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 Hi-Way Lanes
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| 8 pp.
| Case
Gerald D. Hamsmith, North Central College
Source: The Society for Case Research, Annual Advances in Business Cases 2000 Copyright 2002
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| 5 pp.
| Teaching Note
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| Higher Planes, Inc.: Ultralight Aircraft and Product Liability
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| 5 pp.
| Case
Gary Cameron, Wayne R. Glass Higher Planes, Inc. manufactures ultralight aircraft, a growing but high-liability business. Although Higher Planes, has had success in building and marketing the craft, undercapitalization and concerns about product liability have caused the owner to reevaluate his options.
Source: The Society for Case Research, Annual Advances in Business Cases 1995. Copyright 1996.
Courses: Business Law and Legal Environment of Business; Entrepreneurship; Small Business
Topics:
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| 3 pp.
| Teaching Note
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| Hodges Book Company: Making the Transition to E-Commerce
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| 16 pp.
| Case
Author(s): Ian Shepherd, John E. Timmerman, Jozell Brister
Source: Annual Advances — 2006
Subjects: Marketing; Systems; Operations management- e-commerce
Description: Hodges Book Company (HBC) began the last decade of the 20th century as the premier wholesaler in the book industry. Its position had been solidified by significant systems development and the provision of next-day delivery to large portions of the traditional bookstore market. HBC made customer service to the bookstore its focus and had developed supporting programs that helped the individual retail bookstores be more successful in managing their businesses. The advent of the Internet had a tremendous impact on the traditional book wholesaler. When HBC management committed to engage in e-commerce, they never anticipated the number of organizational and operational problems they would encounter. The problems intensified by the switch from a batch process to an online, real-time response system. Fulfillment customers required significant changes in the typical order methodology, inventory allocation, and operations process. Now, on the other side of the transition, HBC is left to ponder the lessons learned.
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| 7 pp.
| Teaching Note
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| Hooters Guys? Washington — Get a Grip!
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| 8 pp.
| Case
Nancy H. Leonard, Larry R. Steenberg, Deborah A. Howard, Terry W. Mullins
Source: The Society for Case Research, Business Case Journal, Winter 1996, Vol. 4, Issue 2. Copyright 1999.
Topics: Human Resources; Business Law and Legal Environment of Business
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| How Could Ten Thousand Villages Improve Its Marketing?
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| 14 pp.
| Case
Author(s): Asbjorn Osland, Sujata Ramnarayan, Pamela M. Wells
Source: Annual Advances — 2006
Subjects: Marketing ; Social marketing; Not-for-profit management- e-commerce
Description: Ten Thousand Villages (TTV) is a non-profit organization that helps people in developing countries market their handicrafts in the United States and Canada. TTV's goal is to provide these artisans with a fair income through fair trade so that they will have the ability to pay for life's essentials. TTV attracts thousands of volunteers in Canada and the United States, in addition to shoppers to its retail outlets and fairs. Its annual sales have increased over the past ten years from $6.2 million for year ending March 1997 to $20.1 million for year ending March 2006. In August 2005, TTV decided to sell its products over the Internet, but it wondered what other innovations were needed to enhance its marketing and strategy implementation.
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| 12 pp.
| Teaching Note
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| Hunger Mountain Cooperative Market
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| 29 pp.
| Case
Author(s): Bonalyn Nelsen
Publication Date: 2007
Geographic Setting: USA
Subjects: Strategic Management; Cooperatively-Owned Business
Product Description: Kari Bradley, general manager of Hunger Mountain Cooperative Market (HMC), was reflecting on the challenges faced by the member-owned natural foods cooperative. With 800 members and $12 million in sales in 2005, HMC was one of the busiest and most successful natural food cooperatives in the United States. But growth had placed excessive pressure on the co-op's current store and the organization badly needed to expand. But co-op members were sharply divided on the merits of expansion. Although a majority of members supported expansion of HMC's current store, a small but vocal minority was adamantly opposed, and a third were neutral or undecided. The situation was reminiscent of a 2003 attempt to expand, in which a plan initially approved by members was disputed and, ultimately, overturned in an initiative spearheaded by a small member group. Expansion plans were cancelled and the general manager was fired in the backlash that followed. Kari must weigh several options available to improve the financial and competitive success of the business. He is in need of strategic and organizational analyses that will help him identify a suitable option and secure member support for expansion.
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| 32 pp.
| Teaching Note
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| IBM Reborn: Restructuring a Sluggish Computer Industry Giant
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| 11 pp.
| Case
William C. House, Walter E. Greene IBM is striving to balance shareholder and customer needs by providing higher margin proprietary products while also pursuing lower margin open systems desired by a range of customers. To improve its competitive position, major changes in organizational structure and operating personnel may be required.
Source: The Society for Case Research, Annual Advances in Business Cases, Fall 1993, Vol. 1, Issue 1. Copyright 1993.
