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Case Thomas R. Miller, Robert R. Taylor, V. Carol DanchowerA dean gave permission for a staff person to attend class during the workday and now that person faces disciplinary action for doing so. But the dean and his staff person are both aware that minority staff members are encouraged to take courses during the workday under a special affirmative action program. The dean must decide whether to appeal the sanctions and fight for equal treatment of his staff person. Source: North American Case Research Association, Case Research Journal, Fall 1992, Vol. 12, Issue 3. Copyright 1992. Courses: Human Resources; Organizational Behavior Topics:
Case Thomas R. Miller Robert Jordan was a 46-year-old Caucasian who applied for a position as a police officer in New London, Connecticut. As part of the application process, Jordan completed a battery of tests that included the Wonderlic Personnel Test, a test of general cognitive ability. When Jordan later inquired about the status of his application, he was told that he had been eliminated from the applicant pool because of his score on the intelligence test-he had scored too high and was judged to be unacceptable for a job as a police patrol officer. Jordan filed a lawsuit against the city, claiming that its employment decision violated his constitutional right to equal protection under the law. City officials were then faced with preparing a defense to attempt to justify their hiring practice. Source: North American Case Research Association, Case Research Journal, Volume 21, Issue 4 Subjects: Human Resource Management, Employee Selection, Discrimination, Selection Criteria, Test Validity
Case Thomas R. MillerK. William Chandler, a Memphis real estate appraiser, is alarmed at an increasingly prevalent practice — overstating the sales prices of new homes on official deed documents. Chandler and some others believe the reduced accuracy of ensuing appraisals is damaging, but many local builders and developers maintain that overstated prices can be justified. Source: North American Case Research Journal, Case Research Journal, Spring 1993, Vol. 13, Issue 2, Copyright 1992. Courses: Business Ethics; Real Estate Topics:
Case Robin Habeger; Kay M. Palan 3DV Litigation Services (3DV-LS), a business unit of 3DV, specializes in developing animation and 3-D models for attorneys to use as displays or demonstrative evidence in litigation cases. Using a method of computer visualization that is very fast and that can be customized, 3DV-LS enjoys a market leadership position in the litigation industry. However, over the last four quarters, 3DV-LS has been steadily losing sales to competitors who create computer visualizations with technology inferior to that used by 3DV-LS. If sales continue to decline, the unit will be at risk for corporate downsizing. As 3DV-LS’s director is struggling to address the problem, a project manager suggests that 3DV-LS consider entering a new market where its method of creating computer visualizations may be a competitive advantage. The director evaluates whether or not this opportunity is attractive enough to merit market entry, or whether it is better to focus on current marketing efforts. Source: North American Case Research Association, Case Research Journal, Volume 22, Issue 1 Subjects: Strategic Marketing Management; Market Opportunity Analysis; Market Attractiveness
Case Clark S. Kincaid, A frustrated customer lashes out at female members of a restaurant management team. In a strongly worded letter a customer abrasively challenges management, suggesting that men are more competent managers than women. The challenge confronted by senior members of management is how to respond to the complaint, keeping in mind the organization’s values and guiding principles. This case provides opportunities to discuss issues such as measuring or evaluating the value of an employee, the elements of service recovery, and/or the understanding and of corporate culture, norms, and work rules. This case is best suited for undergraduate students, challenging them to address the core issue of the case and not to become distracted with the inflammatory remarks in the letter.
Case Steven M. Meltzer; John Melnyk This case describes an ethical dilemma I experienced as president of my fraternity. Ted, a close friend and fraternity brother, suffered from bipolar disorder. He required medication to avoid alternating periods of extreme hyperactivity and severe depression. Shortly after I was elected president of our fraternity, his parents asked me to meet with them. They told me that Ted had stopped taking his medication, that his doctor felt that renewed treatment would only be effective if Ted sought it voluntarily, and that he might have to hit “rock bottom” in order to realize he needed help. His mother asked me to take away Ted’s fraternity house key so that he could not use the fraternity as an escape, thus potentially delaying his eventual recovery. I left the meeting agreeing to do what I had been asked, but upon reflection I was unsure of what I could or should do. Source: North American Case Research Association, Case Research Journal, Volume 22, Issue 2 Subjects: Ethics; Stakeholders; Conflicting Responsibilities; Fraternities
Case A Shirley C. Payne, Timothy R. HinkinIn the early 1990s, demand was increasing for computer services from the three divisions of the University’s Computer Application Group (CAG). This demand, accompanied by operating inefficiencies, changing technology, and deep cuts in state funding, led CAG Director Margaret Dawson to consider a major reorganization. She understood the difficulty of implementing change, but felt it was necessary to attain CAG‘s goals. Source: North American Case Research Association, Case Research Journal, Summer/Fall 1995, Vol. 15, Issues 3 & 4, Copyright 1995. Courses: Accounting Information Systems; Organizational Behavior Topics:
Case John A. (Pete) Bricker, Jr.Leveraged buy-out of manufacturer and marketer of root beer concentrate. Issues: Are the buyers paying too much? Are they using too much debt to finance the purchase? Have risks been equitably distributed amongst investors in the transaction? Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1991. Courses: Finance Topics:
Case Paul S. Weber; James E. Weber; Steven R. Ash The CEO of this successful entrepreneurial venture was reflecting on the rapid changes experienced in his start-up company over the past five years. He was faced with numerous challenges including critical changes in the competitive environment, inventory and office space management problems, issues related to organizational infrastructure, and potential marketing and sales initiatives. He was in need of operational and competitive analyses to help him identify future strategic issues that would hopefully result in updated strategic plans to help guide his operational decisions. Source: North American Case Research Association, Case Research Journal, Volume 19, Issue 3 Subjects: Strategic Planning, Rapid Growth, High-Technology, Organizational Change
Case Jon M. Hawes; Deborah L. Owens Advanced Elastomer Systems has developed a new technical product, a nylon-bondable Santoprene rubber. The marketing manager outlined several potential strategies for distributing and marketing this product to industrial customers. The advantages and disadvantages of each strategy must be analyzed, a strategy must be selected, and support for the chosen alternative must be provided. The appropriate marketing tactics to support the strategy must also be selected, described, and justified. This task was complicated by the changing external environment within the plastics industry as well as by the firm’s increased internal focus on finding and developing new markets. Further pressure was placed on the situation by leading competitors who were in the process of developing similar products. Source: North American Case Research Association, Case Research Journal, Volume 20, Issue 1 Subjects: Marketing Strategy, Business-to-Business Marketing, New Product Introduction, Marketing Communications
Case Ven Sriram; Franklyn Manu Ravin Lama’s advertising agency was responsible for developing a two phased multimedia campaign for the AIDS Control and Prevention Project (AIDSCAP) in Nepal. Phase I, which was ongoing, attempted to increase AIDS awareness and condom use. Phase II would focus on addressing the fears of the general public regarding people living with AIDS. He had before him the results of some preliminary market research conducted to assess the effectiveness of the Phase I campaign. Prior to using this data, he had to determine whether it was adequate. If he decided that this research was inadequate, he then had to design a more detailed study that would allow him to conduct a more thorough evaluation of Phase I. On the other hand, if he considered this data sufficient, he could proceed with developing of the Phase II campaign, including determination of the campaign‘s objectives, target audience, and budget, as well as its media and creative strategies. Source: North American Case Research Association, Case Research Journal, Volume 20, Issue 3 Subjects: Global Marketing/South Asia, Social Issues Marketing, Marketing Research, Health Care Marketing, AIDS Prevention Campaigns, Advertising/Promotion
Case Michael FieldsThree years after shifting his heating and cooling business focus to the high-margin service segment, Al Spencer finds that Air Services, Inc., is still losing money and switching to the weather dependent service sector has not solved his problems. Spencer has many options among possible product, market, and promotion decisions. Which combination would lead to profitable results? Source: North American Case Research Association, Case Research Journal, Winter 1995, Vol. 15, Issue 1. Copyright 1995. Courses: Advertising; Marketing; Operations Management Topics:
Case Diana Stork; John R. Ogilvie The president of a small, high-tech chemistry company discovered yellow pwder on the floor and in the offices and laboratories as he entered work. He soon learned that the powder (fire extinguisher residue) had been dispersed when several employees were fooling around after a company-sponsored farewell party held at a nearby restaurant. The departing VP of Chemistry, two senior scientists, and a technician had entered the building after leaving the restaurant, and some horseplay ensued. A couple of them were drunk. The incident had an impact on everyone in this small firm. The president faced difficult decisions about the incident and the people involved. In reaching his conclusions, he considered issues of fairness, company policy, culpability, and the kind of company he wanted for the future. Source: North American Case Research Association, Case Research Journal, Volume 20, Issue 3 Subjects: Business Ethics, Human Resources Management, Discipline, High Technology, Organizational Behavior
Case Richard L. Priem; K. Matthew Gilley Alcoholes de Centroamerica (ALDECA) is a family-owned firm operated by Sr. Emin Barjum and his son Tony in Tegucigalpa, Honduras. In August 1995, ALDECA held nearly 50 percent of the Honduran market for aguardiente, a clear, very strong liquor favored by workingmen, but the Barjums faced several important decisions. First, a Guatemalan conglomerate had recently begun test marketing several aguardiente brands in preparation for an aggressive entry into the Honduran market. How should ALDECA respond to this new competition from outside the country? Second, eighteen months earlier another Honduran distillery, owned by a Nicaraguan conglomerate, had approached ALDECA seeking a merger, and they wanted an answer. The merged company would offer ALDECA more capacity and possibly lower production costs, but would give Sr. Barjum less control over strategic direction. Further, Honduran preferences were shifting, albeit slowly, from hard liquors like aguardiente to softer wines and beers. Source: North American Case Research Association, Case Research Journal, Volume 19, Issue 1 Subjects: Strategic Management, Environmental Analysis, Merger Analysis, Sales Promotion
Case John W. Mullins, Christina L. GrippiJulie Brighton’s new company was ready to introduce its first product, the “Easy Embers” charcoal starter, a tool for starting barbecue fires without annoying lighter fluids. Julie must decide on her target price to consumers and to the retailers she hopes will carry the product. First-year sales volume is uncertain, and the product will face both direct and indirect competition. She will present the product next week to two important accounts. What should the prices be? Source: North American Case Research Association, Case Research Journal, Vol. 15, Issue 2, Spring 1995. Copyright 1995. Courses: Entrepreneurship; Marketing; New Product Development; Small Business Topics:
Case Dan Kopp, Lois ShufeldtAmerican Greetings attacked industry leader, Hallmark, with a product/market growth strategy during the 1980s. After initial success, AG’s revenues flattened, costs increased, and market share stabilized due to a maturing industry, escalating competitive pressures, and other environmental threats. Source: North American Research Association, Annual Conference. Copyright 1990. Courses: Business Policy/Strategy Topics:
Case Paula S. Weber; Cathleen Burns Amy’s Bread is at a crossroads. The successful New York city bakery must decide whether or not to expand operations. A variety of strategic alternatives exist and the decision dilemma is further complicated by the choice of expanding either wholesale or retail operations or both. Financial impact and long-term ramifications of each alternative must be considered along with an analysis of the challenges of evolving from a start-up company to that of a multiple location business. Amy‘s Bread was established six years ago by a young, female, entrepreneur. It sells hand-shaped, high quality, speciality breads to wholesale and retail customers in Manhattan. Source: North American Case Research Association, Case Research Journal, Volume 21, Issue 2 Subjects: Strategic Planning, Entrepreneurship, Analysis of Alternatives
Case Roland B. Cousins; Linda E. Benitz Professor Stinson, a professor of managemnet at a small, Christian college, was surprised when one of his students, Denise, spoke out in class, accusing the college swim coach of sexually harassing her. Professor Stinson did not know if he should report the allegation because it later became apparent that Denise was unwilling to do so. Subsequent events made Stinson question Denise’s character and honesty; he was still wrestling with the decision of whether to report her allegation at the conclusion of the case. Source: North American Case Research Association, Case Research Journal, Volume 20, Issue 4 Subjects: Ethics, Sexual Harassment, Organizational Behavior
Case Joan Winn; Mark Andersen The Anglo-American College in Prague (AAC) was started in 1991, shortly after the Velvet Revolution ushered in the Czech Republic’s new era of independence and market-driven competitiveness. AAC had no trouble attracting students and faculty, but sparse funding kept its administrative staff lean and facilities and student support services poor. By 1993, poor management and conflicts threatened the college‘s existence. Jansen Raichl, AAC's founder and visionary, had kept AAC afloat with a combination of personal control, financial support, and hard work. Despite his efforts, student and faculty discontent reached crisis proportions during the spring semester of 1994. Most of the founding board had left to found a new, competing college. There is growing faculty unrest and the threat of financial insolvency. The case ends with Raichl at a decision point: Should he retain control of AAC or allow a new management team to take over? Could AAC turn itself around with a new leader? Raichl does not understand what is needed to turn things around or what role he should play. Source: North American Case Research Association, Case Research Journal, Volume 21, Issue 1 Subjects: Conflict Management, Management Style, Leadership and Transition, Organizational Structure
