個案總覽

In recent years design has emerged as a critical factor in the success of many new products. This case exercise provides a hands-on way to experience the design process and offers a structured approach for incorporating key considerations that can aid in effective design. Students are asked to generate ideas for the design of a new reusable travel coffee mug. Relevant information on the consumer coffee market and on existing coffee mugs is provided. To assist students in this task, they are presented with an approach employed by the design firm RKS and which has been called Psycho-Aesthetics (PA) by its pioneer Ravi Sawhney. The PA process involves in-depth market research and visualization, a lens to assess existing competitive offerings, the creation of potential customer personas, and imagining a "hero's journey." When combined, these analyses allow designers to conceive elements that will result in a new product or service that delivers a unique customer connection for a specific target market. The exercise gives students an example of a company that successfully used PA principles to design and launch a new reusable water bottle in the late-2000s. It then asks them to follow the PA process to design a reusable travel coffee mug. The exercise includes exhibits to help students visualize the market, and an appendix with a detailed explanation of the PA process.

This exercise asks students to use consolidated balance sheets and statements of stockholders' equity for ConAgra Foods, Inc., to help them answer three questions pertaining to the issuance of stock shares, stock repurchasing, and cash dividends.

What's better than a Just Baked cupcake? Nothing really, especially when inventory decisions about the cupcakes are also so good that customers are satisfied, stores are profitable, and the company grows. This classroom exercise leads students through stepwise computations applying proven inventory management rules to make retail store stocking and material purchasing decisions effectively. Hints are provided to assure success in learning and applying the concepts laid out in WDI Publishing' Note on Managing Inventories (1-429-246), also by Eric Svaan.

The case presents a role play between a buyer and a seller who must negotiate a price for a perishable but rare commodity. The case covers the dilemma faced by buyers and sellers when they are in possession of limited information but must still attempt to negotiate a best-case scenario for themselves. This case involves the seller and is used with The Cinnamon Case: Sales Negotiation (Role Play) - (B) The Buyer (W12259).

The case presents a role play between a buyer and a seller who must negotiate a price for a perishable but rare commodity. The case covers the dilemma faced by buyers and sellers when they are in possession of limited information but must still attempt to negotiate a best-case scenario for themselves. This case involves the buyer and is used with The Cinnamon Case: Sales Negotiation (Role Play) - (A) The Seller (W12258).

This is one exercise in a 4-part series entitled Job Offer Negotiation Exercises. This exercise gives participants the opportunity to act as the Maximum Motivation candidate in a job offer negotiation. The purpose of this role-play case series is to give participants the opportunity to experience a job offer negotiation as both the job candidate and the employer. The exercise involves two distinct negotiation scenarios, allowing participants the opportunity to play both roles and to practice and apply concepts and skills learned in the first negotiation session. If desired, only one of the two scenarios can be negotiated if only one hour is available for the activity. One negotiation occurs for a job with a company called Maximum Motivation (A and B cases) and the other is for a job with a company called People Power (C and D cases). Participants work in pairs, with one playing the role of the job candidate and the other playing the role of the company representative. In both scenarios, the company considers the candidate to be the top applicant and would like to finalize the hire. Also in both scenarios, the job candidate has an acceptable alternative - another job offer from a rival company called PerformanceMax - and needs to accept or decline the PerformanceMax offer the next day. Thus, it is important that both sides reach an acceptable employment arrangement during this negotiation, or the candidate will not be hired. When both sides have negotiated an acceptable agreement, or when either partner decides to end the negotiation, the negotiation is over. After group discussion, participants find a different partner who last played the opposite role, switch roles, and complete the second negotiation scenario.

Supplement for case W12227,

Supplement for case W12227 and W12228

Supplement for case W12227, W12228 and W12229

This is one exercise in a 4-part series entitled Job Offer Negotiation Exercises. This exercise gives participants the opportunity to act as the Maximum Motivation candidate in a job offer negotiation.<br><br>The purpose of this role-play case series is to give participants the opportunity to experience a job offer negotiation as both the job candidate and the employer. The exercise involves two distinct negotiation scenarios, allowing participants the opportunity to play both roles and to practice and apply concepts and skills learned in the first negotiation session. If desired, only one of the two scenarios can be negotiated if only one hour is available for the activity. One negotiation occurs for a job with a company called Maximum Motivation (A and B cases) and the other is for a job with a company called People Power (C and D cases). Participants work in pairs, with one playing the role of the job candidate and the other playing the role of the company representative. In both scenarios, the company considers the candidate to be the top applicant and would like to finalize the hire. Also in both scenarios, the job candidate has an acceptable alternative — another job offer from a rival company called PerformanceMax — and needs to accept or decline the PerformanceMax offer the next day. Thus, it is important that both sides reach an acceptable employment arrangement during this negotiation, or the candidate will not be hired. When both sides have negotiated an acceptable agreement, or when either partner decides to end the negotiation, the negotiation is over. After group discussion, participants find a different partner who last played the opposite role, switch roles, and complete the second negotiation scenario.