Courses: Business Policy/Strategy
Topics:
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| 4 pp.
| Teaching Note
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| ID Express
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| 4 pp.
| Case
Author(s): Warren D. Schlesinger, Donald W. Eckrich, Fernando Gualtieri
Source: Annual Advances — 2004
Subjects: College debit card; Consumer orientation; Target market; Promotional mix
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| Idaho Unido: Porque Saber Es Poder (Because Knowledge is Power)
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| 11 pp.
| Case
Author(s): Ann M. Hackert, Martine Beachboard
Source: Annual Advances — 2006
Subjects: Minority businesses; Journalism; Entreprenuers; Geographic expansion
Description: Monte and Farhana Hibbert started a Spanish-language newspaper serving the Southeastern Idaho. They were contemplating a geographic expansion of their product, Idaho Sudeste, moving from regional to statewide distribution. The publishers were also thinking about other changes to the paper. One expansion option was developing the paper from a biweekly to a weekly publication. Another option was to print English summaries or a bilingual paper. The newspaper was printing articles in Spanish, but feedback from their readers indicated there might be some demand for either summaries in English or a bilingual edition. The publishers successfully developed a strong relationship with the Hispanic community, and demand for the paper was growing among readers and advertisers. As the publishers faced the future, they realized there were several issues to resolve as they decided whether or not to expand and grow the company. If they decided to expand, they would need a strategy to do so successfully.
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| 15 pp.
| Teaching Note
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| If Successful, Then Why Does My Frustration Grow?
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| 6 pp.
| Case
Author(s): Joy Benson, Sally Dresdow, Cindy Byrd
Source: Annual Advances — 2003
Subjects: Motivation; Communications; Interpersonal dynamics
Description: Without any involvement in the decision, Stacy Lynn, Coordinator of Student Affairs, was assigned responsibility for developing and running the new student orientation program (NSO). This program had previously been the responsibility of the Director of Enrollment Management. The challenge of the new responsibility lay not so much in its content or in its execution; rather it lay in Stacy's confrontation with her own perception of the value of her program, her view of how others perceived the program, and her attitude toward how the reassignment was handled. Stacy's perceived experience at the college was counter to her needs and expectations. This presented a dilemma that needed to be understood in order for her to move beyond the immediate issue of the NSO program to addressing her low level of motivation and its impact on student development and her relationship with the Dean of Student Services. This case focuses on an analysis of the different issues that affect an individual's level of motivation. Though an in-depth motivational approach is used in this teaching note, the user could use the case to develop a strong analysis related to conflict and communication as well as how the limiting actions of an individual affect interpersonal dynamics. The case would be appropriate for use in undergraduate and graduate organizational behavior, management, or communication courses.
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| 10 pp.
| Teaching Note
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| Implementing Stategic Change at Amoco Marketing
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| 13 pp.
| Case
Author(s): Dennis M. Kripp, Carl L. Witte
Source: Annual Advances — 2004
Subjects: Strategic management; Organizational change; Retail business; TQM
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| Independence Day: EDS Split-off from General Motors
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| 13 pp.
| Case
Source: The Society for Case Research, Annual Advances 1998, Publication Date: 2000
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| 8 pp.
| Teaching Note
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| India Rubber Company Limited
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| 7 pp.
| Case
James Lawson Naresh Singh's biggest problem is whether or not to liquidate his business. If he decides to liquidate, when and how are major issues. IRCL being a one-product company in a single target market with emerging competition makes Singh extremely nervous.
Source: The Society for Case Research, Annual Advances in Business Cases, Fall 1994, Vol. 2, Issue 1. Copyright 1994.
Courses: Finance; International Business; Marketing; Organizational Behavior
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| 4 pp.
| Teaching Note
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| Industry Note: The Waste Industry
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| 24 pp.
| Case
Joe G. Thomas The options for disposing solid waste (not producing it, reusing or recycling it, burning it, or burying it) are discussed. Data are presented to allow evaluations of the pros and cons of each method and discussions of the waste management situation in the U.S.
Source: The Society for Case Research, Annual Advances in Business Cases, Fall 1994. Copyright 1995.
Courses: Business Policy/Strategy
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| 6 pp.
| Teaching Note
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| Is Ignorance Really Bliss?
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| 6 pp.
| Case
Karen M. Foust, Nicholls State University
Source: The Society for Case Research, Annual Advances in Business Cases 2000 Copyright 2002
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| 7 pp.
| Teaching Note
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| Is Technical Competence Enough?
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| 3 pp.
| Case
Gary R. Wells, Idaho State University
William E. Stratton, Idaho State University
A newly hired bank economist forms comfortable working relationships with superiors and co-workers with one exception, a highly competent programmer analyst. The economist resolves this problem by communicating with him through detailed memoranda. The bank president has stated ``The programmer has to go,'' but has indicated he may be open to suggestions. The economist's superior, a vice president, asks the economist to provide some ideas. An epilogue to the case discloses that the programmer was, in fact, fired and the bank had difficulty finding a replacement, eventually hiring a person who was less competent. The economist lost efficiency in completing his work and wondered what more he might have done to manage the situation.
