Cancer Treatment Centers of America (CTCA), a U.S. network of four privately owned oncology focused factory hospitals, was weighing options for growth. CTCA was entirely cancer focused and specialized in treating patients with complex and advanced-stage cancers, who were reached through advertising its integrative, team-based approach to care. CEO Stephen Bonner needed to decide whether to focus future expansion on building additional full-scale hospitals or pursuing a hub-and-spoke model, in which numerous oncology outpatient centers would be built in the region of each CTCA hospital. His decision would be made in the context of CTCA's unique business model and treatment philosophy and the public policy landscape, including certificate-of-need laws and the advent of Accountable Care Organizations (ACOs) and bundled payments. CTCA's for-profit status and direct-to-consumer advertising made it a target, he knew.
You can also find this case divided into A, B, and C cases. See OB85(A) Dealing with a Toxic Boss for the A, B, and C cases. Ned was an upper middle manager in a major construction company. Six months prior, he was hired away from a competitor to develop the company's market in the fast-growing southeast region. As it turned out, the major challenge was not with the market, but with his boss, Bill, Southeast Regional Director. The case describes Ned's experience working with Bill and Ned's analysis about how to handle the situation. After a meeting with Bill that did not yield any improvements, Ned decided to approach John, the company president, about the negative impact that Bill's behavior was having on building the Southeast Region. The discussion with the company president did not produce any real changes either. Ned struggled with whether to continue raising issues about the impact of Bill's actions on both business growth and employees or simply resign.
This case is divided into A, B, and C cases. See OB85 Dealing with a Toxic Boss for an expanded version of the full case. A Case: Ned was an upper middle manager in a major construction company. Six months prior, he was hired away from a competitor to develop the company's market in the fast-growing southeast region. He was assigned to Atlanta to grow that business. As it turned out, the major challenge was not with the market, but with his boss, Bill, Southeast Regional Director. The A case describes Ned's experience working with Bill and Ned's analysis about how to handle the situation. B Case: After a meeting with Bill that did not yield any improvements, Ned decided to approach John, the company president, about the negative impact that Bill's behavior was having on building the Southeast Region. The B case covers Ned's discussion with the company president, Bill's subsequent behavior, and new issues that arose in the regional office. C Case: Ned struggled with whether to continue raising issues about Bill and the impact of Bill's actions on both business growth and employees or simply resign. Case C covers Ned's decision, his plans for rolling out that decision, and the implications of his actions on others.
This case is divided into A, B, and C cases. See OB85 Dealing with a Toxic Boss for an expanded version of the full case. A Case: Ned was an upper middle manager in a major construction company. Six months prior, he was hired away from a competitor to develop the company's market in the fast-growing southeast region. He was assigned to Atlanta to grow that business. As it turned out, the major challenge was not with the market, but with his boss, Bill, Southeast Regional Director. The A case describes Ned's experience working with Bill and Ned's analysis about how to handle the situation. B Case: After a meeting with Bill that did not yield any improvements, Ned decided to approach John, the company president, about the negative impact that Bill's behavior was having on building the Southeast Region. The B case covers Ned's discussion with the company president, Bill's subsequent behavior, and new issues that arose in the regional office. C Case: Ned struggled with whether to continue raising issues about Bill and the impact of Bill's actions on both business growth and employees or simply resign. Case C covers Ned's decision, his plans for rolling out that decision, and the implications of his actions on others.
This case is divided into A, B, and C cases. See OB85 Dealing with a Toxic Boss for an expanded version of the full case. A Case: Ned was an upper middle manager in a major construction company. Six months prior, he was hired away from a competitor to develop the company's market in the fast-growing southeast region. He was assigned to Atlanta to grow that business. As it turned out, the major challenge was not with the market, but with his boss, Bill, Southeast Regional Director. The A case describes Ned's experience working with Bill and Ned's analysis about how to handle the situation. B Case: After a meeting with Bill that did not yield any improvements, Ned decided to approach John, the company president, about the negative impact that Bill's behavior was having on building the Southeast Region. The B case covers Ned's discussion with the company president, Bill's subsequent behavior, and new issues that arose in the regional office. C Case: Ned struggled with whether to continue raising issues about Bill and the impact of Bill's actions on both business growth and employees or simply resign. Case C covers Ned's decision, his plans for rolling out that decision, and the implications of his actions on others.