Case Mark Andersen; Joan Winn The Anglo-American College in Prague (AAC) was started in 1991, shortly after the Velvet Revolution ushered in the Czech Republic’s new era of independence and market-driven competitiveness. By 1993, poor management and conflicts threatened the college‘s existence. This case chronicles AAC's turnaround from 1994 through 1996 and highlights the pulling together of the administration, faculty, and students to save the college. The hiring of a new administrative director and the acquisition of a permanent building brought renewed enthusiasm and cohesiveness among the faculty and students. Aggressive fund-raising efforts enabled AAC to reopen its doors with better equipment, a library, and computers. The deft negotiations skills of AAC's new administrative director are contrasted with his secretive and controlling management style. As further management difficulties prompt another round of faculty and student unrest, the executive committee is called upon to decide how to handle the conflicts between the faculty and the director who had been so pivotal in AAC's turnaround just 2 years earlier. Source: North American Case Research Association, Case Research Journal, Volume 22, Issue 1 Subjects: Organizational Behavior; Conflict Management; Organizational Change; International Management; Nonprofit Management
Case John A. Seeger, Raymond M. KinnunenJeff Stevens, the owner of a small business, was faced with both strategic and operational issues. Substantial changes in the industry had occurred in the past three years, posing a potential threat. Sales were either “feast or famine,” causing cash flow to be a major problem. The case ends with the resignation of the marketing vice president whom Jeff hired only three months earlier. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1990. Courses: Business Policy/Strategy; Entrepreneurship; Small Business Topics:
Case Timothy R. Hinkin In the late 1980s, and Argentine physician purchased an uncompleted apartment building in Buenos Aires, Argentina. He converted the property into a 160-room hotel, employed his children as managers, and various family members as department heads. The owner oversaw the hotel from his San Francisco, California home and visited the property approximately every two months. For several years the owner’s 75 year old brother-in-law acted as general manager and the other family members fought for influence and control. The hotel prospered during this period primarily because of a shortage of hotel rooms in the city. The owner‘s son Max returned to the United States to attend graduate school and recently graduated with a Master's degree in Hotel Administration. He returned to the property as general manager and had to decide what the best course of action was for both himself and the company, and how best to achieve his goals as well as his father's objectives. Source: North American Case Research Association, Case Research Journal, Volume 19, Issue 2 Subjects: Strategic Management, Organizational Change, Family Business, Hotel Operations, International Management
Case Sal Kukalis, Diann RollAshton-Tate Corporation confronts a critical issue within the microcomputer software industry: what strategic direction to pursue in developing products that keep pace with advances in hardware and operating system software capabilities. This case also describes the genesis of an alliance between Ashton-Tate Corporation and Digital Equipment Corporation. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1991. Courses: Business Policy/Strategy Topics:
Case Sharon A. Johnson, Jeanne W. RossAstra Pharmaceutical Products, Inc. developed an activity-based costing (ABC) model of their production processes. Direct and indirect labor pools were broken into separate activities, and these activities were assigned to products manufactured by Astra and products made outside. The model has been useful in pricing Astra’s batch-manufactured products, but now it is clear that processes are changing and the model will be out of date. Is it useful enough to justify continued maintenance? 1993 Source: North American Case Research Association, Case Research Journal, Summer 1994, Volume 14, Issue 3. Courses: Accounting Information Systems; Operations Management Topics:
Case H. Richard Eisenbeis; Sue Hanks; Phil Sheehan The case centers around the differences in time/goal perspectives between AstroTech’s Marketing and Production Departments (line) and its Engineering and Quality Department (staff), headed by a manager who emphasized product quality over quantity and new product design. The engineering manager‘s number one priority was to put processes in place that would ensure that the division passed an upcoming FAA audit; the goal of the Marketing and Production Departments was to bring a continuous stream of new, innovative products to market in a timely manner. Both the general manger and plant manager emphasized quantity over quality. The Engineering Department manager saw two long-term goals: (1) to bring forth product designs that meet or exceed quality standards, and (2) to bring existing product lines up to these same quality standards. The general manager and plant manager were convinced that the division's failure to show a profit was due to engineering's insistence on meeting and exceeding quality standards for all products. Source: North American Case Research Association, Case Research Journal, Volume 21, Issue 4 Subjects: Individual Attitude and Differences, Leadership, Power, and Politics, Conflict Management, Group Dynamics
Case Joel Harmon; John Seeger Jim Meadows, having created a new venture within AT&T, finds himself with a problem. His “Resource Link” organization-an internal, on-pay-roll temporary employment agency that uses ‘’at-risk’‘ AT&T managers and professionals as contingent workers-has grown dramatically and boasts highly satisfied staff and customers. It is successful in many dimensions, but a crtitical measure demanded by AT&T is far from satisfied. RL is committed to break-even operations, and it is still losing millions according to AT&T accounting. Meadows has two more years to stop the loses. ``Ma Bell'' does not tolerate insolvent operations. In the follow-up case, Meadows gets RL in the black, negotiates it through AT&T's ``trivestiture,'' and turns the reigns over to Ellen Jackson. Having become a major player in AT&T's workforce planning, RL must now spearhead radical changes to the culture of the company and the composition of its workforce, envisioned to include as many as 40 thousand contingent employees. Source: North American Case Research Association, Case Research Journal, Volume 18, Issue 3-4 Subjects: Strategic Human Resources Management, Strategy Implementation, Entrepreneurship, Organization Design, Corporate Culture
Case Robert W. Hornaday Aung Sein built a machine that produced inexpensive disposable gloves, an item in short supply in Myanmar. Medical and laboratory workers needed large quantities of disposable gloves, but the government would not buy Aung Sein’s gloves. In 1995, these gloves were imported from industrialized nations or smuggled across the border with China. In Myanmar, only the government could buy large quantities of disposable gloves. The overall standard of living was very low, and government employees were underpaid. Most government employees expected gifts or kickbacks from vendors. The official exchange rate for Myanmar‘s currency was six kyat to the dollar, but the black market or parallel market rate was 110 kyat to the dollar. To take advantage of this difference, government purchasing officers often preferred to purchase goods from foreign sources so that they have access to foreign exchange. The glove business was not Aung Sein's only enterprise. He had to decide whether it was worthwhile to put more time and money into trying to sell gloves or whether he should pursue his other interests. Source: North American Case Research Association, Case Research Journal, Volume 20, Issue 3 Subjects: International Small Business, International Business Ethics, Currency Exchange Rates, Developing Countries
Case H.Jeff SmithSteve Corcoran has been asked to recommend changes in the computer systems of this 21-restaurant chain. Past investments in technology have been haphazard, bringing duplication of effort and implementation problems to line management. Can the current system be fixed? Corcoran wonders whether technology could be used for strategic purposes in the future. Whatever he suggests, he must grapple with the details of implementation in a workforce that is not in the mood for another false start. Source: North American Case Research Association, Case Research Journal, Summer/Fall 1995, Vol. 15, Issues 3 & 4, Copyright 1995. Courses: Systems Analysis and Design; Technology Topics:
Case A Thomas M. BegleyJack Davis advised against acquiring Badger Plastics. But Newchem, Davis’ employer, had to take Badger in order to complete a larger deal. Now Davis has been assigned to complete the due diligence investigations and turn Badger around in a year‘s time. He is working against time and does not like what he sees. The (B) case presents the data gathered by Davis' team and the two major options for turning Badger around. Case (C) describes Davis' planning and implementation in the months of acquisition. Source: North American Case Research Association, Case Research Journal, Vol. 15, Issue 2, Spring 1995. Copyright 1995. Courses: Business Policy/Strategy; Finance; Operations Management; Organizational Behavior Topics:
Case Kevin F. McCrohan, Barra O’CinneideWhen corporate budgeted an 11 percent increase in world-wide sales for Baileys Irish Cream, two regional managers were nervous. Responsible for the U.S. and Europe, they accounted for 65 percent of Baileys sales and both felt such an increase was unlikely in their own territories. Yet corporate managers expected results, not complaints. Should they object to corporate objectives they felt were unrealistic? 1992 Source: North American Case Research Association, Case Research Journal, Spring 1994, Vol. 14, Issue 2. Courses: International Marketing; Marketing Management Topics:
Case Peggy C. Smith, Kathy Kargel, Lester A. NeidellSabrina Hill, a Caucasian student, prepares to report on her unsuccessful internship at the largest African-American owned company in the city. She wonders about the events that led to termination of the internship — especially the issues of racism and sexism. Sabrina attributes the failure to the irrational behavior of the company principles, rather than her own beliefs, attitudes, and behavior. Source: North American Case Research Association, Case Research Journal, Volume 14, Issue 1, Copyright 1994. Courses: Business Ethics; Human Resources; Management; Organizational Behavior Topics:
Case Larry Watkins; Jon Ozmun; Roxanne Stell A pending management succession leads Harry Begay, the owner of Begay Chevrolet, to seek the help of business consultants. Begay Chevrolet is located in Chinle, Arizona, in the heart of the Navajo Reservation. The consultants are asked to visit the automobile dealership and recommend a successor to Begay. Problems in the business are revealed to the consultants as they conduct a series of interviews with the owner and his management team. Exacerbating the business’s operating problems are the reservation‘s underdeveloped financial infrastructure and the significant impact of the Navajo culture. Source: North American Case Research Association, Case Research Journal, Volume 22, Issue 2 Subjects: Small Business Management; Strategic Management; Succession Management
Case Melvin J. Stanford, Shailendar JhaBermo, Inc. faced a backlog of orders, and some important customers were complaining about delays. In spite of its new plant and heavy investments in computer-aided design, Bermo had difficulty responding promptly to its blue-chip customers. How could management simultaneously grow and enhance Bermo’s technological leadership in the precision metal stamping industry? 1991 Source: North American Case Research Association, Case Research Journal, Fall 1993, Vol. 13, Issue 4. Courses: Manufacturing; Operations Management Topics:
Case Steven M. Dawson Bernard Horowitz, owner and operator of Bernard’s New York Deli, had recently moved to a new, larger location. Business during the first three months had been good. To take full advantage of the new location, Bernard wanted to expand seating by 50 customers and buy new equipment. This would cost $30,000, but his bank would not lend him additional funds. Recalling the gift certificates he had used eleven years earlier, he decided to use discount certificates called deli-bucks. Customers could buy them for $8 each and after 90 days redeem them for $10 worth of food. If it all worked as planned, Bernard would have the $30,000, the expansion would take place, he‘d have repeat customers coming in, and maybe even favorable word-of-mouth publicity. Before he proceeds, however, there's some important analysis for Bernard to do. Source: North American Case Research Association, Case Research Journal, Volume 19, Issue 1 Subjects: Strategic Management, Cash Budgeting, Financing Alternatives, Small Business Management
Case Arthur Sharplin This case provides an opportunity to evaluate an actual management buy-out decision in a small business, a motel, involving assessment of the existing business and development of strategies to improve it. General manager Cam Leach must decide whether the motel can produce the cash flow needed to make the deal work and how that might be accomplished. The discussion is framed in terms of ordinary strategy development, proceeding from mission, to environmental assessment, to objective setting, to strategy determination.
Case Vijaya Narapareddy; Nancy Sampson Paul Polak, president of International Development Enterprises (IDE), and other team members of the bicycle project faced numerous delays in the development of an appropriate plastics compound utilizing recycled plastics and organic fibers that were required for making hassle-free plastic wheels. Lack of funding further impeded the progress of the low-cost bicycle IDE sought to develop for poverty-stricken rural farmers in India. The bicycle, in turn, would foster economic development through local production and marketing. The challenge was compounded when market surveys indicated poor consumer acceptance of the bike. The case ends with the decision of whether Paul Polak should continue or scrap the bicycle project. Source: North American Case Research Association, Case Research Journal, Volume 19, Issue 4 Subjects: International Management, Not-for-Profit Strategy, Risk Assessment, Economic Development
Case Jeffrey P. Shay, Tony Crawford, Keith Jakob Big Sky Brewing Company (BSBC) initially produced and sold its microbrews in kegs throughout the Northwestern United States region. High demand for its keg beer led the company to enter the bottled beer market through a contract brewing arrangement with Portland Brewing Company. Within a very short time, BSBC realized that demand for its bottled beers would soon exceed the capacity available at Portland Brewing Company. Deciding that the companyneeded to bring bottling activities in-house, BSBC applied for a special government loan to build its own bottling facility. The investment banking firm assisting the company in the process, Montana Business Capital Corporation (MBCC), informs them that the loan application was not approved. Tom Swenson, President of MBCC, tells two of the founders that they have three days to reanalyze the proposed expansion project and develop more convincing arguments regarding why the project makes both strategic and financial sense.
