Showing 1 - 10 of 48
January 1, 2019
Student Price:
Free
In principle, a business ought to thrive when its leaders make good plans (plans that provide for compensation greater than the risk implied in those plans), and its people bring those plans to fruition. However, in practice, dynamic causeand-effect cascades, knotty interdependencies, complex interactions, the nature of randomness, how people perceive information, changing tastes, regulatory shifts, malicious acts, and so on, all combine to create positive or negative deviations from what is anticipated. The study of risk management encompasses the diversity of actions, processes, and rituals a business adopts, and the battery of instruments it uses, to safeguard its plans. Businesses rely on risk management both as they formulate plans, and as they implement them. They manage risk either in anticipation of, or in reaction to, events. While businesses have become adept in neutralizing negative deviations to plans, they are still learning how to promote positive deviations. The financial and nonpecuniary costs of managing risk, meanwhile, are adding up
December 31, 2018
Student Price:
Free
This critical incident is about a strategic marketing decision. Andrew, the young marketing director of Dobry Svet (“Friendly Light”), faced a tough dilemma: how to provide further expansion of the Moscow-based business. Dobry Svet had been assembling and selling medical lasers in the Russian market since 2000. All component parts were supplied by Aerolase, U.S. Aerolase was successful in the U.S. due to the portability and low prices of its advanced technology products. Annual sales in Russia in 2012 were 65 lasers—the same total the company had attained in each of the previous ten years. For 2013, Dobry Svet set a new goal: to achieve sales of 120 units of laser systems by the end of the year. This critical incident provides an opportunity to analyze the use of “push and pull” strategies, including the added challenges of “pulling” demand in an emerging market which is very different from U.S. or other developed markets.
December 31, 2018
Student Price:
Free
In July 2017, Sarah Cattoor and her husband, Ryan Greening, were less than a month away from opening their new breakfast café in West Des Moines, Iowa. Consumers, however, began expressing outrage about the new restaurant’s name, Me So Hungry, claiming it offended two different ethnic groups. The name was found by the African-American community to be an insulting attempt to appropriate hip-hop. It was also characterized by Asian Americans as an offensive use of an Asian stereotype.
December 31, 2018
Student Price:
Free
American Eagle (AE) decided to test the waters and offer a denim hijab made with soft denim fabric in an indigo wash on its website in July 2017. The product description encouraged customers to “Wear it your way. Make it as original as you are.” Two weeks later it was completely sold out. While journalists from many online platforms were effusive in their remarks about how AE had made an important gesture, not everyone was thrilled with this effort. Some customers commented online that the hijab was not American, and that they would think twice about buying AE again. Others were not that measured or kind in their remarks. What should AE Management do next? Should they continue to offer this item and others like it? Or should they back off completely?
November 1, 2018
Student Price:
Free
Building brand equity can be a demanding task even in the most ideal circumstances. Building equity for a professional sports brand that was once adored, then disdained, then nonexistent, and now back again posed particularly daunting challenges. The National Basketball Association (NBA) Charlotte Bobcats/Hornets willingly took on the task. This descriptive case illustrates the effective use of Aakers’ (1992) theories on assets and liabilities of building brand equity for a professional sports team. As Aaker’s theories have received significant academic use within Marketing Strategy and Branding applications, this case displays how the Charlotte Bobcats successfully transitioned its brand in returning the Charlotte Hornets to its original city.
November 1, 2018
Student Price:
Free
Due to high traffic-density and lack of convenient and cost-effective modes of transportation in Rome, scooters provided an effective mode of transportation. Oliver Page spotted an opportunity to start his own app-based ride sharing venture in Rome when he noticed most scooters are driven with an empty passenger seat. Launched in 2015, Scooterino used a mobile app to connect participating drivers with potential riders as well as received payments for the distance travelled. This new offshoot of the sharing economy was able to fly under the radar at the moment due to its advantage of size; however its growth could challenge the traditional taxi cartel in Rome, inviting regulatory hurdles. With careful planning, Scooterino could avoid legal hassles, competitive wrath, and labor and insurance problems. However with increasing competition Scooterino faced potential hurdles in its quest to scale and grow beyond a single city in Italy.
June 1, 2018
Student Price:
Free
The Global Jesuit Case Series (GJCS) was formally launched in 2015 with the singular goal of establishing a series of real-world business cases, written by executives, educators and entrepreneurs whose work would place people and planet on equal footing with profit and emphasize maximizing values as well as value. Its founders envisioned leveraging the intellectual capacity, moral authority and rich history of the world’s nearly 200 Jesuit institutions of higher education in order to create these cases and shape the next generation of leaders. This joint journal published in collaboration with the Society for Case Research demonstrates that in the nearly three years since its inception, the GJCS is well on its way to achieving that aim. The GJCS has a dedicated staff, built a website, and created pilot cases – all designed to develop compassionate leaders who embrace diversity and globalization.
February 15, 2018
Student Price:
$4.00
A product recall in the fall of 2013 sends Chobani, Inc. scrambling to fix the manufacturing problem, and address a flood of customer concerns. While the company successfully identifies the problem, recalls the product, and fields customers’ concerns within weeks, the adverse incident calls Chobani’s foundational strategy into question. The company must decide if product quality and word-of-mouth marketing are enough to spur continued growth, combat increased competition and manage future threats associated with product quality. 14 pp. (Case #13-11)
February 15, 2018
Student Price:
$4.00
In late 2013, Barneys New York quickly found itself amidst scandal. Within the span of a few days, Barneys CEO Mark Lee’s attention shifted from ensuring record-breaking holiday sales to a lawsuit, an Attorney General’s investigation, a potential boycott, and his company’s biggest holiday contract hanging in the balance. News media and political activists labeled Barneys a racist brand, and Lee needed to find a way to regain the trust of customers and the public at large. 15 pp. Case #15-01 (2015)
February 2, 2018
Student Price:
$4.00
On December 18, 2013, a specialty blog site released an article alleging that Target had fallen victim to a serious data breach, exposing forty million customers’ credit card information. This case explores the circumstances leading up to the breach and how Target will manage its reputation in the aftermath. 8 pp. Case #14-01 (2014)