Case studies
Teaching cases offers students the opportunity to explore real world challenges in the classroom environment, allowing them to test their assumptions and decision-making skills before taking their knowledge into the workplace.
Christos Kelepouris, Frida Alsterhem and Delaney Hetzer
The case study used a mixed-method approach, combining qualitative data from interviews with Ross Black and quantitative data from company financials and market reports. The…
Abstract
Research methodology
The case study used a mixed-method approach, combining qualitative data from interviews with Ross Black and quantitative data from company financials and market reports. The analysis focused on understanding the strategic decisions, operational challenges and market positioning of Get Simple Box.
Case overview/synopsis
Get Simple Box, led by Ross Black, specializes in versatile portable storage solutions, offering container rentals, sales, modifications and delivery services across seven locations. With a focus on simplicity and essential modifications like windows and AC units, the company has generated over $10m in revenue, primarily from container sales. Using a service-oriented approach, Get Simple Box emphasizes direct local business communication and cost-effective solutions, differentiating itself from competitors. Applying Oliver Gassmann’s Magic Triangle framework, the company targets diverse customers, maintains streamlined operations and provides practical value, positioning itself strongly in the growing market for shipping container solutions.
Complexity academic level
Undergraduate Business Students in Management, Marketing and Entrepreneurship.
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Matthew J. Mazzei and John A. Galdo
This case builds on elements of project management (PM) – specifically project initiation – including the development of a project charter and stakeholder analysis.
Abstract
Theoretical basis
This case builds on elements of project management (PM) – specifically project initiation – including the development of a project charter and stakeholder analysis.
Research methodology
The case was developed from secondary sources as well as first-hand knowledge of the project by one of the authors. This author was on faculty at a private university in the southeastern USA, teaching numerous courses in the pharmacy curriculum while also serving as the Community Practice Residency Director for community pharmacies around the state. While connecting with these organizations, additional revenue requirements and complementary services were frequent topics of attention, leading to a grant to assist pharmacies in building out such services. Through this grant, the author engaged in consultations with community pharmacies around the state, including the pharmacy highlighted via this case. Pseudonyms have been used for the business, and all individuals associated with it, to maintain anonymity. Secondary sources used for additional research include industry reports and related websites.
Case overview/synopsis
Richard has owned and operated a community pharmacy, Our Family Farmacy (OFF), for years. A changing industry climate has forced Richard to diversify the products and services he provides. In addition to the distribution of medicine and front-end sales of consumer goods, Richard is seeking to expand into a larger spectrum of healthcare services. After researching several different types of services, and after dealing with related personal family circumstances, Richard decided that OFF should begin their expansion by offering depression screening services. He turned initiation of the project over to his pharmacy intern, Caitlin.
Complexity academic level
This compact case is geared toward undergraduate- and graduate-level students taking courses in general management and, more specifically, PM. This case might also be used by students with a career focus in the healthcare sector, and could of particular interest for students in a pharmacy program. Classroom application should encompass discussions on the project initiation process group, particularly with the processes regarding the project charter deliverable and the identification and assessment of project stakeholders.
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Martin Paul Fritze, Gertraud Maria Gänser-Stickler, Sarah Türk and Yingshuai Zhao
This case applies a stakeholder analysis to examine the trade-offs between the firm’s strategy and the interests of different stakeholder groups. A PESTEL analysis supports an…
Abstract
Theoretical basis
This case applies a stakeholder analysis to examine the trade-offs between the firm’s strategy and the interests of different stakeholder groups. A PESTEL analysis supports an evaluation of the firm’s situation. Consumer behavior theories on psychological ownership and territoriality offer a framework for analyzing the conflicts that arise from the inhabitants’ protests.
Research methodology
This case relies on secondary sources, including news reports, social media sites and company websites. This case has been classroom tested with undergraduate students in a strategic management course in January 2019 at the University of Cologne, Germany.
