Case studies

This case is one of a pair of cases used in a merger negotiation. It is designed to be used with “British Petroleum, Ltd.” (UVA-F-1263). One-half of the class prepares only the British Petroleum (BP) case, and one-half uses this case. BP and Amoco are considering a merger, and are in the process of negotiating a merger agreement. Macroeconomic assumptions, particularly forecasting future oil prices in an uncertain environment, and assumptions about Amoco's ability to reduce exploration and production costs make Amoco's future cash flows difficult to predict.

In 2007 Conseco's CEO, C. James Prieur, faced a complicated set of problems with his company's long-term care (LTC) insurance subsidiary, Conseco Senior Health Insurance (CSHI). CSHI faced the threat of congressional hearings and an investigation by the U.S. Government Accountability Office, triggered by an unflattering New York Times article alleging that CSHI had an unusually large number of customer complaints and was denying legitimate claims. This threat came in addition to broader systemic problems, including the fact that the entire LTC industry was barely profitable. What little profitability existed was dependent on the goodwill of state insurance regulators, to whom the industry was highly beholden for approvals of rate increases to keep it afloat. Furthermore, CSHI had unique strategic challenges that could not be ignored: First, the expense of administering CSHI's uniquely heterogeneous set of policies put it at a disadvantage relative to the rest of the industry and made rate increases especially necessary. Second, state regulators were negatively predisposed toward Conseco because of its notorious reputation and thus were often unwilling to grant rate increases. Finally, CSHI was dependent on capital infusions totaling more than $1 billion from its parent company, Conseco, for which Conseco had received no dividends in return. Faced with pressure from Conseco shareholders and the looming congressional investigations, what should Prieur do? Students will discuss the available options in the context of a long-term relationship between Conseco and state insurance regulators. Prieur's solution to this problem proved to be innovative for the industry and to have far-reaching consequences for CSHI's corporate structure.

After reading and analyzing this case, students will be able to: evaluate the impact of a regulatory environment on business strategy; and assess the pros and cons of various market strategies as well as recommend important non-market strategies for a firm in crisis in a highly regulated industry.

Discusses the structure of the Seven-Eleven Japan supply chain in terms of its facilities network, inventory management, distribution, and information.

To discuss how Seven-Eleven has made consistent supply chain choices to support its business strategy of providing convenience to customers. Points to how Seven-Eleven has used information and aggregation in transportation to improve supply chain responsiveness at a relatively low cost.

A toy retailer plans to order a new product from an untested supplier for the winter holiday season. This exercise provides an opportunity for students to construct a model to determine optimal order quantity when demand is not known. Profits are calculated based on wholesale pricing, revenue-sharing, profit-sharing, and buyback contracts.

Controladora Comercial Mexicana, a Mexican retailer, had successfully managed the bankruptcy process and was ready to emerge from its problems, primarily caused by speculation and excessive debt, and begin operations anew. Was the restructured Comerci capable of regaining its position as a premier retailer, and more importantly, was the firm capable of repaying the high level of debt that it carried following bankruptcy reorganization? How strong was the reorganized firm? Had Comerci truly left its problems behind in bankruptcy court, or would history repeat itself? How could Comerci raise funds needed for growth – through additional debt? Though asset sales?

This case was researched using publicly available information, including the company's financial statements, bankruptcy filings, news stories about the bankruptcy and financial data bases (e.g. ISI Emerging Markets, Economática, Capital IQ, etc.) to obtain information about the competitors and from financial analysts.

This case is intended for advanced undergraduate or MBA electives in finance. Students should have a basic understanding of valuation and financing before attempting this case. The case could also be used in a corporate finance or banking class to illustrate bankruptcy and credit risk, or could be used in an international business class to illustrate the differences between USA and international bankruptcies.

Cutts Floral Distributors, founded in 2004 by Dave Lambe, was a floral wholesaler in Lincoln, Nebraska. The firm became a top wholesaler in the Lincoln area and had expanded its delivery range (all accessed by the company's hand delivery system) up to 100 miles outside of Lincoln. The company credited its success to the expertise of its founder, a professor of horticultural entrepreneurship, and to the company's commitment to customer service. Dave Lambe came to believe that Cutts had exhausted the local market and began looking for growth opportunities within driving distance. Proposed locations for expansion included Kansas City (MO/KS), Denver (CO), and St Joseph (MO). The case provides an in-depth look at Cutts, its competitive advantages, and strategy as the firm faced a critical decision, made more difficult by the uncertainties of the economic recession. This case encourages students to think critically in order to answer the case's central questions: “Should Cutts expand? If so, where?” The complexity of an expansion decision and the multitude of factors that may influence an entrepreneur's decision to expand are illustrated throughout the case.

