學門類別
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
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- Economics
- Teaching & the Case Method
最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Conundrum Calls (B)
內容大綱
Having just moved from the sales department to the marketing team at a start-up, Lisa is confronted with a dilemma. Part of the reason she switched departments was to improve the strained relationship between the two departments. Her first assignment is to call competitors, pretending to be a customer, to get their pricing information. Lisa doesn't want to lie, but feels a responsibility to her new boss, her old boss who advocated for her, and both her new and old departments. This B case describes her decision and its consequences. Lisa recognizes that she actually had more options to act ethically than she had thought, and decides to be more thoughtful and prepared for similar dilemmas in the future.