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21st Century Learning: Leadership Lessons from Collaborative Case Research, Teaching and Scholarship
	Add	View	13 pp.	Article Author(s): John F. McCarthy (University Of New Hampshire); David J. O'Connell (St. Ambrose University); Douglas T. Hall (Boston University); and Jan Eyvin Wang (United European Car Carriers) Publication Date: Spring 2007 TCJ ID: TCJ 030207 Geographic Setting: n.a. Industry Setting: Shipping/Logistics, General Management, Leadership Event Year Start: 1997 Event Year End: 2007 Courses: Leadership; General Management; Human Resource Management; Career Management Subjects: Leadership; General Management; Human Resource Management; Career Development; Executive Development; Work/Family Balance; Collaborative Learning; Experiential Learning; Case Study; Case Research Case Description: Management scholars and researchers have long been concerned about the impact and relevance of their work. Here we chronicle the teaching, research, management, and personal leadership development lessons that have arisen from a collaborative, decade-long relationship between three management faculty members and the senior management team of a major Norwegian-based global shipping and logistics company. This relationship grew from the creation of a teaching case in 1997 to many years of productive and meaningful work together, including the development and delivery of the all-conference Plenary Session at the 2006 Eastern Academy of Management Meeting, held concurrently with the annual CASE Association Conference. At the 2006 Plenary Session, each of the authors expressed powerful personal and professional development through their collaboration over the years, which is summarized in this article. Reflections, lessons and future research directions are provided.
AAA Construction: A Family Business in Crisis
	Add	View	16 pp.	Case Author(s): Donald L. Lester, Arkansas State University Publication Date: Spring 2005 Geographic Setting: Germantown, Tennessee Industry Setting: Construction Event Year Start: 1998 Event Year End: 1998 Description: This case demonstrates the difficulties encountered by small family businesses when the founder passes away without having properly prepared for succession. AAA Construction was a company held together for over thirty-six years by a family patriarch, Jack Hudson. His choice of his grandson to succeed him was obvious. However, there were serious questions about whether David Robbins up to the task. Courses: Small business management; Entrepreneurship Subjects: Sucession planning; Family firm; Cash flow; Business turnaround
	Add	View	24 pp.	Teaching Note
ABB Transformers Denmark (A)
	Add	View	19 pp.	Case Author(s): Mikael Sondergaard (Arhus University) and William Naumes (University of New Hampshire) Publication Date: Spring 2007 TCJ ID: TCJ 030202A Geographic Setting: Odense, Denmark Industry Setting: Electrical Transformer manufacturing industry Event Year Start: 1990 Event Year End: 1991 Courses: International Business/Management; Organizational Theory Subjects: Decision making in a transnational corporation; Conflict within a matrix organizational form; Conflicts between company and country objectives in a transnational corporation; Political considerations in strategic decision making. Case Description: The ABB (A) case describes the situation leading up to a decision concerning closing a manufacturing subsidiary of ABB and moving its operations to Thailand. The Plant/subsidiary manager is placed in a conflict position regarding this decision due to ABB's matrix form of management structure. His direct line manager in charge of the global product line wants the move to take place, and has the support of his supervisor, who sits on the Executive Committee of the parent company. The ABB Country Manager for Denmark wants the plant to stay where it is. The subsidiary manager also reports to him, as part of the matrix structure. The subsidiary manager has recently been promoted to his new position, with the support of the Country Manager. The previous subsidiary manager had been promoted to head up a larger, Danish subsidiary of ABB. The previous year, the Country Manager and the previous subsidiary manager had managed to over rule the same request, in no small part, due to their connections within ABB as well as within Denmark. The new subsidiary manager needs to make a recommendation as to what should be done.The ABB Transformers (A) case can be used separately, or with the (B) case.
	Add	View	12 pp.	Teaching Note For use with TCJ 030202A
ABB Transformers Denmark (B): For Adults Only
	Add	View	3 pp.	Case Author(s): Mikael Sondergaard (Arhus University) and William Naumes (University of New Hampshire) Publication Date: Spring 2007 TCJ ID: TCJ 030202B Geographic Setting: Odense, Denmark Industry Setting: Electrical Transformer manufacturing industry Event Year Start: 1992 Event Year End: 1992 Courses: International Business/Management; Organizational Theory. Subjects: Matrix Organization Structure; Organization Conflict; Multinational Management; Organizational Culture; Organizational Power Case Description: The (B) case follows up where the (A) case ends. The decision was made to leave the plant in Denmark. It was revisited one year later, and the subsidiary manager is in even more of a quandary. The former Country Manager has been promoted to the Executive Committee of ABB. A meeting is called where the new Country manager (not previously from within ABB), the Product Manager, his supervisor from the Executive Committee, the former Country Manager, and the subsidiary manager are all present. The discussion is primarily between the new Country Manager and the Product Supervising Executive Committee Member, who has also been given added responsibility for all of Asia and the Pacific region. The former Country Manager, now given responsibility for European operations, remains quiet during the discussions. The subsidiary manager still needs to make a decision, but is now unsure of what has happened during the past year to allow this issue to be raised for the third time. The (B) case can be used to demonstrate how politics, promotions, and transfers can radically alter the environment within the context of a strategic decision. The focus is now on organization culture and power, especially in a matrix based structure.