Source: The Society for Case Research, Annual Advances 1998, Publication Date: 2000
Topics: Technology; Organizational Behavior; Business and Society; Human Resources
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| 6 pp.
| Teaching Note
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| It Isn’t So Simple: Infrastructure Change at Royce Consulting
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| 8 pp.
| Case
Sally Dresdow, University of Wisconsin at Green Bay
Joy Benson, University of Illinois at Springfield
Source: The Society for Case Research, Annual Advances in Business Cases 2000 Copyright 2002
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| 12 pp.
| Teaching Note
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| It’s Curtains For You
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| 8 pp.
| Case
Robert R. Edwards, Arkansas Tech University
Royce D. Jones, Arkansas Tech University
Source: The Society for Case Research, Annual Advances in Business Cases 2000 Copyright 2002
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| 5 pp.
| Teaching Note
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| It’s My Bike
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| 3 pp.
| Case
Joe G. Thomas, Middle Tennessee State University
Bill Gash, Middle Tennessee State University
This case centers on the utilization of a bike (actually an adult size tricycle). The Supplier Quality Manager and Airhandler Quality Engineer are trying to share the resource while maximizing their own efficiency. Supplier Quality owns the bike and has started the practice of loaning it to Airhandler. However, Airhandler is working on a critical project and feels their needs should have highest priority. The conflict started between employees in each department and has escalated to involve both department managers. They must now resolve the problem or take it to a higher level. This case illustrates how conflict may result from events that have no real value to the organization. Yet, these conflicts can be a source of frustration for all parties involved and can consume much of a manager's time. While such conflicts are often trivial, they cannot be ignored without incurring negative consequences and perhaps escalating.
Source: The Society for Case Research, Annual Advances 1998, Publication Date: 2000
Topics: Organizational Behavior; Human Resources; Conflict
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| 6 pp.
| Teaching Note
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| Jack Misses the Mark-To-Market Election!
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| 17 pp.
| Case
Author(s): Carl E. Keller; George Schmelzle; Janet Papernik
Publication Date: 2008
Subjects: Individual Taxation; Business Taxation
Courses: Individual Taxation; Business Taxation
Description: This decision case is based on an actual court case. The tax payer, Jack Johnson, was a professional securities day-trader who argued with the IRS for an extension of time to file for mark-to-market valuation when calculating securities gains and losses from the taxpayer`s stock portfolio. Per Sec. 475(f), professional securities traders could deduct stock losses as ordinary losses rather than capital losses, and net these losses against any ordinary income earned. Jack took the case to the U.S. Tax Court. After six years of tax dispute and litigation, the U.S. Tax Court rendered its decision. Would the Tax Court rule in favor of Jack or maintain the position taken by the IRS? This multi-million dollar court case provides a classic example of various interpretations of the tax code and the importance of maintaining requisite knowledge in tax law. This case is intended for use in a graduate level Tax Research course, or undergraduate level Individual Tax and Business Entity Tax courses. The case could also be used in a Continuing Professional Education course for tax professionals and/or a Business/Tax Law course in a law school curriculum.
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| 8 pp.
| Teaching Note
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| Jays Foods, L.L.C.
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| 17 pp.
| Case
Source: The Society for Case Research, Annual Advances 1999, Publication Date: 2000
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| 5 pp.
| Teaching Note
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| Jilbert’s Dairy
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| 8 pp.
| Case
Brian G. Gnauck, Robert J. Miller Faced with stricter regulation, Jilbert's Dairy invested in the equipment necessary to provide quality processing of their milk. When confronted by competition, Jilbert's moved to a centralized location, worked on assuring top quality milk and advertising their product, and built a solid reputation with its consumers. When faced with the displacement by a national chain, Jilbert's customers demanded its products, and its sales growth was only temporarily slowed.
Source: The Society for Case Research, Annual Advances in Business Cases, Fall 1994. Copyright 1995.
Courses: Business Policy/Strategy; Entrepreneurship; Marketing Management; Small Business
Topics:
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| 3 pp.
| Teaching Note
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| Joan Barnett’s Dilemma
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| 3 pp.
| Case
Robert P. Crowner, Eastern Michigan University
An employee of Airdiner backed a utility truck into a Northern Airlines airplane. Northern classified the incident as a routine accident and assumed financial responsibility for the damage. Joan Barnett, the Manager of the St. Louis Human Resource Department at Airdiner learned that the accident could have been drug related. She is undecided whether to tell Northern or at least conduct an internal investigation.
Source: The Society for Case Research, Annual Advances 1998, Publication Date: 2000
Topics: Business and Society; Human Resources; Business Ethics
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| 3 pp.
| Teaching Note
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| Joey Weaves an Ethical “Web” at the Library
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| 8 pp.
| Case
Source: The Society for Case Research, Annual Advances 1999, Publication Date: 2000
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| 5 pp.
| Teaching Note
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| Johnson Family Tax Planning
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| 5 pp.
| Case
Leslie Grow, Mary Yates This case presents some of the tax and financial decisions of a middle income family. In Part A students identify the tax issues and in Part B students research specific tax issues.
Source: The Society for Case Research, Annual Advances in Business Cases 1995. Copyright 1996.
Courses: Taxation
Topics:
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| 10 pp.
| Teaching Note
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| Jonathan Ward
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| 5 pp.
| Case
Timothy W. Edlund Jonathan Ward decides whether to intervene in the treatment of his colleague, Peter Roberts. Roberts and seven other engineers are assigned to a site about 900 miles away for 5-6 months. No provision was made for Roberts to return home during the project; the others are returning home every 2-3 weeks at company expense. The supervisor assures Ward that this is in accordance with a confidential company policy. Ward ponders what action to take.
Source: The Society for Case Research, Business Case Journal, Fall, 1994, Vol. 2, Issue 1, Copyright 1994.
Courses: Business and Society; Business Ethics
Topics:
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| 6 pp.
| Teaching Note
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| Jones Aircraft Company: A Future up in the Air
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| 13 pp.
| Case
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| 8 pp.
| Teaching Note
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| Journal of Critical Incidents — A Manager’s Dilemma: Who Gets the Project?