Supply chain management and particularly the significance of vendors as a strategic decision making tool.

The case is suitable for use in the following courses: MBA programs with specialisation in operations management where it can be used to teach students the significance of vendor selection and vendor rating in supply chain management (SCM); marketing research in management where it can be used to highlight the concept of multi attribute utility theory (MAUT) and its application; advanced statistics for multi criteria decision making (MCDM); and MBA/post graduate programs in management in strategic management where it can be used to introduce the concept of SWOT analysis and Porter's five forces model. An understanding of business process improvement will enable students get a comprehensive view about the case.

This case showcases the concepts of MCDM and SCM in manufacturing industry. The company wanted to select vendors and rate them in each category of raw materials in order to have a competitive advantage over competitors. Since there are multiple attributes (often contradictory in nature) based on which the vendors would be selected Kaul, Vice-President, Commercial uses multi-attribute utility theory (MAUT) to help solve the problem. The case has implications for manufacturing industry in selecting vendors to meet a raw materials need.

The case can be used to understand management concepts such as market research, supply chain management and multi criteria decision making. It can be used to: teach complexities involved in identifying attributes for vendor selection and vendor rating; help understand supply chain management in business process improvement; help students understand the application of MCDM; and help MBA students studying marketing research. The case will also be useful to students in understanding the application of MCDM in operations management. Some knowledge about cigarette manufacturing will help students to realize the depth of the case.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Public management, sustainability.

The case is suitable for undergraduate and masters' courses.

The case is about the dilemma between the lucrative economic profit from swiftlet farming and the invaluable heritage and social wellbeing of the residents in a world heritage city. In 2011, the United Nations Educational, Scientific and Cultural Organization (UNESCO) issued a letter to the Malaysian government expressing concern over the issue of the swiftlet industry in Georgetown, Penang. Swiftlet farming is a lucrative agriculture sector in Malaysia and is considered one of the key projects under the Malaysian Economic Transformation Program. Yet, this industry posed a threat to the well being of George Town due to its impact towards the city's heritage status. The operation of swiftlet farms in shop houses in George Town not only forces residents to coexist with thousands of swiftlets in the populated city, but also deteriorates the condition of its heritage buildings. A quick solution by the government authorities is needed in order to respond to UNESCO's enquiries. A fair consideration looking at the aspects of economy, environment and society is vital in ensuring the future of the city.

These include: understanding the complex issues of trade-offs between economic profit vis-à-vis the environmental social heritage; understanding and appreciating the conflicting governmental objectives and the way to address the conflicting demands of the stakeholders (NGOs, industry and business association and the general public); identifying and determining ways to align environmental interests with economic interests in order to formulate sustainable solutions; and formulating an action plan and providing practical recommendations to solve the problem.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Humanitarian logistics, aid response.

Master/advanced level; courses in: humanitarian logistics; port operations and management; supply chain management and logistics.

Recently, the humanitarian organization Global Food Aid (GFA) has received criticism for slow response to the on-going drought in East Africa. One of the reasons is the long lead times to transport and distribute food. Therefore, GFA has launched a project called “Strategic stock” where food will be pre-positioned in strategic locations around the world. Because of its importance as a gateway for East Africa, the Port of Mombasa has been selected as the pilot project. Headquarters of GFA has engaged a team of logistics and warehouse experts to plan, run and evaluate the pilot project in Mombasa.

Through this case, the students (who take on the role of the experts) will gain knowledge in a wide range of areas. First, they will gain a thorough insight to coordinating a port operation in one of the major ports in Africa. Second, the case increases the understanding of working with logistics in a humanitarian aid context. Third, the students will learn how to work with logistics both on a strategic level (planning the implementation of strategic stock) and on an operational level (handling the different events that occur throughout the case). There is also a learning element related to risk management.

Teaching notes are available.

Higher education leadership and planning.

Postgraduate/higher education.

Professor Rob Whelan was appointed President of the University of Wollongong in Dubai (UOWD) from the University of Wollongong in Australia (UOW). Professor Whelan brought to the job in Dubai the perspective that public-good benefits flow from a comprehensive institution engaged with the larger community and these are led by academic staff members who produce research that serves the national interest. To apply this model to UOWD meant a thorough analysis of the organization in terms of both its culture and its broader environment. This case explores the various processes through which a new leader takes stock of an existing institution, identifies the potential for development in a particular direction, draws upon a range of stakeholders to refine the vision and develop it into a strategic plan, gains support for the plan, and then implements change through close collaboration with the institution's constituents.

This case can be used to explore a number of issues in leadership and management including: identifying the various internal and external stakeholders in a complex organization; analysing strategies for mobilization for change, including the assessment of inclusive versus exclusive approaches; reviewing the opportunity costs of change; and assessing types of leadership.

Teaching notes.