	Add	View	12 pp.	Teaching Note For use with TCJ 030202B
The Anatomy of an Instructional Case from a Reviewer’s Perspective
	Add	View	10 pp.	Article Author(s): James J. Carroll, Georgian Court University Publication Date: 2005 Description: This article is a continuation of the article entitled “A Primer on Case Reviewing” published in The CASE Journal, Volume 1, Issue 1. Used in conjunction with the article “Case Research and Writing: Three Days in the Life of Professor Moore”, this article should help both case writers and case reviewers understand the critical elements of what a reviewer should look for in the case and the teaching note.
Ascom Marketing and Publishing: Entrepreneurship in the United Arab Emirates
	Add	View	11 pp.	Case Author(s): Kermit W. Kuehn, American University of Sharjah Publication Date: Spring 2005 Geographic Setting: Dubai, United Arab Emirates Industry Setting: Marketing communications services Event Year Start: 1991 Event Year End: 2003 Description: The case takes place in the city of Dubai, United Arab Emirates, a booming regional tourist and commercial center located on the Arab (Persian) Gulf coast of the Arabian Peninsula. The story describes Vijay, the Indian (East Asian) entrepreneur, his personality, background, motivations and management style. The focus of the case is on how this entrepreneur grows the business over the seven years leading up to the decision to launch a travel club targeted toward East Asian travelers in the region. The details of the new venture are chronicled from inception to its eventual closure four years later under desperate financial circumstances. The richness of the case is enhanced by the inclusion of details of the legal, economic and cultural factors that define the business context and business risks. The case provides an interesting and informative view of a part of the world that is “in the news” but largely remains a mystery to the typical North American student. Courses: Entrepreneurship; Small business management Subjects: Cross-cultural entrepreneurship
	Add	View	9 pp.	Teaching Note
Assembling the Team at Vanguard Electronics
	Add	View	10 pp.	Case Author(s): Joseph A. Casali, Empire State College, Barry R. Armandi, SUNY @ Old Westbury, and Herbert Sherman, Southampton College ? Long Island University Publication Date: Fall 2004 Geographic Setting: New York Industry Setting: Electronic and electrical engineering Event Year Start: 1999 Event Year End: 2001 Description: In this case, Vanguard altered part of its structure through the development of teams in order to maximize its operations; and given their results Vanguard successfully put theory into practice. When the major supporter of team management, Mike Wesley, leaves the firm, he is replaced by Wendy Kiefer, a strong supporter of team structures. Her replacement, Shari Lastarza, however is the “old” assembly manager and does not buy into the team concept. Could this be anything but a formula for disaster? Courses: Management; Organizational behavior Subjects: Team management; Organizational structure; Management strategy; Organizational change
	Add	View	22 pp.	Teaching Note
At the Heart of Controversy: Genentech Markets a Genetically Engineered Drug
	Add	View	14 pp.	Case Author(s): Diana Ross, Kent Royalty, and Karl Kampschroeder, St. Mary’s University Publication Date: Spring 2005 Industry Setting: Health care Event Year Start: 2000 Event Year End: 2000 Description: This case, developed from a wide variety of publicly available information, presents ethical and economic issues arising from the development, marketing, and pricing of a biotech drug. Genentech developed TPA, the first genetically engineered drug that could be used in clot-dissolving therapy for heart attack, and marketed it as Activase. Public outrage focused on the disparity between the drug’s $10 direct manufacturing cost and what Genentech charged for its drug. Activase/TPA was priced at $2200 a dose, raising immediate concerns about its affordability and therefore availability to those who needed it. Additional issues arise from other events, including concern over related-party relationships between the company and organizations which researched and recommended TPA, as well as aggressive marketing of TPA to physicians and the company’s refusal to participate in an international drug study to compare TPA with competitor drugs. Courses: Business ethics; Business policy; Strategic management; Marketing management; Managerial accounting; Legal environment of business Subjects: Bioethics; Marketing of hi-tech drugs
	Add	View	13 pp.	Teaching Note
Beringer Wine Estates Holdings, Inc. 1997
	Add	View	51 pp.	Case Author(s): Robert R. Cangemi, Pace University; Armand Gilinsky Jr., Sonoma State University; James S. Gould & Raymond H. Lopez, Pace University. Publication Date: Fall 2006 TCJ ID: TCJ 030105 Geographic Setting: Napa Valley, California, USA Industry Setting: Wine Industry Event Year Start: 1996 Event Year End: 1997 Courses: Capstone Finance Class (Undergraduate and Graduate) Subjects: Corporate Financial Analysis; Evaluation of an Initial Public Offering (IPO); Pricing of an Initial Public Offering (IPO); Marketing Decision and Timing of an IPO Case Description: The Beringer Wine Estates Company has been expanding its market share in the premium segment of the wine industry in the 1990's. After operating as a wholly owned subsidiary of the giant Nestle food company for almost a quarter of a century, the firm was sold in 1996 to new owners, in a leveraged buyout. For the next year and a half, management and the new owners restructured the firm and expanded through internal growth and strategic acquisitions. With a heavy debt load from the LBO, even in an environment of declining interest rates, it seemed prudent for management to consider a significant rebalancing of its capital structure. A publicly held common stock would provide management with another “currency” to be used for enhancing its growth rate and overall corporate valuation. After a successful “road show,” the Beringer management team assembled in New York City with representatives of their investment bankers, Goldman Sachs. With the equity markets in turmoil, significant strategic decisions had to be made quickly. Should the IPO be completed, with the district possibility of a less than successful after market price performance and these implications for pursuing external growth initiatives? Postponement or abandonment of the IPO could have adverse effects on corporate growth plans and competitiven