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| 4 pp.
| Case
Author(s): Douglas Polley, Paula Weber
Source: Journal of Critical Incidents, Volume 1, 2008
JCI ID: JCI001
Subjects: Conflict resolution; Decision making; Organizational Structure
Description: This critical incident (CI) focuses on a single decision regarding the assignment of responsibility for a new project. The decision took place in a rapidly growing high tech company (CMT Corporation) that had developed a culture emphasizing technical proficiency and experience. CMT Corporation was a real company although CMT is a fictional name. Two departments (Software Training and Technical Publications) each brought needed expertise which the respective managers claimed warranted the assignment of the new project to their department. The decision was complicated by several factors beyond the simple rationality of who would do the best job. The two managers allowed their competition for this project to lead to open animosity. Furthermore, the decision maker (Dave Peterson) was not the regular supervisor of either Technical Publications (TP) or Software Training (ST), but rather their peer manager reporting to a common Director of Software Support. The Director, Henry Mathews, went on vacation leaving Dave Peterson, Manager of Software Support, responsible for the three operational areas while he was away. This CI is intended for use in undergraduate and MBA management courses. The CI is appropriate for courses involving such areas as Organization Theory, Organization Behavior, Leadership, and Decision-making. It emphasizes aspects of organizational culture, conflict management, power, and leadership styles. The CI is best used in the middle or latter part of a course after students have been exposed to one or more of the relevant subject areas. The CI can be easily covered in one class period.
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| 8 pp.
| Teaching Note
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| Journal of Critical Incidents — A Question of Independence
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| 2 pp.
| Case
Author(s): Reed McKnight, Roy A. Cook
Source: Journal of Critical Incidents, Volume 1, 2008
JCI ID: JCI002
Subjects: Gift giving behavior in professional settings
Description: This incident involves questions of appropriate behavior in a professional setting related to a variety of gifts ranging from large to small, given by a variety of individuals who have varying relationships with the recipient. An intriguing timeline leading up to a surprise retirement party for accounting professor Reed McKnight sets the stage for an end-of-semester gala where McKnight receives a bounty of gifts. Taken aback by the generosity of the gift givers, he sought counsel from the associate dean, the dean, and the school's ethics professor as to what should be done with the gifts, particularly the gift certificate and the bronze. To his surprise, all three had different opinions as to what he should do. Students, faculty and administrators can easily relate to the setting and issues raised, as they are dealing with a student/faculty relationship. Based on the issue presented in this critical incident, it can be used at both the undergraduate and graduate levels in accounting and business and society classes as well as faculty training seminars. It can be read and discussed in class or training seminars, used for testing purposes, or assigned for research and detailed written analysis.
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| 7 pp.
| Teaching Note
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| Journal of Critical Incidents — Accumulator Outsourcing Issues: What? Manage Someone Else’s Inventory
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| 5 pp.
| Case
Author(s): Harash J. Sachdev
Source: Journal of Critical Incidents, Volume 1, 2008
JCI ID: JCI003
Subjects: Supply chain relationship; Inventory management
Description: This case is about a pump manufacturer, Brighton Precision Pumps (BPP) that is outsourcing a component part for its pump (accumulator) to a small-sized supplier, Rusty Tools. The case discusses the inventory problems resulting from inaccurate demand forecast and inefficient relationship practices between the parties. A financial crisis in the supplier's business becomes a major signal for BPP to increase involvement in the supplier's business and to bail Rust Tools out of this inventory management problem. The students will apply the basic supply chain concepts of Bullwhip Effect, manufacturing strategy, collaborative forecasting and planning, and inventory management practices to a real world supply chain inventory and ineffective relationship management problem. This case may be used at the undergraduate BBA supply chain management, logistics, operations, purchasing, and marketing management courses.
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| 5 pp.
| Teaching Note
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| Journal of Critical Incidents — Blood Bananas A/B
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| 4 pp.
| Case
Author(s): Steven M. Cox, Bradley W. Brooks, S. Catherine Anderson
Source: Journal of Critical Incidents, Volume 1, 2008
JCI ID: JCI004
Subjects: Ethical Social Welfare; Business decision making
Description: Chiquita Brands was one of the largest produce growers and distributors in the world with multibillion dollar sales. Its most profitable international subsidiary, Banadex (which specialized in bananas), was located in Colombia, a country filled with violent turmoil. The United Self Defense Forces of Columbia (AUC) approached Banadex proposing to provide Banadex with “protection” services against potential threats to its workers and property. In reality, the AUC was a Colombian paramilitary organization that posed a violent threat to Banadex and the proposal was nothing more than a form of extortion to “protect” Banadex workers and property from attack by the AUC. This critical incident is comprised of two components, Case A and Case B, that should be considered in a sequential format. Case A should be debated in some depth before Case B is then subsequently debated. Case A leaves the students debating whether or not to accept the extortion and pay the AUC its demands for “protection.” Three Banadex options are provided including paying the AUC's demands, refusing to pay the demands but maintaining operations, or exiting the country all together. Such a debate should lead to a rich discussion on several inter-related fronts including ethical, financial, moral, and social welfare considerations. Case B explains that Banadex did pay the AUC its demands for providing it protection. After having been making payments to the AUC for years, the US State Dept. pronounced the AUC as a terrorist organization, thereby rendering any business dealings with the AUC as being illegal for Banadex. This case now adds another dimension to the debate — the legal considerations for Banadex should it con
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| 7 pp.
