neufeld; Zeying Wan Publication Date: 2/16/2006 Revision Date: 7/19/2006 Product Type: Case Ivey ID: 9B06E007 Geographic Setting: Canada Industry Setting: Justice, Public Order and Safety Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Cost Control; Information Systems; Politics; Project Management Major Disciplines: Management Science and Information Systems Product Description: The Canadian firearms program initially was established to set up a shared database. However, increasing costs of the firearms program is a concern for a number of Canadians. Should the federal government continue with the program, de-
Case — STRATEGIC INTELLIGENCE PTE. LIMITED (A) Beamish PW; Gleave T Strategic Intelligence Pte. Limited is a research and new-media company that provides Asian-based economic and political information. The managing editor is facing several challenges in building a new online business intelligence service thatfocuses on Asia’s new economy. As the person responsible for the company‘s first Internet related initiative, he is expected to design, manage and help market the new initiative that will be independent from, yet complementary to, the company'sexisting events-oriented and research services. Although he is satisfied with the content that has been developed, he still needs to resolve several issues regarding target audience, pricing policy, revenue diversification options and serviceawareness. A sense of urgency pervades the situation, since he is expected to ensure that the new service will contribute 25 per cent of total company revenues within the next year. Ivey Number: 9B01M032 Publication Date: 20/06/2001 Revision Date: 30/04/2002 Geographic Setting: Hong Kong/Singapore Industry Setting: Communications Company Size: Small organization Event Year Start: 2000 Subjects: Growth, Consumer Research, Pricing Strategy, Sales Strategy Functional Area: General Management
Case — EDUCATION STORE Author(s): Marcolin BL; Thirkettle F; Nelson C Description: The Education Store reviewed and provided sales of educational software for children in kindergarten to grade 12. The store took its direction from the local board of education and functioned with the administrative system of the school board butoperated independently and was relatively free to make day-to-day decisions. The manager of the Education Store felt the existing database no longer kept up with the store’s needs. A database designer had two weeks to analyze the store‘srequirements and develop a prototype. From the information he had, he wondered whether this task was an upgrade or a complete redesign. He must also look at a number of design issues, and who would ultimately maintain the database. Ivey Number: 9B03E022 Publication Date: 11/28/2003 Geographic Setting: Canada Industry Setting: Educational Services Company Size: Small organization Event Year Start: 1999 Subjects: Models; Management Information Systems; Information System Design; System Design Level of Difficulty: Undergraduate/MBA Functional Area: Management Science & Information Systems
Article — Making Difficult Decisions In Turbulent Times Author(s): Michael Roberto Publication Date: 01/01/2002 Product Type: Article Ivey ID: 9B02TA10 Subjects: Strategy development; Leadership Major Disciplines: General Management Product Description: In turbulent times, some leaders make tough choices with courage and conviction. Others, however, remain indecisive. But most executives find ways to cope with uncertainty, ways that enable them to make sense of a confusing situation. In this article, the author describes seven strategies that leaders can use to cope with ambiguity and complexity when making decisions. He also points out their drawbacks, underlining the need to take great care when deploying these strategies.
Case — HARRISON, YOUNG, PESONEN AND NEWELL, INC.: DIRECT RESPONSE TV, SUPER-TEL Bell PC; Kolterman D An analyst at Harrison, Young, Pesonen, and Newell, Inc. had developed the media plan for a discount long distance telephone carrier (Super-Tel) and was supervising its execution. At the start of week eight of the twelve-week direct responsetelevision campaign she was monitoring customer response data from the telemarketing contractor in order to judge the performance of the advertising plan, with the objective of making adjustments to improve the plan. The analyst hoped to fine-tunethe final weeks of advertising in order to maximize the number of customer orders received by Super-tel, while minimizing the costs of obtaining those orders. Could she use a decision support system to solve this problem. (A Microsoft Excel datafile is available for use with this case, product 7A98E028.) Ivey Number: 9A98E028 Publication Date: 16/02/2000 Geographic Setting: Canada Industry Setting: Business Services Company Size: Medium organization Event Year Start: 1996 Subjects: Decision Support Systems, Spread Sheet Application, Advertising Media, Advertising Effectiveness Functional Area: Management Science & Information Systems
Case — XEROX (HONG KONG): SALES ACTIVITY MANAGEMENT PROCESS (A) Newson EFP; Zhao M The sales director of Xerox (Hong Kong) has a vision to transform sales force management processes which would require radical changes to both the organization and the information technology infrastructure. The design includes a company-widedatabase to be available to the sales force by remote access through Intranet/Internet. From this database the sales force could manage their territory using notebook computers while travelling, working at client sites, sitting in meetings, ortalking on the phone. At the time of sale, they could check inventory, quote prices, notify delivery or service schedules, and make billing arrangements. Successful implementation of the plan requires the sales director to overcome financialconstraints, ingrained habits, traditional cultural values, an inadequate information technology infrastructure, and the effects of the change beyond the sales organization. The purpose of this case is to present the challenges of planning andimplementing a major technology initiative in a cross-cultural setting. The student is expected to outline an implementation plan. A (B) case is available as a follow-up, case 9B00E002. Industry: Electric & Electronic Equipment Supplies Issues: Computer System Implementation, Generating Profit from New Technology, Information Systems, Decision Support Systems Location: Hong Kong Size: Large organization Year of event: 1997 Level: Undergraduate/MBA Revised:Ivey #: 9A99E015