	Add	View	39 pp.	Teaching Note For use with TCJ 030105
Brake Lights at the Border: Going International Twenty-Two Miles Away
	Add	View	15 pp.	Case Author(s): Scott D. Roberts, Roger Williams University, Joe S. Anderson, Northern Arizona University Publication Date: Spring 2006 Geographic Setting: San Luis Rio Colorado, Mexico Industry Setting: Retail Automotive Supplies Event Year Start: 1998 Event Year End: 1998 Description: Russ Clark is a successful NAPA Auto Parts franchisee in Yuma County, Arizona. He sees opportunity in the neighboring Mexican city of San Luis Rio Colorado. But crossing the border with an after-market auto parts store will require building relationships with others, lots of learning to overcome the significant barriers, and some savvy decision-making in addition to the usual evaluation of business opportunities. Clark must consider a location decision, product mix, human resource issues, and how to promote the new business in an uncertain and unfamiliar context. Clearly, his current American business model will require a great degree of adaptation to make the venture a success. This case was developed from extensive field interviews and shadowing Mr. Clark for a day. In addition, Mr. Clark and his store manager, Rigoberto made classroom presentations describing their experiences surrounding the case situation. Courses: Graduate Introductory Management; Marketing Subjects: Small business; Entrepreneurship; International expansion; Franchise
	Add	View	19 pp.	Teaching Note
Bright Lights: Exploring the Franchising Potential of a Not-For-Profit Organization
	Add	View	12 pp.	Case Author(s): Monica Godsey and Terrence Sebora (University of Nebraska) Publication Date: Spring 2007 TCJ ID: TCJ 30205 Geographic Setting: Lincoln, Nebraska Industry Setting: Not-For-Profit; Education Event Year Start: 2002 Event Year End: 2004 Courses: Strategy and Business Policy; Entrepreneurship; Social Entrepreneurship; New Venture Growth Subjects: Franchising; Social Entrepreneurship; Non-profit strategic planning and implementation Case Description: Bright Lights is a small non-profit organization in Lincoln, NE offering a summer enrichment program to school aged children. Post 9/11, the organization faces challenges in its efforts to sustain financial resources. With enrollment and course offerings on the rise, funding is more important than ever. At the second to the last meeting of the year at which budgets are established, the Bright Lights' Board of Directors asked the Executive Director, Kathy Hanrath, and the Co-Owner/Director of Education Services, Barb Hoppe, to come up with some alternatives for fundraising top present at the final yearly meeting. Kathy has recently attended some sessions on franchising at a local entrepreneurship conference and would like to explore franchising as an option for Bright Lights growth. Kathy feels that franchising might have the potential to both increase performance and funding.This case focuses on issues associated with the exploration of franchising as a method of distribution and capital acquisition for a social organization. It calls attention to the appropriate situations for franchising, the importance of organizational assessment for franchise readiness, and other legal, economical, and organizational considerations.
	Add	View	21 pp.	Teaching Note For use with TCJ 30205
Technical Note: Franchising (to accompany Bright Lights case)
	Add	View	4 pp.	Note Author(s): Monica Godsey and Terrence Sebora (University of Nebraska) Publication Date: Spring 2007 TCJ ID: TCJ 030205N Geographic Setting: Lincoln, Nebraska Industry Setting: Not-For-Profit; Education Event Year Start: 2002 Event Year End: 2004 Courses: Strategy and Business Policy; Entrepreneurship; Social Entrepreneurship; New Venture Growth Subjects: Franchising; Social Entrepreneurship; Non-profit strategic planning and implementation Case Description: Note on Franchising to accompany “Bright Lights” case
Business Models and Financial Structures, A Strategy Mystery Game
	Add	View	6 pp.	Case Author(s): Stephanie Hurt(Meredith College) and Marcus Hurt (EDHEC Business School, retired) Publication Date: Spring 2007 TCJ ID: TCJ 030206 Geographic Setting: American firms, global business Industry Setting: multi-industry: food manufacturing, retailing, insurance, professional services, hotel, restaurants, etc. Event Year Start: 2005 Event Year End: 2005 Courses: Strategic Management; Corporate Strategy Subjects: Strategy; industry analysis; internal analysis; core competencies; operational effectiveness; generic strategies; vertical integration Case Description: The `Game' is really a multi-industry case that aims at developing participants' awareness of the links between firms' strategic choices and the financial structures the choices engender. Participants are provided with Balance Sheet percentages and common ratios for firms in 12 different industries and list of different businesses and asked to match the figures with the kind of business. The goal is for participants to understand how industries' operating models impose certain financial structures. The case is run as a kind of mystery game but leads to rather sophisticated analysis of industry and business models. The case leads students to a better understanding of the essential concepts of a business strategy course: 1) external analysis by helping students `see' the structures of different industries; 2) making clear the link between the competencies and capabilities needed by firms in their internal environment to successfully compete in their industries by matching the key success factors at work; 3) providing a tangible illustrations of the competencies that must be developed to successfully pilot business strategies like cost leadership and differentiation; and, 4) developing insight into integration and outsourcing strategies and their effects. A detailed Teaching Note accompanies the case.