| Teaching Note
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| Journal of Critical Incidents — Going Live
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| 5 pp.
| Case
Author(s): Mary K. Foster, August Abbey
Source: Journal of Critical Incidents, Volume 1, 2008
JCI ID: JCI005
Subjects: Contingent or situational leadership theories
Description: Danni Johnson, Senior Vice President of Technology for Excel Youth Fitness and Sports Training Centers (Excel Centers), has been with the company for almost a year. She was the fourth person in this position in four years. She has been working on developing a new proprietary training/coaching software system that is critical to the successful operation of the company's 1,000 sports training and coaching centers. The existing system was old and failing, causing disruptions to center operations. The development process has been complicated by a lack of project management skills among the team members and by the lack of expertise, ability, and motivation among the user community related to development and agreement upon system functional specifications. Despite these challenges, the team has developed and tested a new system that Danni believes is ready to roll out. She thought the other team leaders agreed with her, but when they got into a meeting with the company President, Sarah Jones, to decide on whether or not to roll out, the other team leaders did not support going live. Danni was stunned and surprised; Sarah has asked Danni to figure out next steps.
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| 18 pp.
| Teaching Note
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| Journal of Critical Incidents — Hospital in the News
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| 5 pp.
| Case
Author(s): Carla Wiggins, Mark Bezik, Leigh Cellucci, Patrick M. Hermanson
Source: Journal of Critical Incidents, Volume 1, 2008
JCI ID: JCI007
Subjects: Communication as a management tool
Description: Portneuf Medical Center's CEO, Pat Hermanson, woke one Saturday morning to find the following headline in his local paper: “PMC's Staff Meets Secretly with County commissioners to Voice Complaints.” Apparently, 25 of PMC's employees had bypassed their immediate supervisors, the hospital's upper administration, and the hospital's governing board to voice their growing frustrations directly to the county commissioners and it was the top headline of the day's local newspaper. The hospital was building a new physical plant, trying to attract and retain excellent employees and to expand its market area. This kind of publicity added fuel to an already hot fire in the community concerning the hospital's future. Now what? This case can be used in the following courses: undergraduate management, marketing, organization behavior courses, and health care administration courses to explore communications and crisis management.
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| 8 pp.
| Teaching Note
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| Journal of Critical Incidents — In Dog We Trust: Do the Ends Justify the Means?
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| 6 pp.
| Case
Author(s): Claire McCarty Kilian
Source: Journal of Critical Incidents, Volume 1, 2008
JCI ID: JCI008
Subjects: Ethical decision making frameworks
Description: In 2003, Duane “Dog” Chapman (star of the A&E reality series called “Dog the Bounty Hunter”) and his team were arrested in Mexico after capturing U.S. fugitive Andrew Luster. Luster was wanted on 86 counts of rape and sentenced in absentia to 124 years in prison for his crimes. Bounty hunting is a crime in Mexico. The bounty hunting team returned to the U.S. violating a Mexican order to appear in court. At the formal request of the Mexican government, U.S. Marshals arrested Chapman (and his son and colleague Tim) on Sept. 14, 2006. All three were charged with felony restraint and deprivation of liberty (of Andrew Luster). Extradition hearings began. Much of the public considered Dog a hero and on-line petitions, Hawaiian legislators, and 29 Congressmen took action demanding that the bounty hunting team not be extradited to Mexico. Should Dog be extradited to Mexico to stand trial for breaking Mexican law? Do the ends justify the means in this incident? The Chapmans caught a despicable criminal that had eluded capture but they broke Mexican law in doing so. This saga has all the makings of a Hollywood movie — a rich playboy villain (Luster), the “born again” hero (Dog is a felon), the average guy embarrassing the authorities, bail skipping, U.S. Marshalls raiding, a huge fan base including government officials, crying on major talk shows, and a build-up to the ending (which is ultimately anti-climatic). The incident allows students to become actively involved in an ethical dilemma, to practice using ethical frameworks to help them in the decision making process and to recognize the multiple perspectives inherent in assessing ethical behavior. This incident is appropriate for use by instructors in Organizational Behavior courses f
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| 8 pp.
| Teaching Note
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| Journal of Critical Incidents — RACU: Building a Campus in Moscow
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| 8 pp.
| Case
Author(s): Stacy Vollmers, Clyde Vollmers
Source: Journal of Critical Incidents, Volume 1, 2008
JCI ID: JCI009
Subjects: Bribes; Investion in foreign countries
Description: Russian American Christian University (RACU) is a private liberal arts university in Moscow. It is in the middle of a building project that underwent a four-year delay and unanticipated expenses. The delays and increased expenses resulted in part from RACU's decision not to pay bribes. A court decision took away the school's land, and they have contractor invoices due. This critical incident (CI) is appropriate for a business ethics course, a principles of marketing course, or a principles of management course. Further, the CI is appropriate for introductory MBA level courses. The primary focus of the CI is the consequences of deciding not to pay bribes in a foreign country. The secondary focus is the unexpected risks that can impact acompany doing business internationally.
