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.

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Case study
Publication date: 1 December 2004

C. Michael Drexel

Carol O'Reilly is the Executive Vice President of a regional bank in the New York metro area. She is evaluating an investment in online banking as an extension of bank services…

Abstract

Carol O'Reilly is the Executive Vice President of a regional bank in the New York metro area. She is evaluating an investment in online banking as an extension of bank services. Her bank, East Side Bank, is one of the most productive in the U.S. In fact, it was named America's most efficient bank in 1998. This became a cornerstone of their marketing strategy and they fiercely protected their efficiency ratio. She received a visiting contingent of bankers from Finland. Their use of technology and online banking was far more developed than most U.S. banks. Yet they were not nearly as efficient as the top U.S. banks. They discovered on their visit, that their cross selling had suffered as their online capability advanced. The U.S. bank customer was more profitable because they used multiple bank services and were willing to pay higher fees for the personal contact. This case centers on the implications of this revelation to East Side Bank.

The primary subject matter of this case concerns the potential impact of the adoption of online banking to a commercial bank. Secondary issues include strategic decision making in the banking industry and a comparison of the impact of technology on banks in Finland and the U.S.

The case has a difficulty level of three, which makes it appropriate for a junior level course. The case is designed to be taught in ½ hours and requires about 3 hours of preparation. It is designed for use in Strategy, Marketing, Money and Banking, or International Business courses.

Details

The CASE Journal, vol. 1 no. 1
Type: Case Study
ISSN: 1544-9106

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Case study
Publication date: 1 December 2004

Asbjorn Osland, Howard Feldman, George Campbell and William Barnes

John Caldwell, president of Kio-Tek (KT), presents his company's business plan to a group of 30 venture capitalists at the November 2001 annual meeting of the Portland Venture…

Abstract

John Caldwell, president of Kio-Tek (KT), presents his company's business plan to a group of 30 venture capitalists at the November 2001 annual meeting of the Portland Venture Group. John's presentation is included in the case as an exhibit. The case begins with a brief overview of the meeting and John's presentation. The body of the case describes the question and answer period immediately following John's presentation.

Included in the case is a set of exhibits that John has handed out to the audience as supplemental information. These exhibits provide additional information on marketing, management, and financial issues facing the company and John refers to them throughout the question and answer period. The VC's ask John a variety of questions in an effort to determine whether KT is an attractive investment opportunity

Details

The CASE Journal, vol. 1 no. 1
Type: Case Study
ISSN: 1544-9106

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Case study
Publication date: 1 May 2005

Kermit W. Kuehn

The case takes place in the city of Dubai, United Arab Emirates, a booming regional tourist and commercial center located on the Arab (Persian) Gulf coast of the Arabian…

Abstract

The case takes place in the city of Dubai, United Arab Emirates, a booming regional tourist and commercial center located on the Arab (Persian) Gulf coast of the Arabian Peninsula. The story describes Vijay, the Indian (East Asian) entrepreneur, his personality, background, motivations and management style. The focus of the case is on how this entrepreneur grows the business over the seven years leading up to the decision to launch a travel club targeted toward East Asian travelers in the region. The details of the new venture are chronicled from inception to its eventual closure four years later under desperate financial circumstances. The richness of the case is enhanced by the inclusion of details of the legal, economic and cultural factors that define the business context and business risks. The case provides an interesting and informative view of a part of the world that is “in the news” but largely remains a mystery to the typical North American student.

Details

The CASE Journal, vol. 1 no. 2
Type: Case Study
ISSN: 1544-9106

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Case study
Publication date: 1 May 2005

Diana Ross, Kent Royalty and Karl Kampschroeder

This case, developed from a wide variety of publicly available information, presents ethical and economic issues arising from the development, marketing, and pricing of a biotech…

Abstract

This case, developed from a wide variety of publicly available information, presents ethical and economic issues arising from the development, marketing, and pricing of a biotech drug. Genentech developed TPA, the first genetically engineered drug that could be used in clot-dissolving therapy for heart attack, and marketed it as Activase. Public outrage focused on the disparity between the drug's $10 direct manufacturing cost and what Genentech charged for its drug. Activase/TPA was priced at $2200 a dose, raising immediate concerns about its affordability and therefore availability to those who needed it. Additional issues arise from other events, including concern over related-party relationships between the company and organizations which researched and recommended TPA, as well as aggressive marketing of TPA to physicians and the company's refusal to participate in an international drug study to compare TPA with competitor drugs.

Details

The CASE Journal, vol. 1 no. 2
Type: Case Study
ISSN: 1544-9106

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Case study
Publication date: 1 December 2005

Herbert Sherman

Abstract

Details

The CASE Journal, vol. 2 no. 1
Type: Case Study
ISSN: 1544-9106

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Case study
Publication date: 1 May 2006

Scott D. Roberts, Joe S. Anderson and Susan K. Williams

Russ Clark is a successful NAPA Auto Parts franchisee in Yuma County, Arizona. He sees opportunity in the neighboring Mexican city of San Luis Rıo Colorado. But crossing the…

Abstract

Russ Clark is a successful NAPA Auto Parts franchisee in Yuma County, Arizona. He sees opportunity in the neighboring Mexican city of San Luis Rıo Colorado. But crossing the border with an after-market auto parts store will require building relationships with others, lots of learning to overcome the significant barriers, and some savvy decision-making in addition to the usual evaluation of business opportunities. Clark must consider a location decision, product mix, human resource issues, and how to promote the new business in an uncertain and unfamiliar context. Clearly, his current American business model will require a great degree of adaptation to make the venture a success. This case was developed from extensive field interviews and shadowing Mr. Clark for a day. In addition, Mr. Clark and his store manager, Rigoberto made classroom presentations describing their experiences surrounding the case situation.