	Add	View	42 pp.	Teaching Note For use with TCJ 030206
Case Research and Writing: Professor Moore Can’t Get There From Here
	Add	View	8 pp.	Article Author(s): Thomas C. Leach, University of New England Publication Date: 2005 Description: This article, written in the case format, is an extension of the article entitled “Case Research and Writing: Three Days in the Life of Professor Moore” published in The CASE Journal, Volume 1, Issue 1. It is intended to give the novice case writer insight into problems associated with obtaining the release for publication from companies where primary data had been collected. Related issues on case writing are also included.
Case Research and Writing: Three Days in the Life of Professor Moore
	Add	View	23 pp.	Article Author(s): Barry R. Armandi, SUNY@ Old Westbury Herbert Sherman, Southampton College ? Long Island University, Gina Vega, Merrimack College Publication Date: 2005 Description: This article, written in case format, has been written to assist the novice case writer in case research and writing. The article covers all aspects of case writing including: idea generation and sources of cases, working with primary and secondary case sources, obtaining client releases, writing the case story line, developing a catchy “hook”, using the past tense, providing supporting exhibits, and providing a bibliography for the case. The teaching note (or instructor’s manual) is also covered in detail including: an overview of the case, learning objectives, course placement and targeted audience, instructional methodologies, case questions and answers, the epilogue, and the bibliography. Appendix A includes a discussion on case publishing and includes a list of journals and conferences which accept cases.
Clouds on the Horizon: IQSoft Ltd
	Add	View	18 pp.	Case Author(s): Christopher M. Scherpereel, Northern Arizona University Publication Date: Fall 2004 Geographic Setting: Budapest, Hungary Industry Setting: Information technology Event Year Start: 1994 Event Year End: 1995 Description: This case is set in the emerging markets of Central Europe, shortly after the fall of communism. IQSoft Ltd Hungary is a small information technology firm spun off from the government operated Computer Technology Coordination Institute (CTCI), an institute that controlled all information technology activity in Hungary during communist rule. With very little capital, IQSoft Ltd found itself competing in the same market with some of the largest, most powerful, multinational companies in the world. The directors of IQSoft Ltd. realized that their organization had evolved to meet the survival needs of the company, but the question was: would the organization meet its future needs? Was this the time to start a strategic change process? Balint Domolki (managing director), Julia Sipka (commercial director), and Tamas Langer (technical director), met to discuss whether the evolution of IQSoft Ltd would sustain the company’s future success. Courses: Management strategy; Information systems Subjects: International business; Management of change; Organizational design; Technology product management
	Add	View	16 pp.	Teaching Note
Declining Decorum at Darius D?Amore?s Shop at the Forum
	Add	View	6 pp.	Case Author(s): Fran Piezzo (student) and Barry Armandi (deceased), Long Island University - Brentwood; Herbert Sherman, Brooklyn Campus-Long Island University Publication Date: Fall 2006 TCJ ID: TCJ 030102 Geographic Setting: Las Vegas, Nevada, USA Industry Setting: Personal Care Products Event Year Start: 2000 Event Year End: 2002 Courses: Introduction to Business, Principles of Management, Human Resource Management Subjects: Workplace Violence; Diversity; Organizational Subculture; Performance Documentation Case Description: An employee's husband made violent threats to the store manager of a Las Vegas shop specializing in skin care, makeup, fragrance, and hair care products of an international company. The manager wanted the employee terminated. The employee confessed that her husband also threatened her. The employee's personnel file contained no performance problems, but the store manager admitted that she had kept a separate file with such documentation. The Executive Director and the Director of Human Resource Management wondered what they should do.
	Add	View	14 pp.	Teaching Note For use with TCJ 030102
East Side Bank: The Dilemma of Technology
	Add	View	7 pp.	Case Author(s): C. Michael Drexel, Southampton College - L.I.U. Publication Date: Fall 2004 Geographic Setting: New York City Industry Setting: E-Banking Event Year Start: 2004 Event Year End: 2004 Description: Carol O’Reilly is the E.V.P. of a regional bank in the New York metro area. She is evaluating an investment in online banking as an extension of bank services. Her bank, East Side Bank, is one of the most productive in the U.S. In fact, it was named America’s most efficient bank in 1998. This became a cornerstone of their marketing strategy and they fiercely protected their efficiency ratio. She received a visiting contingent of bankers from Finland. Their use of technology and online banking was far more developed than most U.S. banks. Yet they were not nearly as efficient as the top U.S. banks. They discovered on their visit, that their cross selling had suffered as their online capability advanced. The U.S. bank customer was more profitable because they used multiple bank services and were willing to pay higher fees for the personal contact. Ms. O’Reilly’s dilemma was obvious. Should she commit to online banking or forego it to maintain close customer contact? Courses: Corporate Strategy Subjects: Marketing; Money and banking; International business
	Add	View	10 pp.	Teaching Note
Enterprise Risk Management at Great Plains Energy
	Add	View	28 pp.	Case Author(s): Karl B. Leggio & Marilyn L. Taylor, University of Missouri at Kansas City; & Jana Utter, Midwest ISO Publication Date: Fall 2006 TCJ ID: TCJ 030104 Geographic Setting: Kansas City, Missouri, USA Industry Setting: Energy Industry Event Year Start: 2002 Event Year End: 2005 Courses: Finance; advanced corporate finance; risk management Subjects: Enterprise risk management Case Description: This case looks at the design and implementation of a risk management strategy.
