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At the April 2013 meeting of the Board of the Seacoast Science Center (SSC), the major issues for Board discussion were adoption of a new "elevator pitch" and whether to take on a new responsibility, saving marine mammals. The "elevator pitch" was designed to clarify the SSC's mission statement and make explanation of the SSC easier and more consistent. Marine Mammal Rescue (MMR) would be an entirely new activity for the Center. Marine mammals were protected under federal law. The New England Aquarium had been responsible for evaluating the condition of marine mammals, chiefly seals, that came ashore on New Hampshire beaches, but was not renewing its federal contract as of January, 2014. The SSC was the only organization that could take over. Some SSC personnel had volunteered with seal rescues. Wendy Lull, SSC President, needed unanimous approval from the board before SSC could apply for the federal contract. Board discussion was heated, focused primarily on cost and on mission fit. The case ends late in meeting, without a vote having yet been taken. Students may be asked how they would vote on this new project.

Sarah Brown, co-owner and manager of the Green Alliance (GA), a for-profit company developed to foster and promote corporate sustainability was concerned about the future of the relatively new venture. The economic recession had slowed growth drastically in the first months of 2010, and the GA had yet to break even. Andrew Kellar, Sarah, and a silent partner who had since exited the company, had started the Green Alliance (GA) in 2008 to develop a coalition of companies devoted to spreading the concept of sustainability through cooperative efforts. The companies which became members of the GA would receive a sustainability and "Green" audit and rating. Individuals who became members of the GA could receive discounts from the corporate members of the GA. The GA was limited to the Seacoast area of New Hampshire, as of early 2010. Both Sarah and Andrew felt that there were more opportunities for expansion in that area. Kellar also felt that the company could replicate the business model in other geographic areas. A question was left as to how to accomplish any expansion. Sarah also knew that some people might become competitors in other areas.

Wendy Lull, President of the non-profit Seacoast Science Center (SSC), was considering a substantial increase in the admission fee for the SSC facility in early 2008. The SSC's mission, "To create connections to nature through personal experience," was carried out through educational programs and exhibits targeting all ages. A number of new exhibits brought the flora and fauna of the seacoast of New Hampshire vividly to life, and illustrated many aspects of humans' interactions with the sea. Lull reviewed the changes since the SSC had become independent in 2001. There had been two major expansions, the most recent being an interactive learning studio that had opened in November 2007. She felt that the fee increase would help to cover a persistent $50,000 deficit in operating income. However, a fee increase might reduce visitation, which was already growing slowly, at best. A more fundamental strategic question might be whether the SSC should seek to grow, and if so, how.

John Calhoun, one of two brothers who own Stratton Auto, of Stratton, Vermont, has been contacted by Tyler Mann, the owner of one of the firms that wholesales Stratton's unwanted used cars. Mann has been asked for a kickback in return for receiving good-condition used cars from Stratton Auto at a discount, by Blake Power, a Sales Manager at Stratton Auto. Mann had previously provided a small kickback for the purchase of one car, but Power was now asking for much more. Calhoun investigates the situation, reviews a past precedent, and talks to a senior sales manager. After discussing the situation with his brother John Calhoun confronts Blake concerning the situation. Blake admits to the facts as stated, but does not apologize for his actions. Calhoun is concerned that firing Power might be a problem since it is now close to Christmas. He is also concerned with the impact any decision will have on his employees. Both brothers pride themselves on their ethical, employee, and community oriented practices. The case concludes with Calhoun wondering what to do.

The three founding members of The Mammals--Tao Rodriguez-Seeger, Ruth Ungar, and Mike Merenda--were facing a major decision. In the year just ending, the string band specializing in folk rock music had played over 160 concerts, earning approximately $100,000 in gross revenues but leaving little time to write or prepare new music. Signature Sounds Records had offered the group a recording contract. They needed to decide whether to accept the record deal and leverage Signature Sounds' financial and marketing resources or to remain independent. Would the record label want them to tone down their sometimes-controversial songs and compromise their artistic values? They also had questions as to the role of their two backup musicians, Mike's brother and a childhood friend. Should they join The Mammals on a permanent basis? The case presents information on the music industry in general and the folk segment in particular.

Mike Valenti, founder and president of Michael's Homestyle Pasta of Connecticut, has just finished a four-hour conference call with his top managers, his lawyer and Fred Jones, the Quality Assurance manager at Southern Pasta Company. Michael's had acquired Southern, a Florida firm, three weeks earlier, on December 10, 2001. It had taken the quality assurance manager until early in the morning of New Year's Eve day, Monday, 2001, to admit to Ted Brewer, V.P. of Operations for Michael's, that he had been falsifying safety inspections of Southern products. He told Brewer that the seafood stuffed pasta shells leaving the Southern plant had been contaminated with salmonella. Much of the last batch of product had been sent to Southern's largest customer, a national chain of 200 restaurants. Michael's had purchased Southern, in no small part, to capture this account. Jones stated that the president of Southern, an Austrian national, had coerced him into falsifying the quality control reports. Brewer has told Valenti that some of the tainted product had been stopped before it was shipped. The discussion leads to options that the management team could follow. Since New Year's Eve is one of the largest sales days of the year for restaurants, Valenti knows that he has to do something quickly. He also knows that, regardless of what he does, the reputation and future of his company rest on the outcome of his actions. He is considering what to do at the end of the case, late in the afternoon of New Year's Eve day.