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Honey Care Africa - PowerPoint Presentation
PowerPoint presentation for Honey Care Africa case series. -
Silver Sales Company
Silver Sales Company's president is building a growing company that sells extremely accurate flow meters used to measure water flow in pipes and channels. In addition, Silver Sales Company provides inspection and assessment services to water agencies. The president owns 31 per cent of the company. Ring Manufacturing, the sole owner of the intellectual property and manufacturing facility for the flow meters, controls 62 per cent of the ownership of Silver Sales Company. The president is considering his long-term stake in the organization. Recently, the president has been approached by a U.K. company that is a sales agent for Silver Sales Company's products. The company has expressed an interest in a possible merger or acquisition between the two companies and has further indicated that it has an investor to support its desires. The president is now trying to determine whether a closer relationship with, or sale to, the U.K. company might be a way for him to capture some of the value he has created over the last several years. -
Creating a Process-oriented Enterprise at Pinnacle West
Pinnacle West is in the energy-related services business and headquartered in Phoenix, Arizona. Its largest subsidiary, APS, is a power utility that serves over a million customers across Arizona. The case was written when one of the biggest recessions in recent history hit global and U.S. markets. Written from the perspective of the vice-president and chief information officer, the case chronicles the various recent successful process change initiatives at Pinnacle West. The vice-president has achieved initial success in instituting a process-oriented culture inside his own information technology (IT) services organization, and in some specific business units within Pinnacle West. He now faces a significant crossroads in his process orientation strategy for Pinnacle West. He has to devise a strategy for a wider rollout of a process-oriented strategy throughout Pinnacle West and determine if the larger enterprise is ready for this strategy. He has to consider various issues in making this decision - resource availability, change management competency and buy-in from other top-level managers. He has to carefully weigh the various options in rolling out this strategy, as he fears that any misstep may derail his carefully executed plans for bringing a process-oriented approach to managing at Pinnacle West. This case can be used in an introductory systems course. It can also be used in a course on business process management or operations management. -
New Balance: Developing an Integrated CSR Strategy
This case focuses on New Balance, a privately held company and the fourth largest athletic footwear manufacturer in the world. Founded over 100 years ago, New Balance has a strong social responsibility culture and mission established by its owners. Its commitment to employees, for example, was expressed through maintaining domestic manufacturing in the United States (the only large footwear manufacturer to do so presently) and avoiding layoffs in the deep recession of 2007-2009. In the late 1990s, the company established the Responsible Leadership Steering Committee to address human rights issues in overseas factories. Throughout the years, private ownership had allowed New Balance to take risks and make choices that publicly held companies might not have been able to do; at the same time, private ownership also meant lower pressures to disclose social and environmental performance. The owners were also very humble and hesitant to talk aloud about social responsibility. As a global player, the present challenge for the company has become to move corporate social responsibility (CSR) to the next level from doing what's right to fully integrating CSR into the business strategy. The overall goal of the case is to use the provided information from a comprehensive company assessment to identify a few key areas where New Balance can focus on and demonstrate industry leadership while also supporting the bottom line. A set of key questions is included at the end of the paper to guide student's discussion around critical issues for building an integrated CSR strategy for New Balance, considering its culture, structure and present level of corporate citizenship management. -
RBC - Financing Oil Sands (A)
Under pressure from the Rainforest Action Network to make their lending policies more sustainable, executives at the Royal Bank of Canada who deal with issues of corporate citizenship and sustainability must decide whether to continue financing companies involved in extracting oil from the tar sands of Alberta, Canada. The case asks students to consider the following questions: 1) Should banks lend to any business or industry the government deems to be sustainable? 2) What are the risks of lending to businesses some stakeholders deem unsustainable? 3) How should banks respond when pressured by an interest group? 4) How does a bank decide what is sustainable lending practice? The supplement B case RBC-Financing Oil Sands (B), product number 9B10M016, is also available. -
RBC - Financing Oil Sands (B)
Under pressure from the Rainforest Action Network to make their lending policies more sustainable, executives at the Royal Bank of Canada who deal with issues of corporate citizenship and sustainability must decide whether to continue financing companies involved in extracting oil from the tar sands of Alberta, Canada. The case asks students to consider the following questions: 1) Should banks lend to any business or industry the government deems to be sustainable? 2) What are the risks of lending to businesses some stakeholders deem unsustainable? 3) How should banks respond when pressured by an interest group? 4) How does a bank decide what is sustainable lending practice? This is a supplement to RBC-Financing Oil Sands (A), product number 9B10M015. -
Kyle Evans at Ruffian Apparel: Staffing a Retail Establishment