	Add	View	24 pp.	Teaching Note For use with TCJ 030104
Everquest@#174;: Entertainment or Addiction?
	Add	View	7 pp.	Case Author(s): Judith W. Spain, Eastern Kentucky University, Gina Vega, Merrimack College Publication Date: Spring 2005 Geographic Setting: Hudson, Wisconsin Industry Setting: Electronic games Event Year Start: 2001 Event Year End: 2001 Description: SONY Online Entertainment (SOE) was planning to release a new version, EverQuest II?, of its popular online game, EverQuest?. The first EverQuest? game was very successful financially, generating approximately $5 million/month in 2002 for SOE. However, some issues surrounding addictions and corporate responsibility were interfering with the new product launch. These problems revolved around several deaths in which the EverQuest? game had been implicated. The case focuses on the dilemma faced by the Vice President of Marketing prior to the new product release: How far must a company go to protect possible misuse of a product by consumers? Courses: Consumer law; Business ethics; Organizational behavior Subjects: Product liability
	Add	View	9 pp.	Teaching Note
Exploring Strategic Change: A Case Analysis of the ConocoPhillips Merger
	Add	View	22 pp.	Case Author(s): Kanalis A. Ockree, James Martin, and Richard Moellenberndt (Washburn University) Publication Date: Spring 2007 TCJ ID: TCJ 030201 Geographic Setting: United States Industry Setting: Petroleum Industry Event Year Start: 2001 Event Year End: 2005 Courses: Business Finance; Corporate Finance; Financial Management; Advanced Accounting; Financial Statement Analysis; Mergers and Acquisitions Subjects: Mergers and Acquisitions; Stockholder outcomes in M&A; Corporate Strategy; Return on Equity; Goodwill; Du Pont Model. Case Description: This is an illustrative case analyzing shareholder and accounting outcomes and legal issues resulting from a merger of two major publicly traded companies.
	Add	View	34 pp.	Teaching Note For use with TCJ 030201
Hughes Family Furniture Store
	Add	View	9 pp.	Case Author(s): Charles M. Carson (Samford University); Jonathan N. Ishee (Ish Moore Inc.) Publication Date: Fall 2007
Kio-Tek at the Portland Venture Capital Fair
	Add	View	23 pp.	Case Author(s): Asbjorn Osland, San Jose State University; Howard Feldman, George Campbell, and William Barnes, University of Portland Publication Date: Fall 2004 Geographic Setting: Portland, Oregon Industry Setting: Venture Capital Event Year Start: 2001 Event Year End: 2001 Description: John Caldwell, president of Kio-Tek (KT), presents his company’s business plan to a group of 30 venture capitalists at the November 2001 annual meeting of the Portland Venture Group. John’s presentation is included in the case as an exhibit. The case begins with a brief overview of the meeting and John’s presentation. The body of the case describes the question and answer period immediately following John’s presentation. Included in the case is a set of exhibits that John has handed out to the audience as supplemental information. These exhibits provide additional information on marketing, management, and financial issues facing the company and John refers to them throughout the question and answer period. The VC’s ask John a variety of questions in an effort to determine whether KT is an attractive investment opportunity. Courses: Entrepreneurship Subjects: Venture capital, Industry analysis, SWOT analysis
	Add	View	11 pp.	Teaching Note
Microfinance Institutions in Transition: The Case of Fonkoze?s Transformation
	Add	View	17 pp.	Case Author(s): Michael Tucker, Winston Tellis, Dina Franceschi Publication Date: Spring 2007 TCJ ID: TCJ 030204 Geographic Setting: Haiti Industry Setting: Microfinance Event Year Start: 2002 Event Year End: 2005 Courses: Undergraduate upper level finance Subjects: Microfinance; transformation; banking regulations Case Description: Fonkoze is the largest Microfinance Institution in Haiti whose clients are mostly poor women. The authors had access to documents and meetings of the organization for an extended period, and observed the growth of the organization from a single office to 21 branch offices. In so doing, their staff had to spend increasing time in fundraising so that they could make more loans to the existing and new customers. This case presents the decisions of the Board and the management to alleviate some of those problems. Against a backdrop of political and civil turmoil, the case could be instructive for students and instructors alike. The Board had to decide whether to apply for status as a regulated bank, or to transform into some other financial entity.