Case Arthur SharplinBrewer Birra Moretti has grown by since its acquisition by Canada’s John Labatt Limited. Still, Moretti remains unprofitable and needs an infusion to continue taking market share from the leading brands. Without this additional investment by its now-strained Canadian parent, the Italian firm must cut marketing or capital expenditures, or perhaps even merge with a competitor. Moretti management is proud of it‘s past success. Its future, however, depends entirely on Labatt's decisions. 1995 Source: North American Case Research Association, Case Research Journal, Summer/Fall 1995, Vol. 15, Issues 3 & 4, Copyright 1995. Courses: Diversity; Finance; International Management; Marketing Management Topics:
Case H. Jeff Smith Although its information technology (I/T) investments were dwarfed by those of its larger competitors, Bituminous Insurance Companies had taken several steps during the 1990s to improve its I/T infrastructure and to implement some specific applications. The firm was facing challenges in attracting and integrating qualified technical personnel, leading to a large backlog of I/T requests. At the CEO’s direction, several executives produced a "Technology Scan" report that defined expected changes for the years 2002 to 2005. The CEO was preparing for a meeting with the board of directors, and he expected some pointed questions about the plan. He was beginning to wonder if this "Scan" was really a viable roadmap for the firm‘s future. Source: North American Case Research Association, Case Research Journal, Volume 19, Issue 4 Subjects: Information Systems;Technology Strategy;Staffing Challenges;Implementation
Case Brian K. Burtton; W. Harvey Hegarty The Bloomington Hospital board of directors faced several choices in its move to begin an open-heart surgery program. The medium-sized not-for-profit hospital wanted to expand its services to become more of a regional health-care provider. However, its efforts faced opposition from two key groups-area employers, including the two largest employers in the region, and area physicians upset over several issues relating to hospital administration. The physicians demanded the ouster of hospital administrators. The board had to decide what to do about both the open-heart unit and the physician’s demands, all the while keeping in mind the demands and needs of other stakeholders as well as the changing health-care environment. Source: North American Case Research Association, Case Research Journal, Volume 19, Issue 4 Subjects: Strategic Management, Not-for-Profit Organization, Stakeholder Management, Health Administration
Case Katherine F. Abela; Deborah R. Ettington Bob and Kelly Allen started Bob’s Home Repair 18 months ago when Bob los his job as a skilled tradesman. Although Kelly had work experience in accounting and was completing her MBA degree, they found there was much to learn about starting a small business. Bob enjoyed being his own boss and had stopped looking for another job. He now had more calls than he could handle alone. The Allens were considering how to grow the business, including whether to hire a full-time employee and whether franchising was an option. Source: North American Case Research Association, Case Research Journal, Volume 22, Issue 1 Subjects: Small Business Management; Entrepreneurship; Franchising; Growth Strategy; Consumer Services Marketing; Business Ethics
Case Adrian Sargeant Botton Village, located in the North York moors, is part of a unique network of communities administered by the Camphill Village Trust, an organization that exists to provide a stimulating and supporting environment for the needs of mentally handicapped adults from all over Britain. When Botton was forced to fund-raise for the first time, its approach was unique and based on a genuine desire to establish a two-way communication with donors. Today, Botton has become one of the United Kingdom’s top-performing charities, achieving returns on its fund-raising expenditure far superior to most other organizations. However, the organization has been so successful that it now has to decide where to go next. Should it scale down fund-raising, or terminate it altogether? Should it look to support other “sister” organizations, or should it simply find ways to expand and develop its provision? Source: North American Case Research Association, Case Research Journal, Volume 21, Issue 1 Subjects: Fund-Raising, Nonprofit Marketing, Communications, Lifetime Value
Case John W. Mullins; Sarah Sittig; Gregory D. Leidich Richard Squire had started Breckenridge Brewery in 1989. Now, in 1997, despite its modern and efficient brewery and its eight brewpubs in Colorado and elsewhere, his company found itself growing fast, but losing money. Richard and his partner, Ed Cerkovnik, both felt the company still enjoyed extraordinary potential, but they had begun to doubt that they possessed the right mix of managerial skills to ensure that its potential would be realized. The question was what they should do about this problem. Did the company need new leadership? If so, what sort of person should be added to the team, and in what role? Were these even the right questions to be focused on at all? Source: North American Case Research Association, Case Research Journal, Volume 21, Issue 1 Subjects: Entrepreneurship, Leadership, Stages of Growth, Managing Change
Case Jack D. Ferner, Douglas TownsendBright Oil Company, an oil jobber, has income from operations, from a large cache of excess cash, and from rentals of nonoperating properties, but none of the income is distributed to the minority holders. Don Williams has to determine for his parents what their stock in this one-time family firm might be worth. Source: North American Case Research Association, Case Research Journal, Vol. 15, Issue 2, Spring 1995. Copyright 1995. Courses: Accounting; Finance Topics:
Case Raymod M. Kinnunen, Wendy Vittori, John A. SeegerBrooktrout Technology, Inc. was a young, $4 million company in the electronic messaging segment of the giant telecommunications industry. Brooktrout had been founded on its technological expertise and faces major marketing and financial decisions to bring new products to market. Source: Submitted by authors and selected for use by Pinnacle Editorial Board. Copyright 1990. Courses: Business Policy/Strategy; Entrepreneurship; Telecommunications Topics:
Case James A. BrunnerThis case points out the specific need for cross-cultural sensitivity and understanding in international business deals, when differences in norms and negotiating styles of Chinese and American businessmen inhibit the development of a joint venture in the People’s Republic of China. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1989, Revised 1992. Courses: International Marketing; Marketing Management Topics:
Case Winston Tellis Initially drawn by a desire to provide assistance to the people of Haiti, a Jesuit university in the United States sent a fact-finding team to the country in 1997. A relationship developed between the university and the people of Fondwa, a village several hours from Port-au-Prince with a progressive peasant organization-Assosasyon Paysan Fondwa (APF). The leader of APF asked two professors from the university to help them start a bakery in the remote village (Fondwa). The idea evolved into a business plan written by students in an MBA course. In its largest single venture, Fonkoze, a microfinance institution in Port-au-Prince, Haiti, bought a building near Fondwa and loaned $68,000H to APF to construct the oven and fund start-up capital for the bakery. The bakery now bakes thousands of loaves per month and is well on its way to paying off the loan. Source: North American Case Research Association, Case Research Journal, Volume 22, Issue 3 Subjects:
Case H. Donald Hopkins, Donna DeCarolisThis case studies Martin, the premier acoustic firm, as it adds new lines using Asian components and moves from possible bankruptcy to unprecedented success in the 1980s. Source: North American Case Research Association, Case Research Journal, Spring 1992, Vol. 12, Issue 1. Copyright 1992. Courses: Marketing Topics:
Case Raymond M. Kinnunen and James F. Molloy Jr.Susan White’s fitness wear firm, Cabriole, has lost $800,000 in the past 5 years. Although customers have recognized the superior quality of Susan‘s designs and fabrics, the body wear industry has become a pricing jungle and retailers have sharply cut their buying from suppliers. Susan has discovered a major embezzlement and fired the two employees involved, but cannot tell how much of her loss was due to fraud. Tired after 13 years of effort, she wants to close Cabriole—but how? 1994 Source: North American Case Research Association, Case Research Journal, Summer 1994, Volume 14, Issue 3. Courses: Business Ethics; Marketing Management Topics:
Case A Lester A. NeidellMike Brown, the international sales manager for Calox, has terminated his New Zealand distributor, Glade Industries, but Glade is contesting the decision and threatening legal action. Calox management is divided on whether to stand by Brown or to rescind the termination. Both parties face ethical and legal issues. Source: North American Case Research Association, Case Research Journal, Summer 1993, Vol. 13, Issue 3. Copyright 1993. Courses: Business Ethics; International Marketing; Marketing Topics:
Case Margaret J. Naumes; William Naumes Calvin Klein Inc. is a company with a history of controversial advertising, going back to 1980’s ads with then 15-year-old actress Brooke Shields saying, “Nothing comes between me and my Calvins.” In 1995, the company began a new series of ads for Calvin Klein jeanswear, featuring young models in suggestive poses. The (A) case describes the company and the controversy generated by the new ad campaign. The ads began in early July and ran in several magazines, including one read by girls as young as 12. Other publishers felt that the ads approached pornography. Dayton Hudson department stores refused to lift their stores in the ads. The American Family Association, a conservative Christian Group, threatened boycotts of retailers who carried the jeans. News programs identified one of the models as 15 years old. By late August, the company faced growing pressure to do something about its ads-but what? In the (B) case the controversy escalated, as the FBI announced an investigation into whether the ads were child pornography, and others became concerned about possible censorship. Source: North American Case Research Association, Case Research Journal, Volume 19, Issue 3 Subjects: Stakeholders, Business Ethics, Environmental Analysis, Publicity/Effective Advertising
Case Jonathan B. Welch; Wendy S. Hermach The Cambridge NeuroScience case deals with one approach to the valuation of a developmental stage biotechnology company viewed in the context of its overall business strategy and the risks inherent in the drug development process. The company’s drug development portfolio was being narrowed to one main drug for the treatment of stroke and traumatic injury. Although the company was at risk of running out of cash before it could receive FDA approval and bring the promising drug to commercialization. With the market for development stage biotech stocks in retreat in 1995, CNSI entered partnership discussions with several large pharmaceutical companies. Students are asked to assess the strategic fit with one of those companies and determine a fair value for CNSI. Source: North American Case Research Association, Case Research Journal, Volume 17, Issue 3 Subjects: Valuation, High Technology Companies, Financing Alternatives, Cash Flow Analysis
Case George Athanassakos, Kenneth HarlingIn October 1989, William McLean had announced that the McLean family, Canada Packers Inc.’s largest stockholder, wanted to sell its holding. With no offers forthcoming in six months and 1990 financial just issued. the McLean family needed to reassess its options.Source: North American Case Research Association, Case Research Journal, Volume 14, Issue 1, Copyright 1994. Courses: Finance Topics: Corporate Finance; Family Business; Food Processing Industry; Valuation
Case George Athanassakos; Kenneth Harling In early 1990, top management of Hillsdown Holdings, PLC (HH) of London, England, was considering merging its wholly-owned subsidiary Maple Leaf Mills Limited (MLM) of Toronto, Ontario, with Canada Packers Inc. (CP), also of Toronto. MLM had sales of over $700 million in the year ended December 1989, and CP had sales of just under $3 billion in the year ended March 1990. This meant that the merger would make HH major player in the North American food industry. HH’s top management had asked the senior executives from HH and MLM, as well as HH‘s legal advisors, to consider and evaluate the merger. It had also retained the services of an investment banker, RBC Dominion Securities Inc., to offer valuation services and a fairness opinion in connection with the merger. The team's mandate was to determine how much HH should pay for CP and formulate a takeover plan that would produce a successful merger on the most favorable terms for HH's shareholders. Source: North American Case Research Association, Case Research Journal, Volume 20, Issue 3 Subjects: Cost of Capital, Free Cash Flow Determination and Projections, Synergies, Valuation, Mergers and Acquisitions
Case Marilyn L. TaylorFour years after a leveraged buyout from Fuqua Industries, Carmike’s venture capitalists are ready to cash out. Chief Executive Officer Mike Patrick considers whether to go public or take on additional debt to satisfy the investors. Source: North American Case Research Association, Case Research Journal, Spring 1992, Vol. 12, Issue 1. Copyright 1992. Courses: Marketing Management Topics:
Case Phyllis Copeland, an attractive but uneducated young woman with low qualifications, has received several promotions as her bosses ended their affairs with her. Now Carpax’s new advertising director finds her performance and attitude intolerable. But because of her connections with top management, his own career may suffer if he takes action against her. Source: North American Case Research Association, Case Research Journal, Winter 1995, Vol. 15, Issue 1. Copyright 1995. Courses: Human Resources; Organizational Behavior Topics:
Case Harold Z. Daniel; Hampton E. Griffin; Peter Tarasewich Dr. Robert C. McFarland is the founder of a successful rural veterinary clinic and kennel. In the past two years, he has observed his revenues leveling off after experiencing years of double-digit growth. The growth rate for the business in the current year is half what it was just three years ago. Noting an increase in competition in his market, he commissioned a telephone survey to learn how to compete effectively. The survey identified market segments and described the performance of each major competitor within each segment. It also produced perceptual maps showing the relative positioning of the competitors in the market. In light of his current business situation, McFarland needs to use this information to determine if he can make the business more competitive in its market and, if so, develop the appropriate strategy and tactics to achieve that goal. Source: North American Case Research Association, Case Research Journal, Volume 22, Issue 3 Subjects: Strategic Management; Marketing Management; Marketing Relationships; Small Business; Information Systems
Case Juan Carlos Tobon, Albert O. TrostelThis case describes a situation of mounting losses and deteriorating customer service in a sheet metal manufacturing firm. Fast delivery, low price, and ability to fabricate its products to custom dimensions were key, but order entry and plant processes were not contributing. Source: North American Case Research Association, Case Research Journal, Summer 1993, Vol. 13, Issue 3. Copyright 1993. Courses: Business Policy/Strategy; Operations Management Topics:
Case A Mark MaierWas the Challenger disaster of January 1986 inevitable? By tracing its historical antecedents and documenting the final launch decision-making process, we have an opportunity to discover how the tragedy resulted from dynamics that are endemic to everyday organizational life. Can students avoid launching their own “challenger” at work?Source: North American Case Research Association, Case Research Journal, Vol. 14, Issue 1. Copyright 1994. Courses: Business Ethics; Organizational Theory Topics: Business Ethics; Decision-Making; Organizational Theory
Case Ruth Cruikshank; Kenneth F. Harling This case deals withs a significant, integrated decision about expansion and growth. Paul Bosc, Sr., is the founder and principle owner of Chateau des Charmes, a boutique winery in southern Ontario, Canada. He has proposed that the winery double its production by replacing the current building with a new chateau “in the french style.” Bosc Sr. has dreamed of such a chateau since he immigrated from France in 1965. The previous year, 1991, the winery sold $2 million of wine. He has asked his son to assess whether the new winery should be built now. In order to make a recommendation, Bosc Jr. has to consider the management, marketing, production, and finance implications of such a decision. Source: North American Case Research Association, Case Research Journal, Volume 17, Issue 1-2 Subjects: Strategic Management, Entrepreneurship, Resource Analysis, Environmental Analysis, International Wine Industry
Case Jon Ozmun; Casey Donoho; Mason Gerety Michael Nelson, a Navajo Indian, was a successful businessman with retail operations in several communities located on the Navajo Indian Reservation in Arizona. Nelson was considering a new business venture: opening a Church’s Chicken Restaurant (CCR) in Tuba City, Arizona. Nelson had the exclusive rights to Church‘s Chicken Restaurant located on the Navajo Indian Reservation. In 1991, he opened his initial CCR in Window Rock, Arizona. The success of this venture had prompted Nelson to look for other profitable markets for the restaurant franchise. In order to open a new restaurant in Tuba City, Nelson must borrow $650,000. This requires that he submit a loan proposal to the commercial loan department of his bank, Norwest Bank,Inc. Having successfully borrowed to initiate the CCR in Window Rock and to open Tru-Value Hardware stores in three different locations on the reservation, Nelson has previously been through this process with Norwest Bank. Nelson's immediate task is to complete the financial information required for the loan proposal. In particular he must develop sales forecasts, pro forma income statements, and cash flow statements for five years into the future. Based on an analysis of these sales and financial forecasts, Nelson will decide on the feasibility of starting the new restaurant. Source: North American Case Research Association, Case Research Journal, Volume 17, Issue 3 Subjects: Entrepreneurship, Strategic Management, Small Business Management, Sales Forecasting
Case Ian McKillop, Gordon McDougall, Natasha WhiteThe VP-Consumer Credit Division called a meeting to decide on the future of Bankware II, software given to customers to promote CIBC products and to help with their financial planning. Underlying this decision is whether Bankware II fits with the new strategic direction of CIBC. The proposed strategy focuses on relationship banking, a shift from their current product-focused strategy. 1996 Source: North American Case Research Association, Case Research Journal, Summer/Fall 1996, Vol. 16, Issues 3 & 4. Courses: Marketing; Marketing Management; Services Marketing Topics:
Case Raymond M. Kinnunen, James F. Molloy, Jr.Jennifer Fairbanks, CEO of Circle Electronics, faces an opportunity to become controlling owner of the firm. Bob Murray, her cofounder, financier, and mentor, seeks to convert his holdings to cash. In the low-margin electronics sub-contract manufacturing business, however, Circle’s operating results give little reason to hope for debt financing to replace Murray‘s equity. Source: North American Case Research Association, Case Research Journal, Spring 1993, Volume 13, Issue 2. Copyright 1993. Courses: Finance Topics:
Case J.B. Wilkinson; Gary B. Frank Tony Cironi faces a licensing opportunity for Cironi’s Sewing Center, a store-based retailer of sewing machines and sewing-related merchandise located in Akron, Ohio. Specifically, Oreck, a manufacturer of household appliances, has offered Cironi‘s Sewing Center an exculsive license to represent Oreck products in the Akron PMSA. Tony Cironi, owner and manager of Cironi's Sewing Center, must evaluate the nature of this business opportunity and estimate its profit potential. Important considerations in financial analysis involve assessment of risk and estimation of start-up costs, operating costs, and sales revenue needed to breakeven. Nonfinancial consideration also are important in the decision situation. These include market attractiveness, strategy implications for Cironi's sewing machine business, Oreck's strategic direction, and personal preferences. Source: North American Case Research Association, Case Research Journal, Volume 21, Issue 2 Subjects: Small Business, Entrepreneurship, Retailing, Business Policy
Case Thomas R. Miller; Irvin L. Tankersley Alice Borden, sales manager for Colonial Traditions, Inc., must take a recommendation to her new boss and general manager, Phil Rigby, about how to handle the complaint of disgruntled customer Fred Townsend. Townsend has alleged that four of the six pairs of custom window shutters for which he waited six weeks are the “wrong size”. However Rigby maintained that Townsend signed a sales contract that authorized the manufacture of the exact shutters he received, and the contract clearly specified that custom-made goods are not returnable for credit. Yet upon her investigation, Borden learned that a company employee apparently erred in preparing the sales order signed by the customer. Source: North American Case Research Association, Case Research Journal, Volume 18, Issue 1-2 Subjects: Sales Contracts, Sales Management, Business and Society, Business Ethics, Customer Service, Total Quality
Case Anne T. Lawrence The board of directors and top management of Columbia/HCA Corporation faced tough decisions following initiation of a massive antifraud investigation by the federal government in July 1997. At the time, Columbia/HCA was the largest health care company in the United States, with 340 hospitals under ownership. The government probe focused on allegations that Columbia/HCA had systematically and criminally defrauded Medicare, the federal health insurance program for the elderly and disabled. How did this happen, and what should the company do? Source: North American Case Research Association, Case Research Journal, Volume 20, Issue 1 Subjects: Business and Society, Business Ethics, Government Regulation, Health Care
Case Jan Zahrly Laura Smith was a member of the board of directors and past officer of the Community AIDS Network, Inc. (CAN). She was considering leaving the board after one three-year term because the executive director was mismanaging and no other board member was confronting the issue. Laura was concerned about mismangement of funds and human resources. There were many allegations of wrongdoing but Laura did not have proof of wrongdoing. Laura was concerned about her reputation as well as the future of the agency. Laura took her concerns to several officers; no one wanted to deal with the mismanagement. The case gives information about Lauara’s three years on the board; the case stops at the point where Laura is thinking about leaving the board. Students can determine what Laura should do as well as what they would do in a similar situation. Source: North American Case Research Association, Case Research Journal, Volume 18, Issue 3-4 Subjects: Ethics, Nonprofit Organizations, Governance, Organizational Behavior, Organization Culture, Human Resource Management, Power
Case "Earl Simendinger; Daniel LeClair; Debbie Thorne LeClair, Michael Jasperson" Ralph Soto, chief executive officer of Community Memorial Hospital (CMH), was grasping for strategies to stem the progressive decline in the hospital’s financial situation and occupancy rate. An exclusive provider contract with a rapidly growing health maintenance organization called Quick Care would have an immediate and significant positive effect on the hospital‘s financial condition. Ralph accepted the contract based on the hospital's chief financial officer and financial staff reports, without consulting the board of directors or members of the hospital medical staff. Two senior and highly respected hospital physicians learn of a contractual arrangement between Quick Care and The Hill Medical Group, a young multi-practice physician group affiliated with the hospital. Although recognizing the benefits for the hospital, a portion of the physician stakeholders viewed it as a direct threat to their practices. Pressure from the hospital's board of directors and senior physicians meant that Ralph must also consider a long-term proposal for resolving stakeholder conflict and the hospital's financial position. Source: North American Case Research Association, Case Research Journal, Volume 20, Issue 1 Subjects: Strategic Management, Health Care, Stakeholder Analysis, CEO/Board Relationships
Case Thomas R. Miller The Carrington Pest Control Company, a medium-sized pest control business in a large southeastern city, was faced with a continuing and costly turnover problem with its pest control technicians who run routes throughout the city. After a study of industry compensation programs, Carrington revised its old base pay plus commission plan to promote growth of the business, enhance technicians’ earning potential, and increase service efficiency. However, 2 months after the new incentive system was introduced, some technicians were very disgruntled with it, claiming that they had to work harder but made less money. Fearing that some of his technicians would soon quit and he would face the problems of replacing them and training new workers, branch manager Fred Keller is under pressure to find a way to further modify the pay plan to meet its intended objectives. Source: North American Case Research Association, Case Research Journal, Volume 21, Issue 4 Subjects: Human Resource Management, Compensation, Incentive Plans, Employee Motivation
Case James L. Bowey; Kimberly I. McKell CompuSound Inc. focuses on a PC sound board company based in Kanata, Ontario, that was founded in May 1992 by Bob Norman. By February 1995, CompuSound was facing several strategic decisions that were critical to its future, including international sales expansions. Projected sales were far below expectations, even though Bob Norman was convinced that his premier product, the “CompuSound Pro” sound board, was state of the art. The company had exhausted its original capital and required additional funding to meet growth expectations. CompuSound’s board of director‘s hired a vice president of marketing, and Bob Norman was currently reviewing his various options in order to provide some strategic direction for CompuSound. Source: North American Case Research Association, Case Research Journal, Volume 19, Issue 1 Subjects: Strategic Management, Distinctive Competence, Entrepreneurial Control, Small Business Management
Case Joan Winn In 1992, Maureen and Kelly quit their jobs to start CONNECT: The Knowledge Network, an Information Technology Consulting company. They focused their business strategy on building a network of consultant ?partners? to provide data warehousing and information systems consulting to large companies in the Denver area. In 1998, as companies attempted to expand their workforce in an increasingly tight job market, CONNECT added permanent-placement to their temporary-placement services. This new service line required an increase in CONNECT?s workforce, and within a year, CONNECT expanded from 8 to 20 employees. The economic downturn of 1999-2000 prompted CONNECT to refocus the business once again, forcing a layoff of some long-time staff as well as its recently hired recruiters. This case chronicles the process that Maureen and Kelly and the entire staff of CONNECT went through in making the difficult downsizing decisions.
Case J. Brooke Hamilton III; Mark Smith; Steve L. Scheck Conoco was a large, vertically integrated, global energy company commited to using its ethical culture as a strategic asset. To emphasize this commitment to business ethics as a core value, Conoco’s president, Archie Dunham, established the Annual President‘s Award for Business Ethics. After reviewing the award criteria and process, the reader is invited to join the award team's discussion of five individuals and groups nominated for the first award. These employees faced a variety of ethical challenges in different company divisions- domestic, foreign, and joint venture, exploration, production, refining, and retail. The reader can consider the purpose and effectiveness of the award, question how extraordinary behavior should be defined, discuss organizational structures that block ethical actions, evaluate the corporation's emphasis on ethics as a competitive advantage, and compare recommendations with the team on who should receive the award. Source: North American Case Research Association, Case Research Journal, Volume 22, Issue 3 Subjects: Business Ethics; Business Policy; Human Resources; Organizational Behavior
Case A Kate Button, Christopher K. BartOlivia Jones, a manager for a British retailer, discovers on a buying trip to India how she and her firm are able to obtain cost advantages. Working conditions in her supplier’s shop shock Jones, who is unsure she wants a career in which “success” requires taking advantage of others. What should she do? Source: North American Case Research Association, Case Research Journal, Volume 14, Issue 1, Copyright 1994. Courses: Business Ethics Topics:
Case John J. Lawrence; Linda J. Morris; Joe J. Geiger Marilyn Lysohir, an internationally celebrated artist, started Cowgirl Chocolates in 1997 and had just purchased the company’s first advertisement- a $3,000 full-page ad in the spring 2001 issue of Chile Pepper magazine. The company‘s hot and spicy truffles, which were made by adding cayenne and other spices to fine European chocolate, had won numerous awards in fiery food competitions. The small business's 2000 revenues, however, were only $30,000-insufficient to cover the business's expenses, let alone provide any income to its owner. Marilyn had drained much of her personal savings to keep Cowgirl Chocolates in business, and she contemplated what to do next to move her small company to profitability. The tasks Marilyn faced included evaluating her current pricing strategy, identifying and gaining access to effective distribution channels for her products, deciding how to promote her products in the most cost-effective manner, and determining how best to use her business's Web site. Source: North American Case Research Association, Case Research Journal, Volume 22, Issue 1 Subjects: Marketing Management; Entrepreneurship; Small/Family Business; Strategic Management
Case Deborah R. Ettington After four months in his first job after college graduation, Lou Neuman realized that he needed to leave and work for himself. He started a computer consulting company, offering on-site training in Peachtree Accounting software for small businesses. Fifteen months later, he had two employees and had expanded his services to include ACT! Contact management software as well as general computing support. He needed to decide what to do with the business next. He had a number of ideas for growth but also considered starting a different type of business, or even leaving the business to work full-time on an MBA. Source: North American Case Research Association, Case Research Journal, Volume 19, Issue 4 Subjects: Small Business Management;New Venture Start-up;Planning for Growth;Exit Options;Ethics in Entrepreneurship
Case Hugh Grove; Tom Cook; Linda Huls This case challenges students to make a strategic business decision concerning the use od EDI technology for healthcare claims processing to gain competitive advantage. Key information for this decision includes EDI technolgy benefits (primarily labor cost) and EDI technolgy costs (primarily hardware and software start-up costs). The analyst must also consider non-dollar decision factors, such as error rates, customer satisfaction, and human resource issues relating to technology replacing jobs for business process improvement. In order to focus the case upon the strategic capital budgeting decision, activity-based cost information necessaryto determine EDI cost savings are given in Table 1. Source: North American Case Research Association, Case Research Journal, Volume 17, Issue 3 Subjects: Capital Budgeting, EDI, Management of Technology
Case Robin Habeger, Kay M. Palan Toni and Jill, two sisters in their late 20s, want to have their own business and are considering the feasibility of starting a new pet boarding and service facility. Although neither Toni nor Jill had direct experience in the boarding kennel industry, both sisters had been involved in caring for a wide variety of animals, training and showing horses and dogs, and actively participating in search and rescue canine teams. In addition, Toni had an MBA and Jill had retail experience. But they both know that just wanting to have a boarding kennel is not enough. They have to evaluate the boarding kennel industry and business, the local market and competition, and the financial costs of starting a new business. Toni and Jill are faced with not only determining the feasibility of starting what they have begun to call ?Critter Campus,? but also whether or not they can finance their dream.
Case Arthur Sharplin, Rodney H. Mabry After purchasing and turning around a run-down inn, the owners consider whether to seek a Best Western franchise or to sell out altogether. Source: North American Case Research Association, Case Research Journal, Summer 1992, Vol. 12, Issue 2. Copyright 1992. Courses: Finance; Marketing Topics:
Case A JoAnn K. L. Linraud, Thomas RieffWhat to do when a drought hinders the 1987 business season. Crystal Lawn Service is a five-year-old business experiencing excellent growth and some profitability. However, the owner’s goal of attaining a salary/profit combination have not yet been met. The case gives opportunity for strategic, marketing, and operational decisions and is the first of a series of three. Source: Submitted by authors and selected for use by Pinnacle Editorial Board. Copyright 1989. Courses: Advertising; Business Policy/Strategy; Marketing Management; Small Business Topics:
Case B JoAnne K.L. Linraud, Thomas M. Rieff, as revised by Marilyn L. TaylorIn its sixth season Crystal Lawn Service encounters a second season of significant drought. The owner confronts an ethical issue of whether to deliver contracted services to customers even though they may not be needed, and may be harmful to customers’ lawns. Without work, he may have to lay off employees. This case is second in a series of three. Source: Submitted by authors and selected for use by Pinnacle Editorial Board. Copyright 1992. Courses: Advertising; Business Policy/Strategy; Marketing Management; Small Business Topics:
Case C JoAnn K. L. Linraud, Thomas M. Rieff, as revised by Marilyn L. TaylorAs Crystal Lawn Service’s owner plans for his seventh season, he reviews his strategic and operational moves in reaction to two years of disastrous summer droughts. What actions should he undertake for 1989? Can he meet his goals of growth and a reasonable salary/profit level for himself? The case permits forward planning of strategic and operational issues. Source: Submitted by authors and selected for use by Pinnacle Editorial Board. Copyright 1992. Courses: Advertising; Business Policy/Strategy; Marketing Management; Small Business Topics:
Case Gary L. Bridges; Mark G. Bridges Mark Bridges pondered his position as manager of his family’s business in the Colorado Rocky Mountains. His duties included calming a family of campers whose campsite had just been ransacked by a mischievous black bear, warning another camper about the extreme wild fire danger, collecting camping fees from a recalcitrant hunter, and filling out the required daily campsite reports for the U.S. Forest Service. All of that paled in comparison to the upcoming career decision he faced. As he neared graduation from college he had to decide whether to continue and possibly expand the business in partnership with the Forest Service. He would become the sole owner and manager of a potentially $100,00 per-season enterprise and have his winters free to pursue his real passion-skiing. Did he really want to take on the responsibilities of being an employer? Especially given the growing complexities of being in business with a government agency that was on the public firing line? Source: North American Case Research Association, Case Research Journal, Volume 19, Issue 2 Subjects: Small Business, Entrepreneurship, Hospitality/Tourism, Public Policy
Case Jeffrey S. Harper; R. Bryan Kennedy On Thursday night, February 1, 1996, the worst ice storm ever to hit north-central Alabama moved into the Cullman Electric Cooperative’s service area. Cooperative manager Steve Foshee soon relaized that his worst nightmare was coming true. In a matter of just a few hours, almost all of the 35,500 cooperative customers were off-line. Realizing his 92-employee organization would not be able to restore power to its customers without additional help, Foshee requested crews and management personnel from other cooperatives throughout the South. Soon, the number of people under Foshee‘s supervision had swollen from 92 to 527. The highly technical nature of electricity delivery caused operating and safety concerns even during the most routine procedures. Facing a crisis situation, Foshee had to make several decisions concerning how best to coordinate and utilize the resources sent to aid his organization. Source: North American Case Research Association, Case Research Journal, Volume 19, Issue 3 Subjects: Management of Technology, Organizational Structure, Crisis Management, Centralized versus Decentralized Decision Making
Case John P. Leschke; Andrew C. Ruppel Nelson Halsey, President and principle shareholder of Custom Blending, is facing the possibility of his firm losing money for the first time in its history. To make matters worse, one long-time customer had just cancelled all future contracts due to poor quality. This case describes the business and marketing strategies, the current operating policies and conditions, the exisiting production technologies, and the management team at Custom Blending. All of these factors contributed to the current “crisis” and all of these factors must be taken into consideration in determining the short-term action plan to get out of this situation. Source: North American Case Research Association, Case Research Journal, Volume 18, Issue 3-4 Subjects: Strategic Management, Productions/Operations Management, Marketing/Manufacturing Interface