Ruffian Kelowna, one of 19 British Columbia Ruffian Apparel locations, is underperforming. Recent management turnover and low unemployment in the region have left Kelowna short-staffed and in need of a new store manager to take over for the interim manager. Both sales and performance results are far below acceptable levels, and the store appears to be floundering. The newly hired B.C. regional manager for Ruffian Apparel is looking into the problem and needs to report back to Vancouver with his recommendations. This case can be used to demonstrate how different theories of motivation might apply to goal-setting and compensation plans. The case illustrates how an inappropriate or poorly structured compensation plan and motivational goals can lead to ineffective and detrimental results. Students who immediately attribute the problems of the case to the lack of a store manager will fail to explore the potential for increasing employee motivation and productivity across the board. -
GPS-to-GO Takes on Garmin
GPS-to-GO is a successful company that has a wealth of brilliant researchers and scientists who have created advanced global positioning systems (GPSs) for complex air-traffic control and logistics systems. Now, the vision of one of the up and coming managers is to use GPS-to-GO's knowledge to dominate the consumer market with premium-priced and feature-rich GPS units. Even though GPS-to-GO is far ahead in terms of GPS technology, the consumer market demands low-cost units and yearly follow-on products, which requires drastically different skills than GPS-to-GO's typical five- to 10-year cost-plus government projects. One of the managers is tasked with how to meet the cost target and market window for the new product, while working with the same engineering group that caused the unit manufacturing problem and launch delays in the first place. The key issues concern 1) engineering-centric companies and their culture, business strategies and processes for managing new product development 2) the implications these strategies and processes have on addressing the needs of customers, shareholders and employees in a totally new market segment 3) the role managers can play in making critical decisions with a keen eye on roadblocks to success, such as culture, inadequate skills and overly optimistic and myopic visionaries. The case includes an Excel spreadsheet with break-even scenarios that professors can use to complement the teaching note. The case is intended for courses in managing new product commercialization, managing technology and innovation, strategic thinking, operations management and leadership. -
Measuring Impairment at Dofasco
In December 2008, the ArcelorMittal Dofasco (Dofasco) accounting team was facing a significant challenge. In the past few years, Dofasco had undergone significant ownership changes, and when the firm had first been acquired the market had placed a premium share value on the Dofasco subsidiary. In light of a recent economic downturn, the accounting team was required to reassess the values assigned to the subsidiary's net assets. Dismal forecasted earnings for the operations indicated a potential impairment of the operation's assets under international financial reporting standards (IFRS). The team began with a review of the original fair value estimates, subsequent purchase price and its allocation to various tangible and intangible assets and liabilities. It was discovered the evaluator's fair value assessments for the various intangibles had relied on an income approach, using projected EBITDA derived from each intangible to determine its value. The team wondered how the revised EBITDA projections would change the recoverable value of Dofasco's intangible assets and therefore discover the implications of the current economic situation on the value of intangible assets recognized at Dofasco's acquisition. -
Heritage Business Group
What would you do if you witnessed an act of vandalism by one employee toward the property of another? This is the situation that Pat, an employee at The Heritage Business Group, faces when she witnesses a co-worker, Mark, keying a car belonging to another co-worker, Fran. Initially, Mark does not know that Pat saw him vandalize Fran's car. Pat is aware that Fran and Mark had been arguing over the past few months. Part A of the case ends with Pat wondering what she should do. Following Part A are three more parts to the story (found in the teaching note) that can be handed out or projected for the students to read. Each part sequentially adds information about the decision the individual actually made, and presents another decision required by one of the key players (Harry, the owner, in parts B and D) and Mark, the antagonist, in part C). There are three teaching objectives for this case: 1) demonstrate that limitations of a rational decision-making approach when confronted with a complex, emotionally-charged conflict situation 2) analyze a conflict situation in terms of the types of conflict observed, including antisocial work behaviour, and the conflict handling styles used by different individuals in the situation 3) evaluate the short- and long-term implications of making decisions related to antisocial workplace behaviour using different ethical frameworks. -
Please Stop Working So Hard!
A new production supervisor at an automobile engine plant has encountered his first challenging task. The production supervisor must find a way to diffuse the tension between his team leader and other machine operators on the line. The team leader, the hardest worker among the group, was repeatedly criticized for over-exerting himself in many areas of the line. The workers feared that their jobs would be in jeopardy if workaholics like the team leader started undertaking multiple tasks. In addition, the workers began to feel that they were receiving unequal treatment from the production supervisor as the team leader was given special permission to break team norms. As the morale of the group continued to deteriorate, the production supervisor wanted to confront the team leader about this unique quandary. The production supervisor needed to figure out a solution to best please the team leader and the entire group. -
Arts and Communications Counselors Inc.