	Add	View	17 pp.	Teaching Note For use with TCJ 030204
Pastor Karl at the Whitney Avenue Congregational Church
	Add	View	10 pp.	Case Author(s): David O'Connell, St. Ambrose University Publication Date: Spring 2005 Industry Setting: Religious organization Description: This case presents the challenges facing a new pastor at Whitney Avenue Congregational church. For many years the church has seen declining membership. Karl, the new pastor, is expected to help foster growth, but as he has learned, some organization members fear that he may want to change more than they would like to see changed. Karl must decide how to conduct himself at the next church council meeting. He also must decide on an approach to effect positive change in the organization. Courses: Organizational Behavior; Principles of Management Subjects: Organizational culture
	Add	View	22 pp.	Teaching Note
A Primer on Case Reviewing
	Add	View	8 pp.	Article Author(s): James J. Carroll, Georgian Court University Publication Date: 2005 Description: This article provides perspectives on the academic review process, instructional cases, and suggests guidelines to follow when reviewing cases as part of the referee process. This paper provides an overview of the academic review process and describes the review processes for instructional cases. The processes of the CASE Association are provided as perspectives.
Professor Moore and the Demons of Review
	Add	View	22 pp.	Article Author(s): Gina Vega, Salem State University; Barry Armandi (deceased), SUNY-Old Westbury; , & Thomas Leach, University of New England Publication Date: Fall 2006 TCJ ID: TCJ 030101 Geographic Setting: n/a Industry Setting: Academic Event Year Start: n/a Event Year End: n/a Courses: Case writing workshops; faculty development Subjects: how to handle reviewer comments Case Description: This is the third in a series of articles about case research, writing, teaching, and reviewing. In this article, the protagonist, Prof. Moore, receives mixed reviews on his case submission and learns how to respond to them in a positive way. The article is written as if it were a case; it is fictitious.
The R.C. Bigelow Tea Company Case Study
	Add	View	37 pp.	Case Author(s): Laurence Weinstein, Sacred Heart University, Cindi Bigelow, R.C. Bigelow Tea Company Publication Date: Fall 2005 Geographic Setting: Fairfield, Connecticut Industry Setting: Beverage Event Year Start: 2005 Event Year End: 2005 Description: Ms. Cindi Bigelow, COO and third generation in her family to head the R.C. Bigelow Tea Company, located in Fairfield, CT, believed one strategy to move her business forward would be to attract a younger audience for her product line. Hot tea appeals primarily to women 45+ who typically drink the beverage for its soothing effects. A test market, designed to make hot tea more appealing to a college-age audience, was conducted at a nearby university by a Students in Free Enterprise (SIFE) team drawn from the chapter’s membership. Key words: Target audience, market segmentation, demographics, market research, promotion mix, advertising, copy development, media selection. Courses: Introduction to Marketing; Advertising Subjects: Market segmentation; Product (and packaging); Promotion (creative development and media selection); The use of market research to evaluate test market results
	Add	View	25 pp.	Teaching Note
Reader’s Digest: Inform, Enrich, Entertain, and Inspire
	Add	View	36 pp.	Case Author(s): Pauline Assenza & Alan B. Eisner, Pace University Publication Date: Fall 2005 Geographic Setting: Chappaqua, New York Industry Setting: Publishing Event Year Start: 2004 Event Year End: 2004 Description: After decades of successful expansion, The Reader’s Digest Association’s products were mature. With an average readership age for the flagship Reader’s Digest magazine of 50.3 in 2004, efforts to develop new products had so far failed to entice a significant number of younger customers. Following a financial downturn in 1996, positive financial results remained illusive. Several major changes instituted by Thomas O. Ryder, CEO since 1998, including acquisitions, re-capitalization, restructuring and systematic re-engineering of the corporate culture, had proven mildly successful, but RDA, as well as the entire publishing industry, faced a persistent decline in profitability. Could RDA fulfill its stated mission to create “products that inform, enrich, entertain and inspire people of all ages and cultures around the world”, and could it do this by continuing to rely on the 80-year old Reader’s Digest magazine? Courses: Business Policy; Business Strategy Subjects: Organizational strategy; Goals; Planned cultural changes
	Add	View	15 pp.	Teaching Note
Reborn Kyoto NPO (houjin)
	Add	View	18 pp.	Case Author(s): Cynthia Ingols & Erika Ishihara Publication Date: Fall 2006 TCJ ID: TCJ 030106 Geographic Setting: Kyoto, Japan and Boston, Massachusetts, USA Industry Setting: Non-profit Event Year Start: 2005 Event Year End: 2005 Courses: entrepreneurship; social entrepreneurship; & non-profit management Subjects: succession planning; growing a non-profit; a Japanese non-profit; business skills of Japanese non-profit leaders Case Description: Masayo Kodama, President, Reborn Kyoto NPO, believed foreign-aid food saved her and other Japanese from starvation after World War II. A half-century later, Kodama was determined to help others suffering in third world countries. She began by collecting medical supplies in Japan and taking them in emergency situations to Cambodia. After continued distribution of emergency supplies, Kodama developed a new vision: teach impoverished people how to “fish” and they would