This is one exercise in a 4-part series entitled Job Offer Negotiation Exercises. This exercise gives participants the opportunity to act as the Maximum Motivation representative in a job offer negotiation.

This is one exercise in a 4-part series entitled Job Offer Negotiation Exercises. This exercise gives participants the opportunity to act as the candidate in a job offer negotiation with People Power.

This is one exercise in a 4-part series entitled Job Offer Negotiation Exercises. This exercise gives participants the opportunity to act as the People Power representative in a job offer negotiation.

This case is a critical introduction, for business students, to the significance of cash flow statements. First students evaluate the cash flow statements of four "mystery" companies and recommend one for an acquisition. After making a recommendation in class, students are given more information, namely risk assessments and audit opinions, and reevaluate their recommendations. Finally, students learn the surprising identities of the "mystery" companies. Note that students should not view Cases (B) and (C) prior to completing the homework. Cases (B) and (C) are found in the case teaching note that is available only to registered business educators.

The purpose of this exercise is to assess students’ group leadership and followership skills. Participants prepare for the exercise individually by reading six mini-cases that describe people-management challenges and then selecting a solution for these challenges from the options provided at the end of each case. During the exercise, participants are randomly assigned to discussion groups of five to six members, where each person serves as a leader for one case and as a participant for the remaining five case discussions. The discussions give participants the opportunity to exhibit effective leader and follower group behaviours and to demonstrate their oral communication, judgment, and decision-making skills. Self-assessment and group observation forms are provided.

In the Competition Simulator Exercise, students explore through trial and error some important economic foundations of competitive strategy and managerial economics. In particular, the nine simulator exercises let students explore horizontal differentiation with and without price setting, strategic complements and substitutes and their implications for commitment and for first-mover advantage, the effect of the number of competitors on the competitiveness of a market, capacity limitations and judo economics, natural monopoly and the effect of market size, technology choice as entry deterrence, endogenous economies of scale, and capacity limitation in commodity markets. It can be used to introduce these concepts without necessarily relying on a lot of math or as an intuitive complement to a more mathematical exposition.

Ponce de Leon (POL) is a four-party negotiation exercise in which a film studio is trying to sign a major actress to star in an upcoming movie. The negotiation centers around the different extrinsic and intrinsic motivations underlying each of these party's approach to the movie, and therefore to the negotiation. The exercise allows exploration of the risks of "monetizing" different types of extrinsic (e.g. pay, awards, status) and intrinsic (e.g. love of the work, values) motivation.

Ponce de Leon (POL) is a four-party negotiation exercise in which a film studio is trying to sign a major actress to star in an upcoming movie. The negotiation centers around the different extrinsic and intrinsic motivations underlying each of these party's approach to the movie, and therefore to the negotiation. The exercise allows exploration of the risks of "monetizing" different types of extrinsic (e.g. pay, awards, status) and intrinsic (e.g. love of the work, values) motivation.

Ponce de Leon (POL) is a four-party negotiation exercise in which a film studio is trying to sign a major actress to star in an upcoming movie. The negotiation centers around the different extrinsic and intrinsic motivations underlying each of these party's approach to the movie, and therefore to the negotiation. The exercise allows exploration of the risks of "monetizing" different types of extrinsic (e.g. pay, awards, status) and intrinsic (e.g. love of the work, values) motivation.

Ponce de Leon (POL) is a four-party negotiation exercise in which a film studio is trying to sign a major actress to star in an upcoming movie. The negotiation centers around the different extrinsic and intrinsic motivations underlying each of these party's approach to the movie, and therefore to the negotiation. The exercise allows exploration of the risks of "monetizing" different types of extrinsic (e.g. pay, awards, status) and intrinsic (e.g. love of the work, values) motivation.