Case William A. Andrews Cyberplay has just received its first major financial commitment from an investment group. The CEO is already concerned that the funding will not be enough to carry them to a second round unless expenses are reduced and the company is reorganized to reflect the dramatically different strategy that has recently emerged. Certain operational problems must also be addressed. The case allows students to evaluate the top management team for balance and competence, to evaluate the likelihood of the company meeting its sales projections, to determine how the old structure must be changed to support the new strategy, and to prioritize an agenda for ensuring survival. This case is ideal for upper-level undergraduate or graduate classes in strategic management or entrepreneurship. Source: North American Case Research Association, Case Research Journal, Volume 21, Issue 4 Subjects: Entrepreneurship, Strategic Management, Turnaround Management
Case Michael A. Boland The General Manager of Dakota Growers Pasta, an integrated durum wheat milling and dry pasta company headquartered in Carrington, North Dakota, was considering acquiring additional pasta capacity. The Board of Directors planned to discuss the acquisition in light of changes in the pasta industry that included entry of several new firms and exit of older firms, large changes in capacity, depressed farm economy, disease problems that reduced the supply of high quality durum wheat, and a decrease in consumption. Due to its cooperative organizational structure, equity would come from the company’s owners who were producers of durum wheat. He is faced with the challenge of determining the acquisition‘s impact on future profitability, the net effect on branded and private label pasta market share in the retail, ingredient, and food service market segments, and financing the acquisition. Source: North American Case Research Association, Case Research Journal, Volume 21, Issue 2 Subjects: Strategic Management, Acquisitions, Vertical Integration
Case Vernon Quarstein, Claire J. AndersonThis case evaluates the art of the successful franchise. This case may be used with Jack Schofield, Fast Food Franchisee (A). Source: North American Case Research Association, Case Research Journal, Summer 1992, Vol. 12, Issue 2. Copyright 1992. Courses: Entrepreneurship; Management Topics:
Case Madhav S. Shriram, Alan G. Robinson, Dean M. SchroederThis case traces Toyota’s decision to brake ranks with the auto industry and raise prices, resulting in a significant loss in market share. Source: North American Case Research Association, Case Research Journal, Spring 1992, Volume 12, Issue 1. Copyright 1992. Courses: International Management; Marketing; Operations Management Topics:
Case John H. Friar; Raymond M. Kinnunen; Vishal Aggarwal DeCopier Technologies, Inc., was founded by Sushil Bhatia. He is developing a machine that can remove 40 different types of toners, at high speeds, from photocopied or printed paper; wipe the paper clean; and bind it into reams. In 1999, the prototype for the product is almost complete, but the product has not yet been brought to the market. Citing industry trends and projections, the owner of the company sees great potential for this product. After proving a radical new technology works in the lab and almost completing a working prototype, the founder believes he will have a multimillion-dollar company in 2 years. The reality of the various steps and important decisions the company needs to take to create that multimillion-dollar company, however, begins to intrude. After the initial enthusiasm of the management team for the new technology and the tremendous potential demand, the owner is faced with the strategic, marketing, finance, and operations decisions necessary to make the company a success. Source: North American Case Research Association, Case Research Journal, Volume 21, Issue 3 Subjects: Entrepreneurship, Innovation Management, Marketing in High-Tech Industries, New Product Development
Case P.K. Raju; Chetan Sankar Sam Towers, the plant manager of a power plant, was in a dilemma: his engineer and the manufacturer’s engineer had disagreed on a major maintenance problem at the power plant. Taking into account financial, technical, safety, and credibility issues, he had to decide whether to restart the turbine-generator unit or shut it down. Source: North American Case Research Association, Case Research Journal, Volume 18, Issue 1-2 Subjects: Production Management, Industrial Engineering, Safety Management, Technology Management
Case David W. Grigsby, Lester A. HudsonThe case centers around strategic decisions in the leaf tobacco and cut flower businesses and on possibilities for further diversification. Although increasing demand for Dibrell’s special light blended tobaccos contributed to rising profits, oversupply and increased regulation threatened future profitability. Dibrell is presented with a merger opportunity and management must decide whether to pursue the merger or forego it in favor of other strategic alternatives. 1996 Source: North American Case Research Association, Case Research Journal, Summer/Fall 1996, Vol. 16, Issues 3 & 4. Courses: Finance; International Business Topics:
Cases A and B Charles S. Osborn, Barbara CofskyBarbara Cofsky, the manager of DEC’s Eastern Massachusetts Financial Management Center, has worked to develop self-managed teams among her direct reports. Now, because of a sweeping reorganization, the Eastern Mass Center will be closed. Cofsky wants to encourage Digital‘s management to use teams more widely, so she reassesses her organization. Do self-managed teams improve upon hierarchies? Should she fight to help team concepts survive the reorganization? What are her options? Source: North American Case Research Association, Case Research Journal, Summer/Fall 1995, Vol. 15, Issues 3 & 4, Copyright 1995. Courses: Accounting Information Systems; Organizational Behavior; Quality Management Topics:
Case Hugh Grove; Tom Cook Students are challenged to make a recommendation concerning the acquisition of a company that enhances a core competency of the acquiring company. This acquisition recommendation must include both a financial business valuation of the company and a marketing or negotiating strategy to close the deal. The students take the role of the chief financial officer (CFO), who is in charge of making this recommendation to the chief executive officer, who wants to close the deal quickly. However, the acquiring company is under severe pressure to make the quarterly earnings projections of the financial analysts, especially because the company recently went public with an IPO and has had huge swings in its stock price. The CFO must consider the earnings impact of the acquisition under purchase and pooling accounting acquisition methods. Source: North American Case Research Association, Case Research Journal, Volume 21, Issue 1 Subjects: Mergers and Acquisitions, Business Valuation, Business Combination Accounting
Case Author(s): Anonymous Publication Date: 2007 Subjects: Higher Education Ethics; business Ethics; Sexual Harrassment Description: When Lily Palmer accepted an endowed chair at Southwestern State University as a distinguished ethics professor, the provost asked her to serve as an “ethics gadfly” for the university, to bring attention to important ethical issues. In her second term on campus Palmer heard from her students serious complaints about the conduct of the professor leading the program. At the end of the year, Palmer informs the provost that her students had complained of sexual misconduct and incompetent leadership by their graduate director. Her articulation of their concerns leads to countercharges that Palmer used her classroom to criticize the graduate program and program director. When Lily Palmer provides candid answers in an investigation of her conduct, she is accused of lying and misrepresenting her classroom conduct. The dean and the provost recommend that Palmer be suspended from her chaired professorship, and ask her to write a letter of apology to the professor her students originally accused of misconduct. At close of the case, Palmer faces a decision between complying with the disciplinary actions, challenging the charges, or resigning and leaving town in order to avoid a costly battle with the administration.
Case Roland B. Cousins George Stein, a college student employed for the summer by Eastern Dairy, must decide if he is going to remove the filters from the plant’s piping and thus allow the current production run of milkshake mix to become contaminated. This course of action will save the company money, at least in the short run, and allow George‘s shift to go home on time. George was disturbed by the mental image of children drinking contaminated milkshakes as he weighed his options. Source: North American Case Research Association, Case Research Journal, Volume 18, Issue 1-2 Subjects: Ethics, Management, Organizational Behavior
Case Anne T. LawrenceThe new CEO of Dow Corning Corporation must decide what to do next as the silicone breast implant controversy reaches crisis proportions. A government panel has recommended banning implants and company documents leaked to the press suggest that Dow Corning may have known of the product’s risks for several years. 1993 Source: North American Case Research Association, Case Research Journal, Fall 1993, Vol. 13, Issue 4. Courses: Business Ethics; Organizational Behavior Topics:
Case Steven J. Maranville The Utah State Division of Services for People with Disabilities (DSPD) is experiencing a shift in strategic philosophy, evoking radical changes in the role of the Division’s case managers. To support the new philosophy, the Division‘s executive director has revised the policy manual, allowing for better access to the actual policies by eliminating descriptions of step-by-step procedures. Case managers are, however, growing frusturated with the ambiguity caused by a lack of specified procedures. Exacerbating the anxieties, the Division has initiated a Quality Enhancement Unit that is evaluating the performance of case managers according to client outcomes rather than the conduct of case management duties. Tensions resulting from the Division's philosophy change surface during a retreat scheduled to address the case management training curriculum. The executive director is faced with the challenge of operationalizing and institutionalizing the strategic philosophy, while bringing the case management system into strategic alignment. Source: North American Case Research Association, Case Research Journal, Volume 18, Issue 3-4 Subjects: Strategy Implementation, Organizational Change, Training and Development, Public Administration
Case D. Michael Fields, Allen D. SchaeferNow that workers were nearing completion of an additional nine holes at Eagle Crest Country Club, Tom Ridell must develop a strategy to attract a higher percentage of the area’s golfers. 1994 Source: North American Case Research Association, Case Research Journal, Summer 1993, Vol. 13, Issue 3. Copyright 1993. Courses: Marketing; Marketing Management; Services Marketing Topics:
Case Steve Buchheit Cost and management accounting courses typically emphasize the superiority of activity-based cost systems (ABC) relative to traditional cost systems. As a result, students often adopt the perspective that ?ABC information is always better.? This case provides an opportunity to challenge the ?ABC is better? perspective in a mature industry. By viewing product cost information in a cost / benefit framework, one can logically argue that imprecise cost information is optimal at Easler Envelope Company ? at least in the short-term. Specifically, the Instructor?s Manual offers suggestions for leading a class discussion comparing (1) the cost of implementing an ABC system to (2) decision changes that would result from ABC?s relatively detailed cost information. In the company?s current environment, it is debatable whether improved decisions would result from more detailed cost information in the short-term. However, as the industry evolves in the long term, will this cost / benefit tradeoff change? The case is intended for undergraduate and graduate introductory managerial accounting courses and for intermediate-level cost management courses.
Case Author(s): Kay M. Palan Publication Date: 2007 Subjects: Marketing Strategy; Market Segmentation; Positioning Strategy; Pricing; Distribution Channels Description: Eric and Mary Reynolds operated an RV repair shop and were avid RVers. In his spare time, Eric conceived product ideas to address Design flaws on existing RVs. One of these ideas, the Lock-Awn Anti-Billowing Device, seemed so promising to the Reynolds that they invested $10,000 of their own money to develop a prototype. They wanted to market this product through a new company, EMR Innovations. Eric and Mary were confident they had a sure winner in the Lock-Awn, but they had no market or financial analyses to verify their belief. To address this need, the Reynolds have to make key decisions related to selecting target markets, positioning strategy, pricing, and distribution channels, and they have to analyze the financial implications of these decisions. The end result, they hope, will be a marketing strategy that will effectively launch the Lock-Awn and EMR Innovations.
Case Julie H. Hertenstein; Marjorie B. Platt Endius Inc., a start-up company, had developed a prototype of a new and promising surgical instrument, a steerable surgical forceps, by the spring of 1996. Tom Davison, the company’s new president and CEO, recognized that, although the prototype had served its basic purposes-proving the concept was technically viable and that surgeons were eager to use such an instrument for minimally invasive surgery-the prototype design was too costly for a commercially successful product in an era of managed care and other initiatives aimed at controlling health care costs. Because of limited cash and external resources and the need to enter the market as soon as possible with a viable product, Endius outsourced product development to Product Genesis, a product design consultancy. Now, Davison has to establish a target cost to ensure that the final product will achieve the market acceptance necessary to not only provide needed cash flow but also to build Endius‘s reputation and customer base for follow-on products. Source: North American Case Research Association, Case Research Journal, Volume 21, Issue 4 Subjects: Target Costing, New Product Development, New Product Financial Analysis, Outsourcing Product Design, Entrepreneurship
Case Simon Hudson The case begins with the problems of the owner of the Resorts of the Canadian Rockies, Charlie Locke. Locke wants to invest in and upgrade facilities in order to remain competitive. However, environmentalists have succeeded in putting a stop to any expansion plans he has for his ski resorts in Banff National Park. Locke is pursuing legal action against Parks Canada and the heritage minister, Sheila Copps, over a new policy that would cut back ski area operations, cap daily skier capacity, and restrict future expansions in Banff and Jasper National Parks. The case study begins by tracking the origins of the dispute, over 30 years ago, right up to the impending court case between the parties. The key stakeholder in the conflict are the ski operators (and Charlie Locke, in particular), environmentalists, employees and residents, government and regulatory agencies, and skiers. The motivations and aspirations of each of these groups are discussed in turn, supported by quotations from key players in the dispute. The final part of the case returns to Locke and the decisions he has to make. Source: North American Case Research Association, Case Research Journal, Volume 22, Issue 2 Subjects: Environmental Management; Tourism Management; Stakeholder Theory; Conflict Management; Sustainability
Case Joan WinnClaude Robbins and his staff members were upset when ERG International failed to win a contract from the National Energy Research Laboratory—a contract that would have tripled the firms’ size. Still, Robbins was convinced the firm could grow. He has developed the business‘ systems and procedures to support growth, and now suggests hiring a full-time marketer, setting up a matrix organization, and removing himself from most of his present management and marketing duties. 1993 Source: North American Case Research Association, Case Research Journal, Fall 1994, Vol. 14, Issue 4. Courses: Business Policy/Strategy; Entrepreneurship; Organizational Behavior Topics:
Case Michael ThompsonThe recently promoted accounting supervisor for the Toll Authority must write performance reviews for her people, and one won’t be easy. The employee has done some excellent work but his performance is becoming more and more problematic. Now the supervisor must determine the employee‘s formal rating and be prepared to discuss it with him, face to face. 1994 Source: North American Case Research Association, Case Research Journal, Fall 1994, Vol. 14, Issue 4. Courses: Human Resources; Organizational Behavior Topics:
Case John Dunkelberg, R. Charles MoyerThe owner/manager of a building maintenance firm wasn’t satisfied with his market share and suspected growth would be easier in another city. A similar company was available in a nearby town, and an MBA classmate might join him as a partner. The owner/manager wondered how to value the other firm and the combined enterprise, how to finance the acquisition, and how to set up an appropriate managerial structure? 1994 Source: North American Case Research Association, Case Research Journal, Fall 1994, Vol. 14, Issue 4. Courses: Business Policy/Strategy; Finance Topics:
Case J. B. Wilkinson, Gary B. FrankThis case analyzes the decision Toni Cironi must make over whether to conduct a factory-direct-to-consumer warehouse sale for Singer sewing machines. Cironi’s prior experience with factory sales for Viking-White makes him wary of cannibalizing his higher-markup sales, but if he doesn‘t conduct the sale some competitor will. Source: North American Case Research Association, Case Research Journal, Fall 1992, Vol. 12, Issue 3. Copyright 1992. Courses: Business Ethics; Marketing; Retail Management Topics:
Case Christopher K. Bart, Marvin G. RyderThe founders and senior managers all have different ideas of what kind of diversification will help Fraser River continue its record of success and growth. Should FRP enter international joint ventures? Acquire a woven plastics firm? Positions are hardening, and nobody in management seems to listen to others’ views. 1994 Source: North American Case Research Association, Case Research Journal, Fall 1994, Vol. 14, Issue 4. Courses: Business Policy/Strategy; Entrepreneurship; Environmental Issues Topics:
Case Author(s): George L. Whaley, Minnette A. Bumpus Publication Date: 2007 Subjects: Human Resources Management; Employment Law Description: Case A describes how managers and other employees of Freestone Printing, an international graphic communications company, responded to an e-mail incident in which an employee circulated an offensive e-mail to other employees at the company’s local facility in Los Salinas, California. It begins with an employee bringing the offensive e-mail to the attention of the facility HR director and concludes with the facility management team (FMT) at odds over the appropriate disciplinary action for the sender of the e-mail. Case B, which is included as an Appendix to the IM, follows the aftermath of the disciplinary decision for the Case A e-mail incident. Case B concludes with the facility HR director contemplating how he should assess the fairness of disciplinary action in three recent employee disciplinary cases, including the Case A e-mail incident, in order to improve the HR system and to avoid a reoccurrence of similar disciplinary action problems.