feed themselves and their children for life. With this vision, she decided to teach dress-making skills to people in third-world countries. Kodama recruited volunteers in Japan and these women, in turn, collected and prepared silk from kimonos. Japanese volunteer seamstresses took silk from kimonos, traveled to such places as Vietnam and Yemen, and taught people how to create clothes suitable for sale in western markets of Japan and the US. Kodama's mission inspired friends in Boston and Washington D.C. to organize and host Reborn Kyoto sales. Although the sale of products in the US and Japan, along with small grants and private donations, yielded subsistent revenues for the nonprofit organization, Kodama wondered how to build her organization and to find a replacement for herself with so few resources. The case requires students to analyze the interplay between an idealistic, non-business-oriented leader, her non-profit organization that she founded, and the values and
	Add	View	17 pp.	Teaching Note For use with TCJ 030106
Sailing Through A Lull at Sabre Yachts
	Add	View	27 pp.	Case Author(s): Thomas C. Leach, University of New England, Barry R. Armandi, SUNY@ Old Westbury, and Herbert Sherman, Southampton College ? Long Island University Publication Date: Spring 2006 Geographic Setting: South Casco, Maine Industry Setting: Luxury sail and power boat Event Year Start: 2001 Event Year End: 2001 Description: Derived from field interviews and secondary research, the case describes the dilemma that the Marketing Manager Bentley Collins of Sabre Yachts faces in developing a profitable marketing mix given the firm’s current product line, competitors, industry and national economic trends. Sabre had always been a niche boat builder. Their product line was divided into two distinct categories; sail boats and power boats. Their sailboats were targeted toward boaters interested in the comfort desired for cruising but also the capability of competitive racing while their power boats were designed to be modern yachts that could cruise 20 knots or better. A majority of sales came from the New England and Mid-Atlantic regions with only sporadic success in other areas. Bentley worried that slower phone traffic in Spring of 2001 would be indicative of slower sales and wanted to know what actions the firm should take to continue their regional growth as well as their push to become a more nationally-based firm. The case has a difficulty level appropriate for a junior or senior level course. The case is designed to be taught in one class period and is expected to require between five to seven hours of outside preparation by students. Courses: Marketing strategy Subjects: Marketing mix
	Add	View	19 pp.	Teaching Note
TASER International, Inc. — Grappling with Growth
	Add	View	24 pp.	Case Author(s): Susan K. Williams, Joe S. Anderson, Jack Dustman, and Scott D. Roberts, Roger Williams University Publication Date: Spring 2006 Geographic Setting: Scottsdale, Arizona Industry Setting: Personal protection Event Year Start: 2004 Event Year End: 2004 Description: TASER International, Inc. is one of the world's leading less-lethal weapons manufacturers and distributors. The case begins with a dramatic moment as the President and CEO of TASER International become aware of a highly critical article in Barron's. The article questions the legitimacy of their high stock price and casts doubt on their continued ability to grow. The case presents the company's counterarguments to the critical Barron's article, and asks for alternatives for TASER's next move into the relatively untapped consumer market with a new consumer-oriented product, the TASER X26C. The case resulted from lengthy in-person, email, and phone interviews with TASER's President, Tom Smith. In addition, the company and its products have been well publicized in the national business press and in the local newspapers. Further, product details and other information on TASERs and other less-lethal weapons has been published in numerous police and military sources. Finally, TASER International's website has been a rich source of supplemental information to support the writing of the case. Courses: Marketing Strategy Subjects: Market expansion; Public affairs
	Add	View	16 pp.	Teaching Note
Threadneedle Eyes European Expansion
	Add	View	27 pp.	Case Author(s): Wesley W. Marple, Northeastern University Publication Date: Spring 2006 Geographic Setting: London, England Industry Setting: Financial Institutions Event Year Start: 2000 Event Year End: 2000 Description: Threadneedle Investments, a leading UK Investment management company, was engaged in strategic discussions about future growth in its retail mutual funds business. The firm's Vice Chairman, Alan Ainsworth, was leading the discussion of strategic alternatives. The following options were being considered: expanding distribution of its funds in the UK by distributing directly; expanding its presence in the UK through the independent financial advisor (IFA) network; and/or building a larger presence in Germany, where Threadneedle was already established. The case takes place in June 2000 and draws much of its rationale and immediacy from the great bull market of the 1990’s and the arrival of a new millennium. Investors were looking for new investment media to capture these returns. The case is based on field research including conversations with Mr. Ainsworth and his associates, internal company documents, interviews with experts in the field and library research. Courses: Investment banking; International finance Subjects: Market expansion; Market channels
	Add	View	19 pp.	Teaching Note
To Palletize or Not to Palletize?