Polar Sports, Inc. is a fashion skiwear manufacturing company in Littleton, Colorado. The company has a unique design for skiwear using a special synthetic material that improves insulation and durability. The ski apparel industry is highly competitive and the best way for companies to gain market share is by developing new fabrics and using innovative patterns. The firm generates over 80% of sales between September and January and relies on seasonal production to respond promptly to customer orders. During those months, the plant must rapidly increase production by hiring and training additional workers, often paying them overtime. The vice president of operations is concerned about the costs associated with seasonal production and presents a proposal to switch to level production. The change can reduce costs and improve efficiency but can also affect other aspects of company finance. Students must analyze potential cost savings and understand the financial risks involved before making a final recommendation. This case can be used in first-year MBA-level courses in finance or in advanced undergraduate finance courses.
A new Dallas-based health and beauty spa aims to use a highly distinctive human resource system as the foundation of its competitive strategy. By encouraging employees to act as "personal wellness coaches" (PWCs) with high commitment and broad responsibilities, the leadership intended to provide a level of client service that would justify premium rates. However, the system is not working. Issues include: tips are lower than expected, reducing expected compensation; scheduling issues create bottlenecks; and the level of commitment varies among PWCs. The result is a high employee turnover rate, and departing employees take an average of 35% of their client base with them when they go. Now, with financials for the spa's second year completed, the VP of spa operations, the VP of business operations, and the CEO must evaluate what is and what isn't working.
D.light is one of the leading manufacturers of solar powered lighting technology specifically designed for use by the world's poorest, bottom of the pyramid customers. Having sold over 7 million lights since 2007, the company has been relatively successful. However, sales to the very poorest customers have failed to reach penetration levels desired by management, and the company is currently struggling with an array of marketing techniques and strategies specifically targeting this historically difficult customer segment
This note describes the Congruence Model, a method by which an organization can assess whether its building blocks (critical tasks, formal organizational arrangements, people, and culture) are aligned (congruent) with its strategy. The model postulates that misalignments are at the root of performance gaps within the organization.
Led by CEO S.D. Darmono, Jababeka was a publicly listed real estate firm in Indonesia specializing in industrial estates. Due to infrastructure and logistics bottlenecks in Indonesia, the company had moved into various infrastructure projects, including a power plant and a port. Even though the company had identified substantial business opportunities in the form of a captive market of industrial estate tenants, both projects suffered from delays due to regulatory complexity. Darmono skillfully aligned the interests of private and public-sector partners, but was still unable to get quick returns on his considerable investments, necessitating an allocation of more funds. The case illustrates the opportunities and risks of emerging market infrastructure projects. Students are asked to evaluate the viability of Jababeka's new infrastructure strategy and formulate an action plan.
A senior manager at the Toronto office of accounting firm Davis, Ellis & Thurn (DE&T) reflected on last year's Upper Canada Bank (UCB) audit and wondered how he should plan for the upcoming 2012 audit. The senior manager was responsible for overseeing the audit of UCB's retail segment (UCBR). Specifically, he was concerned about the test-of-controls portion of the UCBR audit, since the team had faced some challenges the previous summer. For years, UCB had been a client of DE&T, but it was only in 2011 that the firm had bid on and was granted the test-of-controls portion, which had formerly been completed on behalf of DE&T by UCB's internal auditors. Now, reflecting on the previous year's engagement, the senior manager wondered what changes he would make with respect to budgeting, staffing, and training, and to the client relationship in order to ensure that the client was satisfied and the UCBR audit remained profitable.