The president of a small Toronto, Ontario consulting firm specializing in sponsorship and experimental marketing looks at adding a public relations division to the firm. Students are required to analyze the external environment, identify corporate strengths and weaknesses, identify qualitative pros and cons, prepare projected statements, look at the timeliness of the option, and evaluate the business plan before arriving at a final decision. -
Swagruha Foods
The Swagruha Foods case has been developed to highlight the challenge facing many small and medium enterprises (SMEs) all over the world. There are many SMEs that have successfully overcome the initial survival challenge. They have a stable base of loyal customers, are able to command attractive prices, and have built up a reputation for good quality. Yet they are unable to grow beyond a certain point. Why? What must they do to overcome the growth challenge? Swagruha Foods is a good example of an SME that has enjoyed considerable success, thanks to the dedication and commitment of the Chagarlamudi family as well as to the changing socio-economic situation in India. Yet, there are several indications that it is unable to fully exploit its growth opportunities. -
MK II: Building an American Watch Company
Against all odds, the founder of Mk II Corporation (Mk II) has started an American watch company. The founder, a former investment banker and a Wharton MBA graduate, began his venture in 2002 with no prior experience in the watchmaking trade. He started his company to produce watches in the United States during an era when U.S. manufacturing was in decline and the country had no indigenous watchmaking firms to speak of. In addition, the economy was recovering from the dotcom bust and there was intense competition from large, vertically integrated players. Despite all this, the founder has managed to deliver a few thousand watches and watch parts, and has a growing customer list. His challenge in March 2009 turns from trying to survive to figuring out how to manage Mk II's explosive growth. -
Finning International Inc.: Management Systems in 2009
A stock analyst is reviewing information about Finning International Inc. He wonders how strategy at Finning's business unit-level is translated into financial and individual performance metrics at the line of business level. The case study describes Finning's internal management systems and shows how the metrics at the various levels are in alignment with the company's overall objectives. -
Paediatric Orthopaedic Clinic at the Children's Hospital of Western Ontario (B)
The director of the Paediatric Orthopaedic Clinic (the Clinic) at the Children's Hospital of Western Ontario has a better understanding of the process flow and bottlenecks at the Clinic and also has ideas for some possible solutions. The director can turn her thoughts to addressing a recurring issue raised by the hospital's management - how the Clinic's performance should be measured. The director pondered the mission of the hospital, which was to improve access to patient care and patient safety while sustaining the hospital's ability to deliver patient care into the future. She knew the Clinic was also committed to this mission, and she was prepared to evaluate the performance of the Clinic against this mission. Once again, the monthly executive meeting was looming, and the director wanted to be in a position to present a framework for her clinic's performance evaluation. This case is suitable for introducing the concept of performance measurement in a non-profit setting as well as the pitfalls associated with collecting the information. This is a follow-up case to Paediatric Orthopaedic Clinic at the Children's Hospital of Western Ontario (A), product # 9B08D001. -
GPS-to-GO Takes on Garmin - spreadsheet
Spreadsheet for teaching note 8B09A27. -
From Patrimonio Hoy to Arte en Concreto: Tailoring a Social Responsibility Program at CEMEX Puerto Rico
This case examines how CEMEX adapted its flagship corporate social responsibility (CSR) program (Patrimonio Hoy) to the specific socio-economic realities of Puerto Rico - Fundacion Arte en Concreto (the Foundation). The Foundation was a partnership between a number of entities in the private, public and not for profit sector. For CEMEX, the main partner and founder, Arte en Concreto provided a way to promote concrete as an art form while contributing to the economic and social development of Puerto Rico. The goal of the Foundation was to rehabilitate prisoners through vocational training. The case also examines a number of external factors that affected the Foundation in 2008-09, such as global and local economic recessions, a slowdown in the construction sector, destabilizing effects for a public-private partnership of a new political party in government, and a general distrust of CEMEX's environmental record. The staff at the board of directors needed to develop a strategy that could guarantee the future of the Foundation. -
Great Recession, 2007-2010: Causes and Consequences
A recession in the U.S. economy began at the end of 2007. Concerns deepened as an epic financial crisis shattered business and consumer confidence. By the fall of 2008, the United States was in the midst of the worst recession since the 1930s, and major financial institutions were on the verge of bankruptcy. The financial crisis and recession spread around the world. Many saw a risk that the global financial system might collapse, perhaps precipitating a repetition of the lengthy economic devastation of the 1930s depression. Governments reacted by creating huge stimulus packages that greatly increased national deficits and debts, and by loosening monetary policies with interest rates close to zero and huge expansions of the money supply. In their efforts to save the financial system, governments also offered bail-out packages to banks, including loans, guarantees and equity. By the fall of 2009, the crisis had stabilized, and the appearance of green shoots gave promise of recovery. By 2010, it was possible to put the financial crisis in perspective, and to raise questions about the causes and consequences. Of particular concern was whether new regulations might be needed to prevent a recurrence, and whether some of the tighter regulations should be international in scope. A related concern was whether such regulations should be applied to non-bank financial institutions as well as banks. Governments were also trying to determine how to exit the unique fiscal and monetary positions that now seemed to put their economies at risk of ongoing deficits and future inflation. -
Rudy Wong, Investment Advisor
With stock markets in major decline, Rudy Wong, an investment advisor for a wealth management firm had to decide how best to reassure each of his clients in upcoming meetings: by communicating logical arguments based on his portfolio management expertise and analysis, or by managing emotions and attempting to re-establish his clients' faith in the markets. He also needed to re-examine the investment strategy he had developed for each client and recommend that they either stay the course with current strategies or make changes. The case allows for a rich discussion of the role of investment advisors, the importance of asset allocation, active versus passive management, investment goal setting, the global financial crisis of 2007-2009, and application of behavioral finance issues such as biases, reliance on heuristics, and framing.