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| 5 pp.
| Teaching Note
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| Journal of Critical Incidents — Saving Jenny: Making Choices About Animal Welfare
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| 2 pp.
| Case
Author(s): Eric Nelson
Source: Journal of Critical Incidents, Volume 1, 2008
JCI ID: JCI010
Subjects: Ethical theories; Pet ownership
Description: Jenny, a young, vibrant Labrador Retriever, has a serious health issue: splenic lymphoma, or cancer of the spleen. The Jones' family must decide whether to treat the dog or to euthanize it. This critical incident is intended as an introductory discussion in applied ethics, with a particular focus on examining personal ethics in regards to pet-keeping. Learners are challenged to apply ethical theories to a fairly common household situation: the severe illness of a family pet. It can be useful to have students identify their personal ethics before tackling business issues related to ethics (Jennings, 2006). In particular, learners should be asked to balance ethical dilemmas where there are no right or wrong answers, just dilemmas to be resolved (Jennings, 2006). This critical incident examines the question of whether to euthanize an animal or to address a disease that could cost a significant amount of money to treat. Learners disagree on which course of action is the “best” one to take; thus, the critical incident serves as a forum for discussing a variety of ethical theories that can be used as lenses to solve the dilemma. This critical incident is intended for introductory courses focusing on applied ethics and can be used in nearly any course such as courses in business, health care, veterinary studies, agribusiness, and, to a lesser extent, philosophy and sociology. It is easy for learners to relate to, yet provides an in-depth view into a dilemma many students are familiar with. It takes approximately 60 to 70 minutes of class time to complete.
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| 11 pp.
| Teaching Note
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| Journal of Critical Incidents — Temptex, Inc.
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| 5 pp.
| Case
Author(s): Phyllis G. Holland, Kenneth L. Stanley
Source: Journal of Critical Incidents, Volume 1, 2008
JCI ID: JCI011
Subjects: Acquisition of a competitor; Cash flow
Description: Royal Fabrics, top management approached Terry O'Connell, Operations Vice President for Temptex, Inc., about the possibility of Temptex acquiring Royal. Royal Fabrics and Temptex had been fierce competitors for many years. Terry had always felt that Royal had been one of those “stupid competitors that did not know its costs.” So Terry was quite excited about the possibility of acquiring Royal even though Royal Fabrics had been unprofitable for the last couple of years. Terry had to convince Temptex's President, Sammy Ingeman, that this acquisition could add value to Temptex. To do this, Terry had to first identify appropriate benefits and costs associated with the acquisition. With these costs and benefits identified, Terry's next job was to determine a price that Temptex would be willing to pay for Royal Fabrics This case can be used in an undergraduate capstone business strategy course to analyze strategic alternatives, analyze marginal costs and benefits, and apply projected benefits to determine an appropriate price (value) for an acquisition candidate. Temptex, Inc. could also be used to illustrate marginal costing in a cost accounting class or a basic valuation exercise in an introductory financial management class. Ethical issues arise in the implementation of a plant closing.
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| 6 pp.
| Teaching Note
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| Journal of Critical Incidents — The Franchising Entrepreneur
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| 6 pp.
| Case
Author(s): Anne M. Hackert, Mukunthan Santhanakrishnan
Source: Journal of Critical Incidents, Volume 1, 2008
JCI ID: JCI012
Subjects: Profitability of a franchise venture.
Description: Nick Balsmeier wants to start up a business but has limited access to financing and lacks experience. Nick worries that the risks and costs of starting a business from the ground up are prohibitive. He decides that buying a franchise is an alternative he should consider. Initial investment is a major issue because he needs to find a franchise in his price range. Nick also wants to start a franchise that is something new to the community but that is a service or product he thinks he can sell and market. Nick is worried about failing because he is using his dad's retirement to finance his business. Nick has to decide whether or not a Pita Pit is a good opportunity. This critical incident can be used in franchising, entrepreneurship and small business management courses. The critical incident offers faculty a unique opportunity to illustrate an alternative route for an entrepreneur who wants to start a business but has limited funds or experience. Students reviewing the references at the end of the case can use the information to develop a research project to select and research a franchising opportunity in their community.
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| 5 pp.
| Teaching Note
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| Journal of Critical Incidents — The Gift Wrapping Paper Business: A Dilemma for Lake Superior Press
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| 4 pp.
| Case
Author(s): Irvin A. Zaenglein, Bruce C. Sherony, Claudia L. Orr, Brian G. Gnauck
Source: Journal of Critical Incidents, Volume 1, 2008
JCI ID: JCI013
Subjects: Breakeven point
Description: Mr. Tom Dubow, President of Lake Superior Press, was contemplating the addition of a new product line, gift wrapping, to his business enterprise. The company served Michigan's Upper Peninsula and the northern part of the state of Wisconsin. The gift wrapping would be printed on Lake Superior's press which was limited to a 20 inch by 28 inch piece of paper. The gift wrap paper line had a design that highlighted the region's unique northern scenes such as the lakes in the area, and specifically Lake Superior, winter scenes, skiing, snowboarding, forests, and the natural wildlife of the area. The case focuses students' attention on many relevant issues of importance to marketers including the calculation of breakeven output, the determination of price levels, and qualitative factors that need to be taken into consideration to expand a firm's product line. This critical incident is best suited for introductory marketing, introductory management, marketing management and entrepreneurship courses.