Details

The CASE Journal, vol. 2 no. 2
Type: Case Study
ISSN: 1544-9106

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Case study
Publication date: 1 December 2006

Karyl B. Leggio, Marilyn L. Taylor and Jana Utter

This case looks at the design and implementation of a risk management strategy. It reviews the early moves by Great Plains Energy (GPE) to establish a corporate-wide Enterprise…

Abstract

This case looks at the design and implementation of a risk management strategy. It reviews the early moves by Great Plains Energy (GPE) to establish a corporate-wide Enterprise Risk Management program. The corporate Chief Risk Officer is Andrea Bielsker. Andrea appointed Jana Utter to take charge of coordinating the design and implementation of the ERM program. Utter faces a number of challenges. She has had to first conceptualize the program given the charge by the Board of Directors, then design a process by which she identifies the risks that the corporation faces, assist in designing measures for the risks, and work with the various divisions and functional areas to put processes in place to mitigate the identified risks.

Details

The CASE Journal, vol. 3 no. 1
Type: Case Study
ISSN: 1544-9106

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Case study
Publication date: 1 December 2007

Thomas K. Tiemann and Norris W. Gunby

Jan Jaśkiewicz was a successful small grocer in Białystok, Poland, a city of about 300,000. When Poland became a capitalistic nation again in the late 1980s, Jaśkiewicz was among…

Abstract

Jan Jaśkiewicz was a successful small grocer in Białystok, Poland, a city of about 300,000. When Poland became a capitalistic nation again in the late 1980s, Jaśkiewicz was among the early entrepreneurs. In the late 1990s, multi-national grocery chains from across Europe began building new, large stores on the outskirts of most Polish cities, including Białystok. In early summer 2000, a few days before the case begins, local independent grocers had been called together by Lewiatan, a Polish wholesale grocer. Lewiatan could offer the smaller grocers the advantages of the chains: bulk buying, Lewiatan-branded goods, slotting fees, and cooperative advertising. The local grocers liked many of the benefits Lewiatan would bring, but were suspicious and wanted someone they knew to be the area representative before they would agree to join Lewiatan. They had called a second meeting to try and find someone to fill the role. Jaśkiewicz was a natural choice: he had been in both the retail and wholesale grocery business, had been in business longer than almost everyone else, and was well-respected. Jan was tempted. Not only did he want to grow his own business, he wanted other Poles to be successful business owners and felt that if he could help Lewiatan, Lewiatan could help others compete with the new, large, foreign-owned and professionally-managed stores.

Details

The CASE Journal, vol. 4 no. 1
Type: Case Study
ISSN: 1544-9106

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Case study
Publication date: 1 December 2007

Anil Nair and Maja Karweta

In 2005, LPP SA was one of the fastest growing firms in Poland’s apparel industry, with popular brands such as RESERVED and CROPP. This case focuses on the apparel industry, LPP’s…

Abstract

In 2005, LPP SA was one of the fastest growing firms in Poland’s apparel industry, with popular brands such as RESERVED and CROPP. This case focuses on the apparel industry, LPP’s business and international strategies, and its internal capabilities. The case also offers a background on the communist rule in Poland and how it led to economic malaise that sparked the strikes by Solidarity under the leadership of Lech Walesa. These strikes eventually cascaded into the demand for reforms and the collapse of the communist regime. Thus, the case tracks Poland’s transition into an “emerging market” and the environment within which LPP developed. The case concludes by asking readers whether LPP needs to reorient its strategies and develop new capabilities to sustain its growth.

Details

The CASE Journal, vol. 4 no. 1
Type: Case Study
ISSN: 1544-9106

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Case study
Publication date: 1 May 2008

Edward Demarais, Sandra Sheckman and Gina Vega

Doris, the Executive Director of the JCC, had a Board of Directors that lacked the requisite skills, perspective, behaviors, and willingness to change policies and practices in…

Abstract

Doris, the Executive Director of the JCC, had a Board of Directors that lacked the requisite skills, perspective, behaviors, and willingness to change policies and practices in order to meet external environmental opportunities and threats or to address internal competencies and competitive capabilities. Changes in the external environment were exacerbating the JCC's internal deficiencies. In addition, the Board created impediments to the professional staff's efforts to implement good managerial practices and policies. The current management team was acutely aware of the changes in the external environment, how these changes impacted the JCC's operations and what the JCC needed to do in order to meet these challenges. The management team was frustrated by a Board that did not provide leadership, fulfill their responsibilities, hold each other accountable and undermined management by intervening in day-to-day operations. The staff was passively hostile to the Board and to the management team. As consumers, the members' expectations were higher and more demanding. Doris and her management team had to resolve a myriad of strategic and operational issues that confronted the organization.

Details

The CASE Journal, vol. 4 no. 2
Type: Case Study
ISSN: 1544-9106

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