Case overview/synopsis
In November 2016, Google announced its intentions to rent a building in the Kreuzberg district of Berlin to open a Google Campus, a business incubator for tech start-ups that would offer entrepreneurs support, workshops and access to networks. Following the announcement, dissatisfied local communities organized protests, in which leaders complained that “It is extremely violent and arrogant of this mega-corporation, whose business model is based on mass surveillance and which speculates like crazy, to set up shop here” (Business Times, 2018). Berlin’s Government supported the Google Campus plan; inhabitants rejected it with fierce and persistent protests. In face of this challenge, was it still possible for Google to continue its plans in Berlin?
Complexity academic level
This case qualifies for use in strategic management classes at undergraduate and MBA levels. Its focus aligns well with stakeholder analyses, PESTEL analyses and business strategy. In addition, for courses on organizational communications or public relations, this case provides a way to explore the relationship between Google and its stakeholders, especially protesters, in detail. Moreover, this case is well suited for consumer research and public policy courses (e.g., transformative consumer research) centered on discussions of territoriality.
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Jason Allan Bogardus, John Dibble and John David Garvin
The case was created via an interview of the protagonist.
Abstract
Research methodology
The case was created via an interview of the protagonist.
Case overview / synopsis
The case describes the dilemma a young leader, Captain Bryson, faces after a few months in his new organization. Amid a routine meeting, two of CPT Bryson’s direct reports get into a verbal (and nearly physical) altercation over a relatively benign issue. CPT Bryson must decide how to handle the conflict at that moment. Further, the organization is resource constrained, so the personnel will be working in the same organization for at least the next six months. Therefore, CPT Bryson must try to diagnose the types and sources of conflict so that he can decide on how to manage the conflict in both the short and long terms.
Complexity academic level
This case is designed for use in undergraduate and graduate level courses on leadership and management. The case is useful for teaching lessons (or electives) on conflict management, developmental communication (counseling), emotional intelligence and power and influence.
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Gabriele Lingenfelter and Ronnie Cohen
As the regulatory system begins to recognize the role of social responsibility reporting, reliable disclosure measures will be required. Issues of transparency, reliability and…
Abstract
Theoretical basis
As the regulatory system begins to recognize the role of social responsibility reporting, reliable disclosure measures will be required. Issues of transparency, reliability and assurance are likely to arise as securities regulators consider whether and how to require disclosure of non-financial information. Various reporting models are presented in the case to illustrate different ways that these issues can be addressed by privately held and publicly traded corporations.
Research methodology
The case uses the company, Etsy, Inc., which has established itself as a publicly traded, socially responsible corporation. Etsy must decide whether it will re-incorporate as a benefit corporation in order to maintain its B Lab certification. This decision introduces students to the various measures of corporate social responsibility, the interests of the stakeholders of a corporation and the regulatory environment in which socially responsible, publicly traded corporations operate. The case uses only publicly available information.
Case overview/synopsis
This teaching case addresses the decision faced by Etsy, Inc. when it became a publicly traded corporation. In order to maintain its certification as a socially responsible corporation by B Lab, it would have to re-incorporate as a Delaware Benefit Corporation. In making this decision, the company had to consider various measures used for corporate social responsibility reporting and transparency and how these might affect Etsy’s stakeholders.
Complexity academic level
Undergraduate or masters level case that could be used in a business law, commercial law, legal environment or auditing course.
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This case study applies the scanning of marketing environment (i.e. typology of marketing environments); strategic marketing planning process, involving SWOT analysis, growth…
Abstract
Theoretical basis
This case study applies the scanning of marketing environment (i.e. typology of marketing environments); strategic marketing planning process, involving SWOT analysis, growth strategies; and marketing mix (four ps).
Research methodology
This is modeled as a qualitative study. Primary data were collected through a phone interview with the key informants, and secondary data came from various publications such as government reports, news portals and company websites.