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| 3 pp.
| Teaching Note
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| Journal of Critical Incidents — The Many Sides of the Imus Controversy
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| 9 pp.
| Case
Author(s): Russell Casey, George Whaley, Mark Bacon
Source: Journal of Critical Incidents, Volume 1, 2008
JCI ID: JCI014
Subjects: Ethical, legal, and group identity theories; behavioral frameworks
Description: Don Imus had a popular radio program on CBS/MSNBC that relied on controversial discussions with guests and listeners. On his April 4, 2007 broadcast, Imus made a provocative statement about the Rutgers University female basketball team that raised a firestorm of reactions. These reactions ranged from the position that Imus was merely exercising his freedom of speech rights as a “shock jock” commentator to the position that Imus's remarks were racist and he should be fired. Initially, Imus downplayed his comments but later made a public apology. The Imus comments and his subsequent suspension and firing by CBS/MSNBC raised important questions regarding the rights and responsibilities of major stakeholders such as employees, employers, advertisers and the public. Additionally, it raised the question of public use of offensive language directed at African-Americans and other groups. These questions and responses were viewed from multiple perspectives: ethical, legal and social psychological in this teaching note (TN) and were provided in the TN for flexibility. An attractive feature of this critical incident (CI) is that most students recognize Imus and the incident. Other well-know celebrities such as Michael Richards, Duane Chapman, Jesse Jackson and Isaiah Washington continue to make negative statements in public that “grab the headlines” and keep the Imus incident fresh. This CI is applicable to a wide range of business courses and behavioral based courses in non-business disciplines that cover the effects of negative language such as sociology, journalism, ethnic studies, communications, and popular culture. However, this TN will focus exclusively on undergraduate ethics, human resource mana
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| 16 pp.
| Teaching Note
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| Journal of Critical Incidents — “Gunning Down” the Wellness Program
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| 7 pp.
| Case
Author(s): Asbjorn Osland, Pamela Wells
Source: Journal of Critical Incidents, Volume 1, 2008
JCI ID: JCI006
Subjects: Organizational change; Crisis management
Description: To combat out-of-control, double-digit increases in healthcare costs, Kenneshaw County decided to implement a health initiative consisting of participants voluntarily completing a wellness assessment instrument. Each participant would then receive coaching from a personal life coach to improve and maintain overall health. The idea was to decrease the demand for healthcare services through healthy lifestyles; hence, the healthier the participant, the less utilization of healthcare benefits. Because the program was voluntary, its success could only be achieved through the buy-in and participation of those who received the benefits. A controversy arose when participants were asked if they owned a gun. The county and its health department understood the health risks associated with hand guns (e.g., accidental discharge, attempted suicides, inappropriate use during domestic disputes, and use of excessive force to deter minor crimes). However, some of the participants viewed the question as a violation of their personal freedoms and did not understand its place in the wellness assessment. The incident could be used in the following courses: Introduction to Human Resource Management course (e.g., in the benefits module) or in a stand-alone Benefits course, Introduction to Management (as a lead-in to a section on business and society), Business and Society (if the instructor chooses to focus on the gun issue), or in an organization behavior course focusing on the issue of managing conflict. In the different courses the controversy over the gun issue can be addressed in terms of conflict management or change management. The incident is decision focused regarding the gun question but descriptive concerning health assessment.
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| 7 pp.
| Teaching Note
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| Kerkhov Karpets, Inc.
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| 9 pp.
| Case
Source: The Society for Case Research, Annual Advances 1999, Publication Date: 2000
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| 10 pp.
| Teaching Note
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| KFC: Doing Chicken Right in the U.S. Fast Food Industry
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| 24 pp.
| Case
Jeffrey A. Krug, W. Harvey Hegarty
Source: The Society for Case Research, Business Case Journal, Winter 1996, Vol. 4, Issue 2. Copyright 1999.
Topics: Business Policy/Strategy
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| Kohl Corporation: Focusing on Brands, Value and Convenience
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| 31 pp.
| Case
Author(s): Jude A. Rathburn, Lori A. Peterson, Barbara Nemecek
Source: Annual Advances — 2005
Subjects: Business policy; Strategy; Marketing strategy
Description: The Kohl family founded the Kohl's Corporation in 1962 as a single department store that featured moderately priced apparel, shoes, accessories and home products targeted to middle-income customers. By the end of fiscal 2004, Kohl's had become a national retailer with 637 stores that served customers in 40 states, provided Internet sales through www.kohls.com and employed more than 100,000 people throughout the United States. The case outlines the business model employed by Kohl's to fuel its tremendous growth, as well as the company's approach to merchandising, inventory management, and brand expansion. This case and teaching note are appropriate for either a capstone course in business policy/strategy or marketing strategy.