Case James W. ClintonThis case analyzes the leadership strategies of FreeStore/FoodBank, an entrepreneurial nonprofit organization that provides services, food, and products to low-income residents in the Cincinnati area. Source: North American Case Research Association, Case Research Journal, Fall 1992, Vol. 12, Issue 3. Copyright 1992. Courses: Business and Society; Business Policy/Strategy; Marketing Management; Not-for-Profit; Public Policy Topics:
Case Kay M. Palan; Timothy T. Dannels In late 1996, Frigidaire introduced a new, horizontal-axis, front-loading washing machine in the United States. Figidaire intended to use this new product to position itself as the industry leader in energy-saving, environmentally sound laundry products. However, initial sales were sluggish, running 30 to 40 percent below projected levels, triggering concerns. Pushing Frigidaire’s concern was the fact that major competitors would soon be introducing front-loading washing machines, jeopardizing Frigidaire‘s first-mover advantage. The problem revolved around creating and growing a market for new technology to a consuming public with a significant preference for an alternative and inferior product. Could Frigidaire meet its objective with the current marketing strategy? Consumer, competitor, and market analysis information upon which strategic marketing management decisions were based, including pricing, distributions, and marketing communications, are provided for students to use in their analyses of Frigidaire's marketing strategy. Source: North American Case Research Association, Case Research Journal, Volume 19, Issue 1 Subjects: Market Creation, New Product Market Strategy, Pricing, Product Adoption
Case Raquel Benbunan-Fich, Curtis Springstead The Superintendent of Elections in one of the largest counties in New Jersey (Bergen County) is thinking about how to incorporate the Internet into the voting process. The county had successfully made the transition from mechanical lever machines to new Direct Recording Electronic (DRE) voting machines. However, the Florida controversy in the Presidential election of 2000 and a successful pilot project on Internet voting in Arizona earlier that year, showed the importance of constantly improving voting processes and systems by taking advantage of the latest developments in Information Technology.
Case Scott M. Shafer; Shaunta McCracken CRC Management Company, a franchisee of Fuddruckers, has been selected to be the sole food vendor for the Crystal Coast Music Festival. Over the next couple of days, decisions regarding the menu items, oder quantities, and prices need to be made final. Complicating these decisions are a number of uncertainties, including the weather, attendance, and the amount of food each attendee will consume. Source: North American Case Research Association, Case Research Journal, Volume 22, Issue 2 Subjects: Computer Simulation; Risk Analysis; Inventory Planning; Optimization
Case Author(s): Veena Shrinivasa, Joan Winn Publication Date: 2007 Subjects: Entrepreneurship; International Business Description: Feeling the pangs of “maternal isolation” when she stopped working to care for her young children, Karin Marques formulated a concept for a mothers’ center that would “provide support to women before, during, and after their maternity leave.” Karin hoped to register Klub K2 as a non-governmental (non-profit) organization (NGO), so that she could access funding from foundations or the European Union. Starting her enterprise took longer than she had anticipated, finding donors proved to be more difficult than she imagined, and some members of her team of instructors backed out as the announced start-up date of the center approached. As costs and uncertainty mounted, Karin wondered how all of the pieces would come together by the time she was ready to launch her organization.
Case Tom Hinthorne Gardner Distributing Company purchases, sells, and distributes Iams premium pet food products (68 percent of sales), pet supplies (14 percent of sales), and lawn and garden supplies (18 percent of sales). The case sketches the background and management style of the owner, Butch Tonigan; the start-up and development of the business from 1980-1999; the transition to a professioanl management team; the financial restructuring of the business; and the development of a marketing strategy. The management team has developed a purpose, mission, and objectives; but the strategies of the firm are not clear. A change in Iam’s strategy and hiring of a key account manager seem to be creating new opportuinities for the firm in 1999. The challenge is to define the firm‘s strategies. This will require an understanding of the business and the two industries in which the firm operates. It will also require a synthesis of the manager's dialogue on the strategic options of the business. A surprising epilogue extends the analytical possibilities. Source: North American Case Research Association, Case Research Journal, Volume 20, Issue 2 Subjects: Strategic Management, Small Business/Entrepreneurship, Financial Management
Case Delwyn N. Clark Geddes Dental Group (GDG) was an entrepreneurial, multibranch dental company offering a portfolio of public and private dental services. In August 1999, the managing director, Keith Pine, was reviewing the future direction of his business. With high-technology equipment and support systems in place, a well-known brand and reputation for innovation, the company was well positioned for further growth. However, the next stage of new business development required additional funding. As an entrepreneur, Pine had stretched all of his personal resurces to grow the business. Now, he was eager to keep moving GDG ahead, but how could he fund future projects? Was it time to find a partner? Who would invest in his business? Should he share his leadership power and responsibilities? These were really diificult questions for Pine that would impact the future portfolio, leadership, and performance of his business, and also his own position and lifestyle. Source: North American Case Research Association, Case Research Journal, Volume 20, Issue 4 Subjects: Strategic Management, Entrepreneurship, Strategic Alliance, Services Management
Case Fairlee E. WinfieldThis case focuses on Mike Enfield, General Manager of the General Dynamics operation on the Navajo Nation at Fort Defiance, Arizona, as he tries to extend the lease for another 20 years. Enfield has spent more than a year in this delicate process. He wonders, “Is it worth it?” Source: North American Case Research Association, Case Research Journal, Spring 1993, Vol. 13, Issue 2, Copyright 1992. Courses: Business Ethics; Human Resources Topics:
Case Franklyn A. Manu; Ven Sriram The Republic of Ghana’s Director of Tourism was faced with the task of developing a plan of action to increase the country‘s tourist traffic. The country had many tourist attractions including beaches, former slave castles, wildlife preserves, cultural festivals, and tropical rainforests. However, these are not unique to Ghana, and intensive competition from other countries exists. The director needed to identify what was unique about Ghana and position the country appropriately to a variety of target markets. His task was complicated by inadequate information on competitors. Source: North American Case Research Association, Case Research Journal, Volume 19, Issue 1 Subjects: International Business, Global Marketing, Tourism, Ghana/West Africa
Case Lew G. Brown, Jennifer M. Hart As the popularity of disposable razors increases, Gillette managers examine the market competition and consider options for revising Gillette’s marketing strategy. Source: North American Case Research Association, Case Research Journal, Summer 1992, Vol. 12, Issue 2. Copyright 1992. Courses: Consumer Behavior; Marketing; Marketing Management; New Product Development Topics:
Case Gordon H. G. McDougall The manager is faced with the challenge; prepare a plan to increase member retention rates for GoodLife Fitness Clubs, which has over 40 locations in Ontario and Quebec. Currently, over 40 percent of GoodLife’s 70,000 members leave annually. GoodLife has experienced high employee turnover and has very aggressive overall growth targets for both locations (100 locations by 2004) and individual clubs (increase members, upsell members). The options she is considering include increasing the base pay for all or some of the staff, instituting a bonus system tied to increased retention rates, and purchasing a software system to measure member usage of the clubs. The plan requires a balance between costs and impact on retention rates. Source: North American Case Research Association, Case Research Journal, Volume 22, Issue 1 Subjects: Marketing; Services Marketing; Customer Retention; Long-Term Customer Value
Case John W. Mullins Greg Cooke was faced with a difficult decision as to whether to leave his job as vice president of community relations at Central Bank of Colorado to explore an idea he had to start a micro-lending organization. Greg was torn between his desire to make a difference by starting his own organization, on one hand, and loyalty to his family and preserving the stability of their future, on the other. Although Greg knew he had to consider the potential of his idea in making his decision, he knew he also must address the personal and family dimensions of his question of whether or not, and under what conditions, he should leave his job to explore his business concept. Source: North American Case Research Association, Case Research Journal, Volume 20, Issue 1 Subjects: Entrepreneurship, Personal Traits of Entrepreneurs, Micro-lending
Case Roy Suddaby; Royston Greenwood Dan Roberts, managing partner of the law firm of Griffin and Tory, is about to chair an important and potentially divisive meeting of the partners. The meeting revolves around the firm’s chief executive officer, Jim Hall, a non-lawyer who was hired to introduce more efficient business practices into the firm. Hall instituted a series of changes designed to move the firm from a tradidtional partnership to a more efficient commercial organization. The changes introduced highlight the differences and tensions between the corporate and partnership models of organization and serve to illustrate the challenges inherent in managing a knowledge-intensive, professional workforce. Although the changes introduced by Hall may have helped the bottom line, they also threaten the culture, identify and potential viability of the firm. Source: North American Case Research Association, Case Research Journal, Volume 19, Issue 1 Subjects: Management of Professionals, Knowledge-Intensive Firms, Change, Organizational Culture
Case "Raymond M. Kinnunen; James F. Molloy, Jr.; Roger M. Atherton" This case focuses on the issues facing a small, family-owned hardware store and industrial equipment supplier. The case contains information on the industry and provides information on three generations of the Chasen family. Students are challenged to evaluate the isuues facing a company, owned by two and operated by three generations simultaneously. Identifying and evaluating short- and long-term strategies provides a paltform for discussion of marketing- and policy-related issues, as well as discussions of problems unique to small business. Source: North American Case Research Association, Case Research Journal, Volume 17, Issue 3 Subjects: Small Business Management, Family Business, Succession Planning, Strategic Management
Case John A Seeger, John H Friar, Raymond M KinnuenMargaret Hamilton has developed the ultimate tool for designing systems and software. HTI’s prospects are among the world‘s largest companies, but actual sales are small. For 7 years her company has “run lean,” with staff taking their pay in stocks instead of in cash. How can Hamilton capitalize on the opportunity she has worked so hard to earn? 1994 Source: North American Case Research Association, Case Research Journal, Fall 1994, Vol. 14, Issue 4. Courses: Accounting Information Systems; Entrepreneurship; Marketing Management Topics:
Case Todd E. Himstead, Andrew Libuser, N. Craig SmithIn December 1993, Wal-Mart CEO learned that the store was being sued for negligence as a result of a handgun sale to a mentally ill man who brutally murdered his parents. In the same month, there were also two fatal shootings on Wal-Mart properties. Wal-Mart had a history of refusing to sell “morally questionable products.” It also had a reputation for listening to its customers. Should Wal-Mart continue marketing handguns? Source: North American Case Research Association, Case Research Journal, Vol. 16, Issues 1 & 2, Winter/Spring 1996. Copyright 1997. Courses: Business and Society; Business Ethics; Marketing Topics:
Case Steven M. DawsonThis case details a video production company’s consideration of a proposal to sell its analog video equipment and replace it with expensive digital equipment. The owner/manager favors making the change, while some members of the Employee Management Team prefer to keep the existing equipment. 1994 Source: North American Case Research Association, Case Research Journal, Summer/Fall 1996, Vol. 16, Issues 3 & 4. Courses: Finance Topics:
Case Author(s): Cynthia Clark Williams Publication Date: 2007 Subjects: Corporate Governance; Stakeholder Theory; Strategic Management Description: This case primarily explores governance issues from the perspective of the company’s largest shareholder, the Hershey Trust Company (HTC). The backdrop of the case is the tension between managers who run the company and the principal shareholders. Approximately 64 percent of companies worldwide have controlling shareholders. Therefore, the goal of the case is to identify the pressures facing both the company and its largest shareholder, following a significant change in strategic focus at Hershey Foods Company, and to generate an informed discussion about effectively managing such pressures. Specifically, the case revolves around the decisions facing the CEO of the HTC, as he and his board are under pressure from various stakeholder groups who strongly oppose the plan to sell the Trust‘s 77 percent stake in Hershey Foods. The case opens as the CEO is about to meet with his board to determine whether to sell the HTC's entire stake in Hershey Foods, the mere mention of which has created a maelstrom of protest from community members, activist groups, local politicians, the attorney general's office, local and national media and employee unions.
Case Geok Theng Lau In late 1995, John Peter, a marketing manager of Hewlett-Packard Asia Pacific Limited, was evaluating its strategic options for doing business in Vietnam. The United States had lifted its embargo on the country in February 1994, and the country had normalized relationships with many other countries, including China. The current economic development in Vietnam is rather slow and limited, and the infrastructures and the political-legal systems appear to be underdeveloped. However, the long-term prospects appear very bright. Hewlett-Packard’s current operation in Vietnam is limited to the distribution of a small range of its products through local intermediaries. John needed to recommend whether HPAP should enter the Vietnam market in a more strategic fashion. If so, what form of market entry should be adopted, and what detailed implementation plans should be developed? Source: North American Case Research Association, Case Research Journal, Volume 20, Issue 2 Subjects: Marketing Management, International Marketing, Strategic Marketing, Foreign Market Entry
Case Jan Willem Bol, David W. RosenthalHoechst-Roussel Management must decide whether to introduce RU 486 to the U.S. Market. The drug, a contraceptive/abortifacient, offers a significant business opportunity, but it goes against the company’s stated policy of not marketing such drugs. RU 486 has been widely tested in Europe, but political and social issues present a hostile environment in the U.S. Source: North American Case Research Association, Case Research Journal, Winter 1993, Vol. 13, Issue 1.Copyright 1993. Courses: Business Ethics; Business Policy/Strategy; Marketing Management; Public Policy Topics:
Case June M. L. Poon, Raja Azimah AinuddinThis case studies a government-owned beach resort, which has five years of substantial losses while being run as a hotel and as a local employment training center. Source: North American Case Research Association, Case Research Journal, Spring 1992, Vol. 12, Issue 1.Copyright 1992. Courses: Hotel/Restaurant Management; International Business; Marketing Topics:
Case John J. Lawrence Brothers Alejandro and Domingo Martinez jointly own Humuss, a company that produces agendas, and Tecnographics, a small printing company. Since its founding in 1999, Humuss has grown rapidly to represent more than 25% of Tecnographics sales. Humuss has just met all of its delivery commitments for 2002, but because of the highly seasonal demand for agendas, this was only accomplished through extensive use of overtime, subcontracting and temporary labor. Further, Tecnographics experienced significant difficulty meeting the needs of its other customers during the final quarter of 2002 as a result of the printing work it did for Humuss. Domingo, Humuss?s managing director, wants to see Humuss grow, but is concerned about its ability to satisfy demand in the future. He must decide what changes are necessary in order for the company to continue to grow and be successful. In particular, Domingo is considering what the relationship should be between the management of Humuss and Tecnographics and at what point Humuss should expand internationally.
