Case studies

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?

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.

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.

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.

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.

Whole Foods and Wild Oats were both natural- and organic-food stores that competed for similar customers on values such as high-quality and healthy products, excellent customer service, knowledge of products, and an enjoyable shopping experience. In February 2007, Whole Foods announced that it would purchase a smaller but formidable competitor, Wild Oats. There was tremendous geographic complementarity involved: The merger would give Whole Foods the largest footprint within the natural- and organic-grocery industry in North America.

Strategic management (competitive strategy and supply chain management) and management accounting (product pricing and costing techniques).

Final year of business undergraduate programme and MBA programme.

This case illustrates how emergence of generic products had threatened the survival of DCPM and forced its management to urgently review the company's existing approach to pricing of its main herbicide product. The case presents opportunities for readers to discuss the deficiencies of DCPM's existing product costing approach and recommend modifications to meet the price and gross profit margin targets specified. It also highlights issues relating to supply chain management and human resource practices that might have to be improved to enhance DCPM's long-term competitiveness.

To understand the effects of globalisation and emergence of generic products on intensity of market competition for branded products. To identify deficiencies of the current product costing system of DCPM for pricing decision. To apply alternative contemporary approach to product costing and pricing of Metrix and the other value-added services. To identify measures to enhance supply chain management and inventory management in DCPM. To assess DCPM's human resources practices. To evaluate the effectiveness of DCPM's existing competitive strategy and formulate new competitive strategy to sustain DCPM's long-term competitiveness.

Teaching notes.

Franchise, strategic management, food and beverages, Malaysia.

First year undergraduate students of management courses.

This case study explores the strategies employed by franchisor Gloria Jean's Coffees (GJC) in reestablishing its market presence in the Malaysian coffee market. GJC recently underwent an exchange of ownership. Under the new leadership, the company decided to appoint a new strategic master franchisee in Malaysia to see a section of its expansion plan in the ASEAN region reestablished. The selection of a suitable and well-connected master franchisee is very important for reestablishing presence and brand name development. The deteriorating position of GJC's brand name in Malaysia prior to the appointment of a new master franchisee created a unique situation requiring an in-depth evaluation and examination of unseen but highly related critical factors. In-depth and “behind-the-scene” examination on efforts made through the implementation of business and marketing strategies to reestablish its brand and presence in Malaysia; given demanding market challenges and intense competitions.

After carrying out this exercise, students are expected to be able to: understand how business start up grows in foreign markets; identify the basic issues of international franchising and how the system works; analyze the various factors of considerations prior to internationalization; and evaluate strategies undertaken by company in establishing its market in foreign countries.

Teaching note.

Organizational change.

Undergraduate and Masters level management programmes, particularly in management accounting, public sector accounting or organizational change.

This case study reflects organizational changes when Fijian Post and Telecom Company (FPTL) made a transition from a government department to a corporate entity. The focus of this case study is to examine some of the intra-organizational or micro-level changes that took place at the company. While the impetus for change may have originated in the Fiji Government's policies of public sector reform, the objective here is to outline the often slow pace of intra-organizational change within FPTL.

FPTL is a sole provider of postal and telecommunication services in Fiji. The organizational actors faced tensions and initially resisted the change to private business routines. However, with wider education and training on the change process, the resistance was reduced. At FPTL, a management team was set up to introduce commercial norms which were subsequently stabilized by the team through the ongoing process of educating employees on the benefits of changes and routinisation of new practices.The learning outcomes are to understand the difficulty of the change process and be aware of some of the resistance that may persist owing to cultural and political circumstance of a specific country.

Teaching note.

Corporate governance, privatisation.

Masters level programmes, with particular focus on corporate governance, privatisation, and organizational development.

Yutong Bus is a real and highly publicized case in China. It is a listed company carved out from a state-owned enterprise (SOE), Yutong Group. Later the management successfully bought out Yutong Group and thus indirectly controlled the company. The deal transformed Yutong Group from a SOE to a private company. The management was innovative in pushing through the management buy-out (MBO), but politically, it created a public outcry about the loss of state-owned assets. The key issue here is the selection of state owned enterprises suitable for privatization and, more importantly, the determination of selling price. In China “the market for corporate control is still lagging behind” (Shanghai Stock Exchange).

Students would be expected to gain an understanding of recent economic reform in China, Corporate Governance in the Chinese context and wider issues associated with privatization and MBOs.

Teaching note.