	Add	View	7 pp.	Case Author(s): Gary Clendenen, Siena College, John Mark Hutchins, ETOX Publication Date: Spring 2006 Geographic Setting: Tyler, Texas Industry Setting: Manufacture and distribution of acetylene gas Event Year Start: 2001 Event Year End: 2001 Description: East Texas Oxygen (ETOX) delivered high-pressure cylinders of gases such as oxygen and nitrogen to twelve wholly-owned branches scattered throughout East Texas and Louisiana. Employees loaded and unloaded individual high-pressure cylinders off of and onto trailers manually and the firm had never had a related accident. Robert Jenkins had been challenged to decrease the cost of supplying the branches with cylinders and other supplies. He was considering recommending the palletization of delivery operations which required numerous changes within the organization. This case required students to determine the best routing for the delivery truck(s) and to determine whether or not the number of trucks and drivers could be reduced under palletization. Students were then required to do a capital budgeting analysis and make a recommendation of whether or not to palletize. Courses: Operations management; Management science; Decision making Subjects: Time value of money; Integer-programming; Capital budgeting
	Add	View	12 pp.	Teaching Note
Trouble in Chocolate Town: A Look At Hershey Foods Corporation
	Add	View	16 pp.	Case Author(s): Terence P. Curran, Linda L. Richardson, and Andrea E. Smith-Hunter, Siena College Publication Date: Fall 2004 Geographic Setting: Hersey,Pennsylanvia Industry Setting: Confectionary industry Event Year Start: 2001 Event Year End: 2002 Description: This case presents an overview of the confectionary industry, a description of the Hershey Foods Corporation, and a look at the company’s strategies and the impact of these strategies. The case focuses on the unintended consequences that result from the implementation of dramatic new strategies for a company and what occurs in a company town that displays a very strong paternalistic culture. Some analysts had previously thought that Hershey's profitability and its close relationship with the town, the trust and the school made the company untouchable, but events proved otherwise. After reading this case, the reader will feel compelled to answer the following questions. What is the best strategy for future growth of Hershey? How important is organizational culture on a corporation's strategic direction? Should the company indeed be sold to a larger corporation? Courses: Undergraduate Business Policy and Strategy Subjects: Strategy formulation; Implementation; Evaluation and control processes
	Add	View	6 pp.	Teaching Note
A TROUBLED TIME IN THE COURTYARD
	Add		20 pp.	Case Author(s): Arthur Sharplin and John A. Seeger (Bentley College) Publication Date: Spring 2007 TCJ ID: TCJ 030203 Geographic Setting: Austin, Texas Industry Setting: property management, real estate, land development, housing Event Year Start: 1983 Event Year End: 2001 Courses: Business ethics; corporate culture; non-profit organization management; strategic management; public policy; law; real estate Subjects: Real estate; law; business ethics; property management; public policy; corporate culture; non-profit management; not-for-profit management; managing volunteers; corporation structure; non-profit organizations; social responsibility; stakeholder analysis. Case Description: The Courtyard Homeowners Association, Inc. (CHAI) was the governing corporation for a 315-home development in Austin, Texas. In early 2001 Earline Wakefield took over as president and resolved to “restore the spirit” of the neighborhood. Two of her directors, both lawyers, had a history of success in expanding neighborhood rights to so-called “Common Area,” especially that along picturesque Lake Austin. But when they collaborated in 1998 to construct a walkway along the lakefront behind the twelve lots they met stern resistance from those wealthy, sophisticated owners. An intense political and legal contest ensued. The case was referred to arbitration, culminating in enjoinment of the walkway and costing CHAI and its errors and omissions (E&O) insurer an estimated $350,000. One of the lawyers, then president, immediately promised to extend the decision to the other six families, but not to pay their legal costs. Taking office soon afterwards, Wakefield signs a document she thinks will carry out this promise. But two of the six families affected object to the document and hire a prominent Austin attorney, who contacts Wakefield. As she prepares for the August 2001 board meeting, Wakefield
	Add		14 pp.	Teaching Note For use with TCJ 030203
The “Yellow Snow” Dilemma: A Capital Budgeting Case
	Add	View	7 pp.	Case Author(s): Brian A. Maris & Larry Watkins, Northern Arizona University Publication Date: Fall 2006 TCJ ID: TCJ 030103 Geographic Setting: Northern Arizona, USA Industry Setting: Ski Resort Event Year Start: 2002 Event Year End: 2003 Courses: Corporate Managerial Finance, Cases in Corporate Finance or Financial Management, and in MBA finance courses (such as Business Finance or Cases in Corporate Finance) Subjects: Capital budgeting with risk Case Description: Arizona Snowbowl, a ski area located in northern Arizona, experienced several years of inadequate snowfall resulting in both operating losses and negative cash flows. The CEO had to decide whether to commit $750,000 for an Environmental Impact Statement (EIS) related to a proposed snowmaking project that uses reclaimed wastewater. The estimated cost of the project, including the EIS, was 19.77 million dollars. Given that the Snowbowl was located on U.S. Forest Service land, Forest Service approval was required. Data for this case were obtained from the EIS that the Snowbowl submitted to the U.S. Forest Service (USFS). Estimated skier days, revenue levels, capital costs and interest rates are provided to facilitate the decision modeling process. Students are expected to analyze the financial information and decide whether or not undertaking the EIS project is cost effective while taking into account the possibility that the regulatory and legal system might not allow the project to go forward. The case is of moderate difficulty. It is expected that students will spend approximately four hours analyzing the case and that the case can be covered in 75 minutes of class time.
	Add	View	12 pp.	Teaching Note For use with TCJ 030103


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