Case studies

This case presents the dilemma of a multinational oil and gas company, ExxonMobil, as it factors in the ethical issues related to the environment and cultural differences in deciding whether to proceed with building a pipeline in Chad and Cameroon, two of the poorest and most corrupt developing countries in West Africa. The many players in this project included the World Bank--which cofinanced the project and put restrictions into place that would hopefully prevent pipeline-related government corruption in both Chad and Cameroon--and many environmental and human rights groups that warned of potential disaster. The case also covers the environmental and social analysis of the areas that would be affected by the pipeline.

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.

”Green Ox” was written specifically for a midterm exam in an MBA marketing management class. Rather than focus on one particular concept or issue (e.g., segmentation, product line depth), the case challenges students to develop a marketing strategy for a food and beverage manufacturer’s new line of sports beverages, which contain beneficial antioxidants. Focal decisions include choosing a segmentation scheme(s) and a specific target segment(s) and articulating a positioning statement(s) for the new product—all in light of market trends, customer information, and competitor positions. Students must also make recommendations regarding the product name, number of products in the line, and the price (including a break-even analysis). Distribution and promotion issues are downplayed, yet there is sufficient information to determine whether students’ recommendations on the larger issues account for the necessary integration of the 4Ps.

This case examines the ethical issues raised when businesses contract for the military during time of war. Dow Chemical Company was a military contractor during the Vietnam War and the primary producer of Agent Orange - a defoliant used to clear vegetation. Agent Orange has been linked to a number of serious medical conditions in war veterans and Vietnamese civilians. In 2004, Vietnamese citizens filed suit against Dow for illnesses they believe were caused by exposure to Agent Orange. Dow thought the issue should have been addressed through political and social policy, while Vietnamese citizens and U.S. Vietnam war veterans believed Dow was ethically responsible. As the case moved through the U.S. judicial system, some of Dow's investors grew uncomfortable with how it was handled. Dow CEO Andrew Liveris was left to wonder what his company could have done differently and what they could learn from the Agent Orange episode that might prevent similar problems in the future. This incident appeared to be a relatively distinct case, but in July of 2007 it was reported that the number of private contract employees in Iraq exceeded that of U.S. military personnel. Consequently, it is likely that companies and their stakeholders will have to address similar issues.

On April 4, 2007, Don Imus, one of the company&s most popular talk show personalities made comments on the air regarding the Rutgers women&s basketball team. According to the transcription from Media Matters for America, Imus said, “ That&s some nappy-headed hos there. I&m gonna tell you that now, man, that&s some … woo. And the girls from Tennessee, they all look cute, you know, so, like … kinda like … I don&t know.” At first, the comments did not seem out of the ordinary for one of radio&s “shock jocks.” However, as the public reaction grew, the situation changed considerably. Under pressure from the public, Moonves reluctantly suspended Imus. But it was too little too late. By the end of the day on April 11, analysts estimated that $2.5 million in advertising revenue was lost. On April 12, Moonves terminated Don Imus& contract.

After Moonves fired Imus, there was still a lot to consider. He really wanted a way for the company to meet the demands of the company&s stakeholders. In addition, he wanted to avoid any more distractions from the firm&s normal day-to-day operations.

Heather Loya started her custom designed wedding invitations business in the aftermath of the September 11, 2001 terrorist attack, when she was no longer comfortable commuting to New York City from New Jersey for her corporate job. In the ensuing years, her business picked up to the extent that she was making a reasonable income from it. She was due to become a first time mother in July 2007. Her impending motherhood made her realize that she would not be able to work long hours in her one-person business after the birth of her child. She had started a webbased business that was set up to sell wedding invitation accessories (such as boxes, ribbons, etc.) procured from various vendors. This business was expected to take less of her time as compared to the custom business, but the custom business made better use of her creative talents. Heather now had to make a decision whether to emphasize the web-based business to compensate for the likely decrease in revenues from her custom business (because of motherhood) or to just continue her custom business in a scaled down form.

Suitable for both MBA- and undergraduate-level courses such as “Integrated Marketing Communications,” this case series traces a product from idea to established, successful brand. In this A case, a spirits industry executive perceives a gap between the under-$10 and the $25-and-up vodkas. Could a midpriced vodka capture some volume from each of those markets? Decisions on pricing, target, distribution, branding, and promotion are considered.

Designed to teach conjoint analysis, this case challenges students to make tactical decisions based on marketing research. It should be paired with the technical note “A Practical Guide to Conjoint Analysis” (UVA-M-0675) and that note’s accompanying supplemental PowerPoint file (UVA-M-0675TNP). A National Basketball Association franchise is struggling to increase attendance. It contracts a marketing research firm to conduct a conjoint analysis focusing on several aspects of its season ticket offerings with the hope that it can profitably improve its attractiveness.

Implementing a sustainability strategy requires firms to consider economic, strategic, environmental, and community perspectives. Suitable for MBA, undergraduate, and executive learners, this sustainability case covers innovation, intrapreneurship, and strategy. A technical note entitled, “Corporate Greenhouse Accounting: Carbon Footprint Analysis” (UVA-ENT-0113) is an effective complement. Frito-Lay’s Arizona facility pilots a program to take its snack chip manufacturing off the grid. Decision makers discuss operating, financial, marketing, and corporate strategy as the facility calculates its carbon footprint, converts to non-fossil-fuel energy sources, and stops relying on the scarce local water supply.

Students identify promotion, price, place, segment, targeting, and positioning for marketing “the world’s cheapest car.” This case is effective for MBA, undergraduate, and executive learners studying market segmentation, pricing, cannibalization risk, pricing, and break-even sales in the face of different price and cost scenarios. Has Tata chosen the right marketing strategy? Does the Nano represent an evolution or a revolution in automobile marketing?