Case Karl Borden; Jim Cooper Jay and Leigh Carlos own and operate East Hampshire Homes, a small chain of homes for the mentally retarded. In this case, they are suddenly confronted by an inspector from OSHA who “aggressively” interprets government regulations to require East Hampshire to implement a hepatitis vaccination program that does not in fact appear to be required by law. Jay Carlos consults with state department bureaucrats, his attorney, and colleagues in the industry and must determine the best strategy to pursue. In doing so, he must consider the conflicting agendas of each of the major players and the role of his business in society. Source: North American Case Research Association, Case Research Journal, Volume 22, Issue 3 Subjects: Strategic Management; Strategy Versus Tactics; Business Ethics; Business Law
Case Gaik Eng Lim IBCA, Ltd. Was the third largest international rating agency in the world after Standard & Poors and Moody’s. In line with the globalization of capital markets, IBCA broadened its worldwide coverage by opening wholly-owned offices and establishing affiliates with rating agencies in Brazil, Chile, Indonesia, Malaysia, and other countries. In the long run, these emerging markets of Latin America and Asia would be increasingly important to IBCA‘s growth. The Managing Director of IBCA had to decide which region would provide better returns, given the firm's resources. The Managing Director also had to formulate a business strategy for meeting increasing competition from Standard & Poors and Moody's, as well as chart the future direction of IBCA. Source: North American Case Research Association, Case Research Journal, Volume 19, Issue 2 Subjects: Strategic Management, Globalization, Competitive Strategy, Corporate Strategy
Case "Robert J. Tosatto; Terrie C. Reeves; W. Jack Duncan, Peter M. Ginter" Providing comprehensive health care for more than 1.4 million American Indians and Alaska Natives, the Indian Health Service’s 15,000 plus employees were responsible for the operation of more than 500 facilities with a budget greater than $2 billion. Dr. Michael Trujillo, the Indian Health Servce‘s director, knew that to accomplish the agency's mission the Indian Health Services had to honor numerous past treaties made between the Indian tribes and the United States. Respect for the beliefs and spiritual convictions of the various tribes was formally recognized in the Indian self-determination process, but despite this, the Indian Health Service was considered a discretionary agency in the congressional budget process. It had no adequate third-party payer billing system; it faced difficulty recruiting professional staff; and it served a population whose health indicators lagged behind the rest of the United States. Dr. Trujillo had to decide how to lead the Indian Health Service through troubled times while raising the Indian Health Service population's health status, even with little likelihood of increased funding. Source: North American Case Research Association, Case Research Journal, Volume 19, Issue 4 Subjects: Strategic Management, Organizational Structure, Organizational Change, Public Policy
Case Roland B. CousinsThe new business dean faces a group of angry faculty members who demand to know why he has ignored the university’s published performance appraisal criteria in allocating salary increases. The dean, hired to lead the college to AACSB accreditation, distributed both merit increases and salary adjustments on the basis of research publication — the first serious effort to emphasize research in the college‘s recent history. Source: North American Case Research Association, Case Research Journal, Fall 1992, Vol. 12, Issue 3. Copyright 1992. Courses: Human Resources; Organizational Behavior Topics:
Case A Lee T. Perry, Monte R. Swain, Nicholas V. KovalenkoIntel released the Pentium microprocessor chip but a professor has discovered a bug in the chip and is talking about it on the Internet. What kind of product support should Intel provide and how should Intel handle what appears to be an “overreaction” to the bug? Case B describes the CEO’s initial reaction to the crisis and the consequent reaction from both Internet users and the general public. Source: North American Case Research Association, Case Research Journal, Vol. 16, Issues 1 & 2, Winter/Spring 1996. Copyright 1997. Courses: Business Communication; Organizational Behavior Topics:
Case John H. Friar; Raymond M. Kinnunen Joe Tamker was able to purchase the assets from NEC’s thermal printer business at a deep discount, which created an advantageous cost position and “bootstrapped” the growth of his new company. Tamker was facing several problems, however. Because of design and cost changes, the product did not fit in the bar code market for which it was originally intended. Second, Tamker was facing channel resistance because his company no longer was big like NEC. Tanker, however, noticed there was a demand in Europe for the printer in a different application. In 1997, armed with limited information and a restricted amount of time, Tamker had to make a decision as to what markets and channels he should target. In addition, Tamker had to deal with the poor quality of the product. To free himself from a Japanese supplier, Tamker would have to redesign the product and bring manufacturing to the United States. He also had to decide whether to redesign the product to fit into other product segments. Finally, he was making these decisions in the context of attempting to bootstrap the company rather than raising additional outside money. Source: North American Case Research Association, Case Research Journal, Volume 20, Issue 3 Subjects: Small Business/Entrepreneurship, Strategy, Marketing, Channels Management, Corporate Spin-offs
Case Ronald StiffA project manager for a consulting firm specializing in health care in developing countries is responsible for developing a program for UNICEF to reduce illness and death from diarrheal disease in Zambia. The three-year program must consider the education of both parents and health care providers, along with the nation’s culture and infrastructure and options for supply, packaging, and distribution of oral rehydration salts. 1994 Source: North American Case Research Association, Case Research Journal, Spring 1994, Vol. 14, Issue 2. Courses: Business and Society; Healthcare; Not-for-Profit Topics:
Case A Catherine Ward, Marilyn TaylorThese 4 cases follow the development and growth of International Learning Corporation founded by Robert Owen in 1982. After funding development of an authoring tool called Learn! Owen’s put together a business plan and approached venture capital companies. Case A concludes with Owen considering three packages. Case B gives Owen‘s reasons for his choice and sketches the contract as it evolves. Case C depicts the difficulties between Owen and the venture capital company and suggests an "out" — pursuit of merger with a larger company. Case D ends with the struggle continuing and the relationship at the breaking point. Source: Submitted by authors and selected for use by the Pinnacle Editorial Board. Copyright 1991. Courses: Entrepreneurship Topics:
Case H. Richard Eisenbeis; Bettye Sue Hanks; Steve Clark female employees in a subsidiary of a large, diversified, male-dominated organiation had been subjected to a sexually hostile work environment. In spite of a sexual harassment lawsuit against the company which resulted in a $500,000 settlement being awarded to one of the female employees, management had made only superficial efforts to resolve the problem; and sexual harassment continued. Sherry Thompson, a technician in the Technical Services Department, has indicated to her supervisor, Paul Barker, that she would be off work for an unspecified time for “stress-related illness due to a sexually hostile work environment.” Barker believes this to be a first step toward another round of ‘’disparate treatment and sexual harassment’‘ litigation for the company. He is faced with the problem of how to prevent history from repeating itself. Source: North American Case Research Association, Case Research Journal, Volume 18, Issue 1-2 Subjects: Sexual Harassment, Professional Ethics, Hostile Environment, Organizational Behavior
Case Robert P. Crowner J.R. Pierce, Inc. (JRP) was a small manufacturer of pastry forming equipment located in Marion, Ohio. JRP was funded by John Pierce, who has now “retired” although having turned over management of the company to his two sons, Bill and Mark, he continues to work part-time without a salary. The company’s dated product line consists of three machines geared toward smaller volume pie crust manufacturers. JRP, a subchapter S corporation, was very profitable at 33.4 percent before taxes after recovering in 1995 from two years of declining sales. Minimal promotion was done. Management succession was an important issue in the case: John owned two-thirds of the stock with the rest evenly split between his sons. They were frusturated with his continuing interference in the business which prevented them from taking some modernization steps. Too, they were being paid such low salaries that they could not accumulate sufficient funds to buy John out. Source: North American Case Research Association, Case Research Journal, Volume 18, Issue 3-4 Subjects: Entrepreneurship, Family Business, Succession, Buyout, Marketing Strategy, Smal Business Management, Business Strategy
Case Vernon Quarstein, Claire J. AndersonThis case studies problems owners face with fast food franchise associations by focusing on one couple discouraged by high fees, rigid rules, and the franchiser’s insensitivity to local conditions. This case may be used with Das Wiener Works (B). Source: North American Case Research Association, Case Research Journal, Summer 1992, Vol. 12, Issue 2. Copyright 1992. Courses: Business Ethics; Entrepreneurship; Small Business Topics:
Case Sean M. Hennessey; Roberta M. MacDonald Jan and Dave Bailey are at a critical stage in the process of deciding whether to establish an aquaculture operation, a mussel farm, in Newfoundland, Canada. Jan and Dave left the province many years earlier but recently returned and are investigating business opportunities. Mussel farming has a long history in the region, and aquaculture seems to be the way of the future- a renewable resource grown in pristine surroundings with little effect on the environment. Is mussel farming a viable business opportunity, or does the nature of the business and the disorgainzed state of the industry in Newfoundland make the venture too risky? The case presents Jan and Dave at the point of a major decision. Dave seems to be captivated by the idea; Jan sees the potential but also the evry real risks. They must develop a business plan for a mussel farming operation to determine whether they should invest their savings in the venture. It is late January 1996. To be in operation for the 1996 season, their big decision must be made by mid-March. Source: North American Case Research Association, Case Research Journal, Volume 20, Issue 4 Subjects: New Venture Analysis, Comprehensive Business Planning, Finance/Marketing/Operations Management, Integrated Functional Management, Aquaculture Industry
Case Lew G. Brown; Michael Cook; Joseph M. Bryan In early 1993, a new management team has taken over Jefferson-Pilot Corporation, a well-established life insurance company with a sound financial position and $1.12 billion in revenue. However, life insurance premium income has been relatively flat for the past five years. The new team has instructions from the board of directors to increase the company’s growth rate and improve earnings. The company has traditonally used a career sales force. The problem is that growth using a career force is slow and expensive. Using an independent sales force offers the opportunity for faster growth but risks upsetting the established culture. A consultant‘s report presents detailed information that students can use in their analyses. Two appendices present information on the life insurance industry and Jefferson-Pilot's background. Source: North American Case Research Association, Case Research Journal, Volume 17, Issue 3 Subjects: Sales Force Strategy, Sales Force Structure, Sales Force Management, Service Marketing
Case Howard Feldman; Asbjorn Osland The president of the board-of-directors of the Portland Jewish Family & Chld Service (JFCS) had to facilitate the decision-making process of the board to decide between the following two options regarding the overhead budget of the collection and distribution center referred to as the “Warehouse:” 1. JFCS continue to pay all the operating costs of the Warehouse. Given the high value Jews traditionally place on charitable giving, member of the agency staff and an influential community volunteer preferred this option, 2. Charge the user agencies a fee that would help defray the operating expenses. Board members believed that every community agency using the Warehouse’s service should participate in the financial burden—to whatever extent they could. This would give the agencies a greater feeling of ‘’ownership‘' for the Warehouse, not to mention relieve some of JFCS's financial burden Source: North American Case Research Association, Case Research Journal, Volume 21, Issue 2 Subjects: Strategic Management, Not-for-Profit Organization, Stakeholder Analysis, Psychological Contract
Case Robert A. PittsThe managing director of Thailand’s only integrated producer of native silk must decide what steps to take to stem a recent decline in sales and profitability. In recent years, auto congestion, air pollution, and soaring rates of AIDS infection have caused travelers to avoid Bangkok as a tourist destination. JT managers are seeking ways to reduce the company‘s dependence on Bangkok's tourist market. After some deliberation, four options are under consideration. Source: North American Case Research Association, Case Research Journal, Vol. 16, Issues 1 & 2, Winter/Spring 1996. Copyright 1997. Courses: International Business Topics:
Case Arthur SharplinManville Corporation used bankruptcy law to manage thousands of lawsuits resulting from its decades as the world’s largest producer of asbestos. As the firm prepares to emerge from bankruptcy in the form of two new corporations whose assets would be shielded from legal claims, Manville‘s young, charismatic CEO prepares to set forth its final policy toward asbestos health victims. Source: North American Case Research Association, Case Research Journal, Winter 1993, Vol. 13, Issue 1. Copyright 1993. Courses: Business and Society; Business Ethics; Business Policy/Strategy Topics:
Case Anne T. LawrenceJohnson Controls, a leading manufacturer of automotive batteries, decided to exclude fertile women from production jobs because of possible hazards of lead exposure to the fetus. The employees’ union filed a lawsuit, claiming the company‘s policy of protective exclusion from the workplace discriminates against women. Source: North American Case Research Association, Case Research Journal, Winter 1993, Volume 13, Issue 1. Copyright 1993. Courses: Business and Society; Business Ethics; Organizational Behavior Topics:
Case Udo Schlentrich, Margaret J. Naumes Jonathan Langston, manager of a New York City luxury hotel, was approached by Mr. Al Sayed, a Middle Eastern businessman who had recently purchased the Dorset Hotel, a luxury hotel in London. Mr. Al Sayed was unhappy with the way the present management team was running the Dorset, and offered Jonathan a position to head up its redevelopment and management. Jonathan declined Mr. Al Sayed?s offer but agreed to give Mr. Al Sayed his advice. Jonathan made two trips, to evaluate the hotel?s situation and meet with the architects and interior designer. A few weeks later, Mr. Al Sayed again asked Jonathan to take over the London hotel. The case ends with the issues of what would be needed, both personally and professionally, for Jonathan to be willing to take on and turn around this troubled hotel, an assignment not without risk.
Case Udo Schlentrich, Margaret J. Naumes, Jonathan Langston gives one month?s notice at his old job as manager of a luxury hotel in New York and begins to prepare for his new job to redevelop and manage the Dorset Hotel in London. The first day on his new job, Jonathan is confronted with a multitude of incidents that require his evaluation and response. During the first week, he meets with the hotel?s staff formally and informally, holds one-on-one sessions with the executive staff, and meets with the hotel?s union representatives. The problems do not always arrive in neat little packages, and Jonathan must decide how to prioritize. He is also challenged to be creative in the formulation of his turnaround strategy in order to return the hotel to its former rank as one of the best in Europe. Jonathan must present his strategy to the Board at the conclusion of his first month on the job.