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| 18 pp.
| Teaching Note
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| Kozy Shack: A Rice Pudding Company
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| 7 pp.
| Case
Author(s): Nakato hirakubo, Wesley B. Merz, Alicia Dewar
Source: Annual Advances — 2003
Subjects: Marketing principles; Small business management; Marketing strategy
Description: Kozy Shack Enterprises was a family-owned dessert manufacturer located in Hicksville, Long Island, New York. It had grown from a neighborhood delicatessen serving homemade rice pudding to a major dessert manufacturer with distribution throughout the United States and Canada. The company's rice pudding used only all-natural ingredients and was the company's best-selling product. The sales reached $100 million in 2001. Through the years, Kozy Shack developed a wide variety of flavors including chocolate, vanilla, and banana, and other products such as tapioca pudding and flan. The market for refrigerated pudding, mousse, gelatin, and parfait exceeded $500 million in total sales. Kraft Foods' Jell-O led the market followed by Kozy Shack and ConAgra's Swiss Miss. To strengthen Kozy Shack's presence in the adult self-indulgence segment, a 22-ounce European Style Rice Pudding was introduced in 2001. The company also introduced Eggnog Flavored Pudding nationwide during the holiday season of 2001. For children, Kozy Shack designed Tube-A-Licious Portable Pudding Packs. The company's newest offering was Rice Pudding & Fruit on the Bottom. The management of Kozy Shack considered its Rice Pudding a premium product. Therefore, the target market selected was women between ages 25-54 with high incomes over $40,000. Kozy Shack continuously stressed its benefits of being an all-natural, tasty product. Kozy Shack's immediate challenge was to change the consumers' perception of Kozy Shack's mainstay product, refrigerated rice pudding. The company wanted to market the product as not just a snack but as a meal substitute for people on the go, since it was more nutritious than yogurt. Furthermore, the company needed a strategy to improve its brand awareness. Note: T
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| 7 pp.
| Teaching Note
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| Krastyazhmash
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| 17 pp.
| Case
Source: The Society for Case Research, Annual Advances 1999, Publication Date: 2000
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| 9 pp.
| Teaching Note
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| L.A. Gear, Inc.
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| 21 pp.
| Case
A.J. Almaney In 1990 investors became concerned that LA Gear was losing its appeal to young women. In 1991 and 1992, it lost $45 and $72 million. To enhance its credit rating, it arranged to have Trefoil Capital Investors acquire 34% of the company. Its internal operations underwent major restructuring and its retrenchment strategy was designed. Now L.A. Gear faces a questionable future.
Source: The Society for Case Research, Annual Advances in Business Cases, Fall 1994, Vol. 2, Issue 1. Copyright 1994.
Courses: Business Policy/Strategy
Topics:
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| 8 pp.
| Teaching Note
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| Laramie Senior Center: A Comprehensive Community Resource
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| 11 pp.
| Case
James W. Clinton This case demonstrate the ability of a small group of concerned citizens to make a difference in their community by coordinating delivery of a multiplicity of complex government programs affecting local senior citizens.
Source: The Society for Case Research, Annual Advances in Business Cases, Fall 1994, Vol. 2, Issue 1. Copyright 1994.
Courses: Business Policy/Strategy; Healthcare
Topics:
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| 8 pp.
| Teaching Note
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| Larson Lumber Company
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| 5 pp.
| Case
Nick Balls, Idaho State University
George Johnson, Idaho State University
Source: The Society for Case Research, Annual Advances in Business Cases 2000 Copyright 2002
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| 7 pp.
| Teaching Note
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| Leadership Styles at PDS: The Effect on the Future of a Pharmaceutical Firm
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| 14 pp.
| Case
Author(s): Heather Johnson, Liz Thach, Duane Dove
Source: Business Case Journal — 2005
Subjects: Leadership style; Organizational behavior
Description: This case discusses the effects of different leadership styles on a small, client service oriented company. The company is Pharmaceutical Development Services (PDS), which is a private, employee owned pharmaceutical development company that is primarily a contract company focusing on dermatologic products. The company was founded in 1977 by James Harris and managed by him until March 2002, when a new CEO, Martin Roberts, was brought in. James is still very active in the company and carries the title chief technical officer. While all persons and are real, the names and some of the events have been disguised. The timeframe of this case is from March 2002 through September 2003, but reflects leadership styles from the company's founding. In the case, Martin's contract is up in 6 months and James has been asked by the board of directors to evaluate Martin's successes and failures to date. To obtain this information, James interviews company employees at all levels. This case outlines and evaluates the different styles of the two leaders and the effect these different styles have had on the company and the employees, as well as the impact on the future of the company. Based upon the information James collected from the employees he has to make his recommendation to the Board. Do they extend Martin's contract? If so, are there conditions, and what are the implications? If not, how does the company deal with bringing in yet another person who will undoubtedly have a different leadership style than James or Martin.
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| 7 pp.
| Teaching Note
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| Liberty Electronics Corporation
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| 5 pp.
| Case
Edwin C. Leonard, Sherry Hockemeyer Closing Liberty's plant in Auburn arose during a board of directors' meeting. Liberty is experiencing a decline in orders, fierce competition, and overcapacity in certain areas. Revenues are down, while operating expenses have increased. Various cost-reduction strategies have already been imposed; now plant-closing issues must be discussed. The board is debating the issues and expects to make a final decision in three weeks.
Source: The Society for Case Research, Annual Advances in Business Cases, Fall 1994, Vol. 2, Issue 1. Copyright 1994.
Courses: Business and Society
Topics:
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| 10 pp.
| Teaching Note
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| Life Is: Debits, Credits, Tickmarks, and Taxes
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| 9 pp.
| Case
Martha E. Merritt, David E. Morris, Tim Singleton This case describes the management and operation of an actual small CPA firm.
Source: The Society for Case Research, Annual Advances in Business Cases 1995. Copyright 1996.
Courses: Accounting; Auditing; Human Resources
Topics:
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| 8 pp.
| Teaching Note
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