Case — DPSC SOFTWARE: THE NETZEE DEAL Parent M; Mark K The founder of DPSC Inc., a software developer for the banking industry, has just sold the company to Netzee. DPSC developed and sold two groups of software; one that allowed financial institutions to calculate interest rate risk, and the other thatallowed financial institutions to file compulsory electronic compliance reports with the Federal Deposit Insurance Corporation. After 18 years in the business, the DPSC’s founder remembered how the emergence of this technology changed an industryand now that the impact of DPSC‘s products have been made, he was eager to share his thoughts on future strategy with the new parent company. Ivey Number: 9B01E006 Publication Date: 18/05/2001 Geographic Setting: United States Industry Setting: Business Services Company Size: Small organization Event Year Start: 1999 Subjects: E-Commerce, Startups, Strategic Planning, Integration Functional Area: Management Science & Information Systems
Case — OPEN TEXT PREFERRED LISTINGS Huff SL; Wade M Open Text is a small, startup electronic commerce company based in Waterloo, Ontario. Initially, their main product was an Internet/worldwide web “search engine.” Theirs was one of the first such search engines available to users of the web. Thereare two basic issues in the case: revenue generation on the Internet, and Internet culture. Open Text has come up with a revenue model which involves advertisers paying to have their web sites appear at the top of search engine results when ’bought‘words are included in the search criterion. It is an innovative approach to revenue generation, and a departure from the traditional 'banner ad' model. One of the central issues of the case is whether Internet culture will allow search engineresults, which are generally considered to be a free and 'honest' resource, to be influenced by advertisers. The case also provides a useful way to examine the issue of searching for material on the web. Ivey Number: 9A98E021 Publication Date: 15/02/1999 Revision Date: 10/2/2000 Geographic Setting: Canada Industry Setting: Business Services Company Size: Small organization Event Year Start: 1998 Subjects: Worldwide Web, E-Commerce, Search Engines, Internet Culture Functional Area: Management Science & Information Systems
Case — DEVELOPING INFORMATION SYSTEMS — AN EXERCISE WITH BUILDING BLOCKS Author(s): Compeau D; Marcolin B Publication Date: 10/13/2004 Abstract: In teams of four to six people, each team works to develop a structure using building blocks. Various alterations to the terms of the assignment are made as the exercise unfolds, simulating the unpredictability of information systems development.Difference in the "technology" available to teams (both in terms of amount and type) simulate the challenge of differences in technology resources and later the challenge of integration, even with standard and simple technology. Ivey Number: 9B04E025 Level of Difficulty: Undergraduate/MBA Functional Area: Management Science & Information Systems Subjects: Information System Design; Information Systems; Systems Analysis
Case — FINE COATING INC. Author(s): Sakthivel S Description: Fine Coating Inc. provides coating services such as phosphate, powder and electrostatic coating to automobile parts manufacturers. Major customers of Fine Coating Inc. are urging the president of the company to implement Electronic Data Interchangeto reduce their costs while Fine Coating Inc.’s cost of operations have been increasing. The president needs to identify strategic and operational information systems in response to various organizational, market and environmental pressures. Inaddition to justifying the investment he needs to determine the source for systems development and an approach to managing the development project. Ivey Number: 9B04E010 Publication Date: 5/14/2004 Geographic Setting: United States Industry Setting: Miscellaneous Manufacturing Industries Company Size: Medium organization Event Year Start: 2003 Subjects: Feasibility Analysis; Information Systems; Competitive Advantage; Strategy Development Level of Difficulty: Undergraduate/MBA Functional Area: Management Science & Information Systems
Case — MERCEDES-BENZ USA: INVESTING IN IT INFRASTRUCTURE Author(s): Kursh SR; Hoch M Publication Date: 1/13/2006 Revision Date: 6/2/2006 Product Type: Case Ivey ID: 9B06E003 Geographic Setting: United States Industry Setting: Automotive Dealers & Gas Service Size: Large organization Year of Event: 2001 Level of Difficulty: Undergraduate/MBA Subjects: Computer System Implementation; Automotive; Financial Analysis; Telecommunication Technology Functional Area: Management Science & Information Systems Product Description: The national manager for technical training at Mercedes-Benz USA, is considering using streaming media and distance learning as a supplement to class-room based education, but is concerned that this innovative and risky IT investment could have anegative affect on the company’s quality reputation. He needs to evaluate the viability of the e-learning option, including selecting between two vendors, Microsoft and Real Networks. This case provides students with an opportunity to develop amethodology based on capital budgeting analysis for evaluating and executing IT investments. The case is particularly valuable for helping students to consider the risks related to the execution of IT investments, even when an investment has a highROI.