Case Karen Conners, age 35, a bright MBA student, is subjected to what she perceives to be harsh treatment by Ali Zahedi, a tenured associate professor and director of the MBA program. Zahedi threatens to make it impossible for Karen, who is also his graduate assistant, to complete her MBA degree or to be accepted into a PH.D. program unless she continues to meet demands made by him that she believes to be unreasonable. The stress that Karen has been under for the past year has affected her mental and physical health to the extent that she solicited the advice of other faculty to assist her in her time of crisis. Source: North American Case Research Association, Case Research Journal, Volume 17, Issue 3 Subjects: Professional Ethics, Sexual Harassment, Ethinicity and Culture, Management of Diversity
Case Roland B. Cousins, Linda E. BenitzSally Perkins’ supervisor, Miriam Gunther is apparently having an affair with Sally‘s secretary, Karen. Gunther is spending a lot of time with Karen and wants to take her on a business trip. Although Gunther does not need any more secretarial assistance, she is considering transferring Karen to her office. With office gossip getting worse, Sally wonders what she should do about this situation. 1996 Source: North American Case Research Association, Case Research Journal, Summer/Fall 1996, Vol. 16, Issues 3 & 4. Courses: Business Ethics; Diversity; Human Resources; Organizational Behavior Topics:
Case William E. Stratton, David Efraty, Kim JardineKate Cooper accepts a managerial position in a newly constructed community psychiatric hospital. Her perception of conflicting demands, changes in her duties, broken promises, interference from peers, and lack of management support leads to confusion and frustration, and Kate quits her job 3 months after the hospital opens. Source: North American Case Research Association, Case Research Journal, Spring 1993, Vol. 13, Issue 2, Copyright 1992. Courses: Business Communication; Healthcare Topics:
Case Steven M. Dawson Family-owned Kea’au Banana Plantation (KBP) annually shipped two million pounds of bananas 225 miles across the ocean from the Island of Hawaii to Honolulu. Its strategy was to build volume and market share to spread fixed costs and the costs of development. A tempting target for higher sales was the 40 percent market share held by imports from Central America. Recent closures of sugar cane plantations made two new growing areas available. The first was near the Honolulu market and the second was on the Island of Hawaii where the original plantation was located. One important tradeoff was between paying for irrigation water if bananas were grown at the Honolulu location versus paying for ocean transportation costs from the Island of Hawaii. Richard Ha, owner and manager, collected cost data and planned to evaluate the two investment opportunities using break-even. Source: North American Case Research Association, Case Research Journal, Volume 19, Issue 2 Subjects: Capital Budgeting, Small Business, Break-even, Strategic Policy
Case Kenneth F. Harling, Alan DeRooKenhar Products, Inc., a Canadian company selling most of its output in the United States, is a world leader in the manufacture of steel fork arms. Kenhar’s major U.S. competitor, Dyson and Sons, has asked the U.S. International Trade Commission to impose a temporary tariff of 35 percent on imported forks. Bill Harrison, Kenhar president, must decide how to respond. Source: North American Case Research Association, Case Research Journal, Winter 1993, Volume 13, Issue 1. Copyright 1993. Courses: Business and Society; Business Policy/Strategy; International Business; Operations Management Topics:
Case Marilyn Taylor; Joyce Claterbos Slow sales growth and underperforming stock price present new Kikkoman president Yuzaburo Mogi challenges as Kikkoman faces the end of the 1990s and the twenty-first century. The company, headed by 17 generations of the Mogi family, faces a mature market and slipping market share in Japan for its soy sauce, as well as challenges for its diversified product line in the 94 other countries in which the company distributes. How the company addresses the U.S. market, where Kikkoman was a pioneer Japanese manufacturer after World War II, will be particularly critical. Source: North American Case Research Association, Case Research Journal, Volume 21, Issue 3 Subjects: International Business, Diversification, Globalization
Case James J. Chrisman, Fred L. Fry, Charles W. HoferPaul Dubicki operates a full-line dessert bakery serving the Middle West from Peoria, Illinois. Unusual quality, stemming from use of the finest fresh ingredients, marks KMP’s competitive edge. However, several years‘ unfavorable operating results have led to the bank's reluctance to renew Dubicki's loan without his pledging his home as collateral. Source: North American Case Research Association, Case Research Journal, Summer 1993, Vol. 13, Issue 3. Copyright 1993. Courses: Business Policy/Strategy; Marketing Management; Operations Management Topics:
Case Tom HinthorneKitty’s Maids leadership style is assertive, transformational, and reflects an “ethics of care” as she works to mobilize transient employees with low self-esteem and self-actualization needs in an occupation that society ‘’looks down on.‘' Source: North American Case Research Association, Case Research Journal, Vol. 16, Issues 1 & 2, Winter/Spring 1996. Copyright 1997. Courses: Human Resources; Marketing Research; Small Business Topics:
Case Karen L. Newman, Stanley D. NollenKrilovopolski, a manufacturer of equipment for petrochemical and water treatment industries was purchased in 1995 by a partnership of its top managers. Government policies to upgrade water treatment facilities favored Krilovopolski in the early 1990s, but by 1995 most new water treatment contracts had been let go and the company faced many choices. The managing director was searching for competitive advantage. He needs equipment and access to Western technology, but is wary of a joint venture with a Western firm. 1996 Source: North American Case Research Association, Case Research Journal, Summer/Fall 1996, Vol. 16, Issues 3 & 4. Courses: International Business Topics:
Case Frederick W. LangrehrThe Dutch manager for the French L’Oreal firm must decide whether to introduce two beauty care product lines in the Netherlands. She asks her market manager to review their prior market research and to develop marketing mixes if he recommends the product launches. 1994 Source: North American Case Research Association Case Research Journal, Summer 1994, Volume 14, Issue 3. Courses: International Business; Marketing Management Topics:
Case Arthur SharplinLabatt’s team attempted major acquisitions in the U.K., then on the Continent. When those efforts failed, the team settled on two small Italian brewers, Prinz Brau and Birra Moretti. The deals were ready to close when serious problems were discovered at Prinz. Labatt‘s board had approved the two acquisitions as a package; Prinz could not be omitted. And the window of opportunity for any acquisition seemed to be closing rapidly as a major shareholder pressed Labatt for cash. Source: North American Case Research Association, Case Research Journal, Vol. 15, Issue 2, Spring 1995. Copyright 1995. Courses: Business Policy/Strategy; Finance; International Business Topics:
Case Andrew J. Rohm; David W. Rosenthal; Thomas C. Boyd Bill Wyatt, general merchandise manager at Lady Foot Locker, a national chain of athletic footwear and apparel stores, is faced with the complex decision of whether to partner with Reebok International and launch the Lobo I, a women’s-specific basketball shoe endorsed by Rebecca Lobo. Lobo had played at the University of Connecticut and on the 1996 U.S. Women‘s Olympic Basketball team and is now sponsored by Reebok as a member of the WNBA's New York Liberty. Recent introductions of similar women's-specific basketball shoes by well-known brands such as Nike had not been successful. Within the context of a dynamic industry characterized by declining basketball shoe sales, increasing sales of substitute footwear such as casual and hiking shoes, and an ever-fickle teen market, Wyatt and his management team must now weigh the factors for launching the Lobo I against numerous reasons why such a launch should not be pursued. (WRC). Student activists and several labor unions had founded the WRC to ensure that shoes and apparel manufactured overseas were not produced under sweatshop conditions. Knight was upset because Nike had helped found and was an active supporter of a rival organization, the Fair Labor Association (FLA). The FLA took a different approach to establishing fair wages and working conditions in the overseas shoe and apparel industry. What were the key issue in this dispute? Which organization, the WRC or the FLA, offered a more effective way to set and enforce labor standards for multinational corporations like Nike? Source: North American Case Research Association, Case Research Journal, Volume 21, Issue 3 Subjects: Retail Strategy, Marketing Strategy, Sports Marketing, Celebrity/Product Endorsement
Case Linda J. Morris; John L. Lawrence After years of wearing contact lenses and glasses, Linda is considering LASIK eye surgery. Her friend, Carla, is having the surgery performed in Canada because it is considered elective surgery in the United States and is not covered by medical insurance. The Canadian-based clinics are substantially less expensive than U.S.-based clinics and have been performing the surgery longer than in the United States. Linda’s high-involvement consumer decision focuses on two issues: (1) Should she have surgery? (2) Where should she have surgery? To answer these questions, Linda obtains information from several reliable sources before making her final decision. The consumer service scripts can uncover where the service process costs differ and where the degree of customer persoanlization enhances the perception of a high-quality service. The challenge is to determine how these nonprice issues guide the consumer decision process for this elective surgery. Source: North American Case Research Association, Case Research Journal, Volume 22, Issue 3 Subjects: Consumer Behavior; Services Marketing; Services Operations Management
Case "Janelle Heineke; Alexandra Baptista; Yann Morvan, Ana Rodriguez Linde" Hassan Hodroj has opened the business of his dreams: an upscale French bakery in a carefully chosen exclusive location in an exclusive shopping area in Boston. Le Parisien was authentic to every detail, from the expensive renovation that met the strict codes for bakeries in Paris to the French Chef who used only the finest imported ingredients in his pastries. Unfortunately for Hassan, his dream was turning into a nightmare. He was paying premium prices for authenticity, but his revenues were lower than projected and his creditors were at the door. Hassan would have to make some important choices soon about customers, products, and processes if he wanted to stay in business. Source: North American Case Research Association, Case Research Journal, Volume 17, Issue 1-2 Subjects: Operations Management, Service Operations, Quality Management, New Ventures
Case "Henry S. Maddux; Sam Houston; Marlene M. Reed, Debbie Ritchie" The director of patient care services at Leon Christian Medical Center faced a dilemma. Should she move part of her nursing staff to 8-hour shifts from the 12-hour shifts they had been working for the past three years? The results of a work audit survey had led the director’s superiors to the conclusion that a move to 8-hour shifts was needed. In addition, many nurses were voicing their frustration over work hours to patients and doctors. The director wondered in the grumbling was indicative of a widespread dissatisfaction with recent changes in work conditions or if the nurses were simply complaining because hospital administrators had been insensitive in the way that the changes had been determined. The director must choose from among several alternatives in responding to her superior‘s directive and alleviating the contention among the nursing population. Source: North American Case Research Association, Case Research Journal, Volume 19, Issue 3 Subjects: Nursing Management, Employee Empowerment, Employee Surveys, Total Quality Management
Case Henry S. Maddux; Marlene M. Reed; Debbie Ritchie The president of Leon Christian Medical Center has asked the director of patient care services to move one care unit from 12-hour work schedules to 8-hour shifts. The request was motivated by the results of a recent hospital-wide work audit. The director, concerned that the results of the survey and recent grumblings among the nurse staff over work hours might not be indicative of the overall attitude of the staff towards the work schedule, has conducted her own informal survey. Now she ponders the results and wonders how to interpret them. How should she share her findings with the staff and her superiors? In light of the recent total quality initiative, the staff had expected more involvement in decision making. Could she use the survey and its results to regain some trust and build a more amenable team environment? Source: North American Case Research Association, Case Research Journal, Volume 19, Issue 3 Subjects: Human Resource Management, Employee Empowerment, Employee Survey Design, Teamwork and Feedback
Case Author(s): Udo A. Schlentrich, Margaret J. Naumes and Hachemi Aliouche Publication Date: 2006 Subjects: Entrepreneurship; Business and financial risk assessment Description: Ann Rosenberg and her partner, Tom, having visited a busy winemaking store, felt that they had found a viable business opportunity. Ann felt that the concept could easily be improved. Her own background, as widow of Dunkin’ Donuts founder Bill Rosenberg led her to believe that the wine store concept could also be a potential opportunity to develop future franchises. The shops they visited were poorly laid out and not well located. Competitive information indicated that there were many winemaking stores nationwide, all small. Ann developed an improved store design; Tom researched suppliers; and together they formed a partnership and registered their brand. They had identified a potential site for their first store. However, they needed more information and a plan of action before proceeding.
Case Peter M. BergevinWhen Lexington Valley Medical Associates’ own staff doctors cannot provide medical services needed by their HMO patients, they hire outside, or ”secondary,‘' physicians to do the work. Art Hamblin, Director of Finance and Administration, must find the balance between financial integrity and the salary demands of Lexington's physician-partners. Source: North American Case Research Association, Case Research Journal, Winter 1995, Vol. 15, Issue 1. Copyright 1995. Courses: Accounting; Finance Topics:
Case Mark Kaufman, Krishnan Dandapani, Walfried M. Lassar Valuation issues form the core of Finance Theory. Numerous approaches to valuation have evolved in the theoretical literature. Internet-based companies present new challenges. What is their value creation mechanism? How do we value a web-based insurance intermediary which is categorized as a ‘new economy? company? In his 2001 study, Dark Side of Valuation, Damodaran aptly poses the question, ?Do old rules apply or do we need new valuation measures? How can we value a company that has no earnings, no history and no comparable firms?? Web-based new economy firms offer innovative value-added services and provide a contrasting perspective to traditional valuation.
Case Delwyn N. Clark Lion Mathan entered the fastest growing region of the Chinese beer market in 1995 with a 60% joint venture in Wuxi. Their second step was a bold commitment to build a large world-class brewery in the nearby Suzhou Industrial Park. By 1999, the company faced intense competition in the premium segment from all of the world’s leading brewers and the economy was cycling downwards. In April, a new license deal to brew and market Beck‘s premium beer was announced. But the mid-year report showed that the China operations were tracking further into the red. How would the Board and the New Zealand shareholders react to another loss from China? How could Lion Nathan survive the shakeout in the world's most exciting and challenging beer market? Source: North American Case Research Association, Case Research Journal, Volume 21, Issue 2 Subjects: Strategic Management, Strategic Analysis, International Business, Strategic Marketing
Case Sayan Chatterjee Little Tikes, a major player in the preschool segment of the toy industry, made innovative large plastic toys that were developmental or that could be used in playgrounds. Little Tikes sold its toys through speciality toy stores and advertised to parents by direct mail. The concept caught on with parents and Little Tikes was extremely successful. Rubbermaid purchased little Tikes in 1984 and gradually changed the distribution strategy of Little Tikes from speciality toy stores to mass merchandisers. Tom Murdough, who had stayed on with Little Tikes after the sale, disagreed with this change in strategy and quit to start his own toy company, Step 2. The strategy of selling through the mass merchandisers was not entirely compatible with the original strategy that made Little Tikes successful. Trade-offs had to be made. Source: North American Case Research Association, Case Research Journal, Volume 17, Issue 3 Subjects: Industry Analysis, Strategic Change, Strategy Implementation, Channel Management