Case overview/synopsis
Ghacem was the first cement manufacturing company in Ghana and had enjoyed a monopoly for almost 33 years. The company offered a homogeneous product to an undifferentiated market from 1967 until competition began in 2000. New competitors promote the use of cement grade numbers on their product packaging to signal a better value, which intensified the competition. As the Head of Marketing of the company, Benny was asked to develop a marketing strategy for the company’s newly developed product for the company to remain competitive.
Complexity academic level
Undergraduate students taking Principles of Marketing.
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Katina Williams Thompson and Susan Dustin
The authors used Sue’s (2010) microaggression process model and Freeman et al.’s (2010) stakeholder theory as a theoretical basis for this case.
Abstract
Theoretical basis
The authors used Sue’s (2010) microaggression process model and Freeman et al.’s (2010) stakeholder theory as a theoretical basis for this case.
Research methodology
Information for the case was gathered from publicly available sources. No formal data collection efforts were undertaken.
Case overview/synopsis
Guess Who’s Coming to Deliver is a case that examines an event that occurred at Lowe’s Home Improvement Warehouse in late July and early August of 2015. A customer who had purchased some products from Lowe’s requested that only White delivery people were dispatched to her home because she did not allow African–American people in her house. The case is factual and was written from information that was publicly available in the media. The case is designed to help instructors facilitate a meaningful classroom discussion about microaggressions from the different stakeholder perspectives.
Complexity academic level
The case is relevant for undergraduate and graduate organizational behavior and human resource management courses.
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Beauvais R. Anderson, Joe Anderson and Susan K. Williams
The discussion questions relating to the case focus students’ attention on breaking away from the intuitive/emotional “boom mentality” driving their business decision and ask them…
Abstract
Theoretical basis
The discussion questions relating to the case focus students’ attention on breaking away from the intuitive/emotional “boom mentality” driving their business decision and ask them to focus more on analytical decision criteria to support their “go” or “no-go” decisions.
Research methodology
The authors interviewed one of the partners of Burned-N-Turned several times and read the partners’ brief business plan for the food trailer.
Case overview/synopsis
Partners are wrapped up in the “boom mentality” in the Bakken oil fields in 2011 and jump into their decision to open a food trailer restaurant to serve the oil field workers and others. But have they omitted important considerations for their business decision?
Complexity academic level
The study is appropriate for undergrad strategic management courses. The authors have tested the compact case in three sections of capstone senior-level strategic management courses.
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Pauline Assenza and Michael S. Lewis
The case data were obtained from secondary sources including academic, newspaper and periodical sources.
Abstract
Research methodology
The case data were obtained from secondary sources including academic, newspaper and periodical sources.
Case overview/synopsis
The Founder of Chipotle Mexican Grill, CEO Steve Ells, was a restaurant innovator credited with creating the fast-casual experience. He believed that food, sourced and prepared responsibly, could help “cultivate a better world.” Unfortunately, he had to step down after a continuing series of food contamination events drove away both investors and customers. In 2018, new CEO Brian Niccol was brought in from Taco Bell to reposition the brand and regain confidence. Was it possible to continue with Chipotle’s mission of “food with integrity” or was another strategy necessary?
Complexity academic level
This case was prepared for an undergraduate strategy course. It can be used to illustrate all the key points in Chapter 1 of a traditional undergraduate strategy textbook. This case would be best placed in the first weeks of the course, as a first case to introduce to students the idea of strategy as a process that continuously assesses and revises strategic directions and decisions. It introduces a discussion of the role of mission, vision and values as part of the strategy process, and addresses the responsibility of leadership to do an ongoing evaluation of a firm’s strategic choices.
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David S. Christensen, Paul Schneider and Jeff Orton
Students apply the new Institute of Management Accounting (IMA) ethics standard to “contribute to a positive ethical culture” and advice to “actively seek to resolve an ethical…
Abstract
Theoretical basis
Students apply the new Institute of Management Accounting (IMA) ethics standard to “contribute to a positive ethical culture” and advice to “actively seek to resolve an ethical issue.” By learning and practicing how to voice concerns students gain confidence in this approach to resolve ethical issues. In addition, most students are inspired by the moral courage of the chief financial officer (CFO) and report an increased resolve to have moral courage.