Case — OFFSHORING AT EDC Author(s): Lane HW; Wesley DTA Publication Date: 2/21/2005 Revision Date: 5/11/2005 Product Type: Case Ivey ID: 9B05M002 Geographic Setting: United States/India Industry Setting: Non-Profit Organizations Size: Medium organization Year of Event: 2004 Level of Difficulty: Undergraduate/MBA Subjects: Political Environment; Outsourcing; Management of Technology; Non-Profit Organization Functional Area: General Management Product Description: According to the American Management Association, 25 per cent of companies are dissatisfied with outsourcing and more than half have brought outsourced services back in house. Education Development Center (EDC), a non-governmental organization, isan example of offshoring best practice and will help identify factors for successful implementation of an outsourcing project. The case starts with a description of EDC and its inability to manage a high level of growth with a fragmented andoutdated information infrastructure. As a non-profit organization, EDC had different pressures on its cost and revenues that for-profit organization.
Case — DOUBLECLICK INC.: GATHERING CUSTOMER INTELLIGENCE Schneberger SL; Mark K DoubleClick Inc., with global headquarters in New York City and over 30 offices around the world, was a leading provider of comprehensive Internet advertising solutions for marketers and Web publishers. It combined technology, media and dataexpertise to centralize planning, execution, control, tracking and reporting for online media companies. DoubleClick was able to track Internet-users’ surfing habits (but not the surfers‘ identities) allowing it to personalize ads for specificmarket groups. When DoubleClick announced it was merging with Abacus Direct, a direct marketing company with a database of consumer names, addresses and retail purchasing habits of 90 per cent of American households, it raised many privacy-relatedquestions and concerns. Several Internet privacy activists had filed a formal complaint with the Federal Trade Commission after being informed by media sources that DoubleClick had the ability to divulge a person's identity by merging the databases of the two companies and matching the information in “cookies” with a surfer's profile. The president of DoubleClick was confident that its internal practices were sound, but he wondered if they would placate advertising clients afraid of consumer backlash, the concerns of Internet surfers and the company's investors. Ivey Number: 9B01E005 Publication Date: 5/3/2001 Geographic Setting: United States Industry Setting: Business Services Company Size: Medium organization Event Year Start: 2000 Subjects: E-Commerce, Privacy Issues, Risk Management, High Technology Products Functional Area: Management Science & Information Systems
Case — GOOGLE INC.: LAUNCHING GMAIL Author(s): Meister D; Mark K Publication Date: 9/20/2004 Industry: Business Services Abstract: Google is a very popular Internet search engine firm. The company has just announced the launch of Gmail, a free, Web-based e-mail service that allows users up to one gigabyte of storage capacity, more than 100 times that offered by other freeservices from competitors. In return for free e-mail, Gmail would scan its users’ e-mail with the goal of delivering targeted ads. Immediately, privacy groups denounced Google‘s plans. Ivey Number: 9B04E019 Geographic Location: United States Company Size: Medium organization Year of Event: 2004 Level of Difficulty: Undergraduate/MBA Functional Area: Management Science & Information Systems Subjects: E-Commerce; Management Information Systems; Competitiveness; Management of Technology
Case — BUSINESS INTELLIGENCE STRATEGY AT CANADIAN TIRE Author(s): Haggerty NRD; Meister D Publication Date: 11/5/2003 Industry: General Merchandise Stores Abstract: Canadian Tire Corporation consists of five main business groups: a large retail chain providing automotive parts, sports and leisure and home products; a financial division; a petroleum division; a specialty automotive parts division; and a retailer of casual and work wear clothing. The information technology group is faced with developing an implementation plan for the development of a business intelligence infrastructure and business capability at Canadian Tire Retail. Concurrent to thisinitiative is the development and implementation of an information technology strategy for Canadian Tire Corporation, which places a number of programs on the priority list, with business intelligence seen as a high priority item for which theorganization can score some quick win business success. Ivey Number: 9B03E019 Geographic Location: Canada Company Size: Large organization Year of Event: 2003 Level of Difficulty: Undergraduate/MBA Functional Area: Management Science & Information Systems Subjects: Information Systems; Knowledge Based Systems; Information System Design; Business Intelligence
Case — A HACKER ATTACK: AN E-COMMERCE NIGHTMARE (A) Author(s): Meister D; Bell C Publication Date: 3/7/2005 Industry: Miscellaneous Retail Abstract: The general manager of BookMart, a major online book, movie and CD store was struggling to manage a serious breach of the company’s information systems, which jeopardized both the company‘s reputation and its ability to provide service to itscustomers. He must develop an immediate plan to address the security breach internally; how to communicate the situation to customers and the media and develop a long term plan that will minimize the risk against possible future attacks. Thesupplement A Hacker Attack: An e-Commerce Nightmare, product 9B05E003 looks at the general manager's short and long term plans. Ivey Number: 9B05E002 Geographic Location: Canada Company Size: Large organization Year of Event: 2004 Level of Difficulty: Undergraduate/MBA Functional Area: Management Science & Information Systems Subjects: Information Systems; Security Systems; Crisis Management; E-Commerce