Research methodology
The case was based on the CFO’s published account of his experience and supplemented with an interview. It has been gradually refined in an ethics course for accounting students over several years and evaluated from a sample of students who completed the course.
Case overview/synopsis
The CFO of a mining company was pressured to pledge collateral that was already pledged on another loan. The CFO courageously refused his supervisor’s request and resigned his position immediately (flight). In its ethics guidelines, the IMA requires its members to actively seek to resolve ethical issues internally before disassociating from the organization (fight). In addition, ethics writers Gentile (2010) and Badaracco (2001) suggest ways to communicate ethical concerns. In this case, accounting students learn how to resolve ethical issues using the ethics guidelines and suggestions by analyzing and writing about the experience of the CFO.
Complexity academic level
The case is used in a graduate ethics course. It may also be used in undergraduate accounting courses.
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Katherine Karl, Nai Lamb and Olivia Young
Information about Volkswagen’s human and animal testing was obtained from the secondary sources cited.
Abstract
Research methodology
Information about Volkswagen’s human and animal testing was obtained from the secondary sources cited.
Case overview/synopsis
In 2014, Volkswagen (VW), BMW and Daimler funded an institute to conduct research to support their position that diesel engines are cleaner and safer than other fuel alternatives. One of the research studies conducted by the institute examined the effects of diesel fumes on humans and monkeys. Researchers put ten macaque monkeys in sealed rooms and pumped in exhaust fumes from a Volkswagen Beetle for four hours. For comparison, another group of monkeys was exposed to fumes from an older Ford pickup. The monkeys were later anesthetized and examined to see what the fumes did to their bodies. Other tests involved willing human subjects who were exposed to similar conditions.
Complexity academic level
This case is applicable to upper-level management or business ethics class.
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The paper employs ethnographic interviews, a quantitative and qualitative data analysis of publicly accessible data and literature review.
Abstract
Research methodology
The paper employs ethnographic interviews, a quantitative and qualitative data analysis of publicly accessible data and literature review.
Case overview/synopsis
With drought conditions expected to worsen in at-risk areas thus amplifying wildfire likelihood, this case explores the organizational and natural dynamics involved with wildfire management. The case engages students to explore the interactions between wildfire, wildland firefighters and agency organizations drawing from the natural resource dependence theory within a sustainability context. When completing the discussion questions, students are challenged to explore how organizations can use discursive closures to eliminate conflict and control meaning surrounding potentially controversial and politicized topics such as wildfire management.
Complexity academic level
This interdisciplinary case would be appropriate for undergraduate and graduate students in business and STEM classes. Optimal classes include organizational behavior, organizational communication and sustainability. Other appropriate classes include strategic management, applied business decisions, public relations, public policy, crisis management and for corporate training purposes.
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The COO for Suape Container Terminal, the largest deep–water port in Brazil's Northeast must consider a proposal presented by the users' council that calls for the establishment…
Abstract
The COO for Suape Container Terminal, the largest deep–water port in Brazil's Northeast must consider a proposal presented by the users' council that calls for the establishment of a reservation scheme that minimizes the risk of docking delays. Under this proposal, ocean carriers, on the one hand, agree to pay a reservation fee that significantly increases revenue for Tecon Suape. On the other hand, they expect Tecon Suape to compensate them financially when a berth is not available upon vessel arrival. Tecon Suape's management team must evaluate that suggestion, as the team prepares to enter contractual negotiations with the users.
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Case length
Case provider
- The CASE Journal
- The Case for Women
- Council of Supply Chain Management Professionals
- Darden Business Publishing Cases
- Emerging Markets Case Studies
- Management School, Fudan University
- Indian Institute of Management, Ahmedabad
- Kellogg School of Management
- The Case Writing Centre, University of Cape Town, Graduate School of Business