bluuebunny/crossref_metadata_2025_split huggingface dataset:
Carolina Lunker Sauce
Authors: Calkins Timothy , Cobb Matt 
Published: March 2017

Carolina Lunker Sauce is a new product attempting to break into the fishing attractants category. The company founders are evaluating cutting the retail price of the product in order to secure distribution. Analyzing this decision forces the leaders of this struggling company to evaluate their overall new product strategy and the product’s positioning in the market.To focus on new product strategy, positioning, and pricing.
Change Without Compromise (A): The Decline and Turnaround of Temple Baptist Church
Authors: White William , Recktenwald Christopher 
Published: March 2017

Brad Powell, the newly hired senior leader of a Christian church, must lead the organization to reverse a three-decade decline and return to fulfilling its mission. Brad spent the first six months assessing the situation, building relationships, and reiterating the longstanding mission of the organization. Now, with an understanding of its history, an intimate knowledge of the immediate challenges, and a clear vision of what the organization should become, Brad is considering his strategy and next steps. As the leader of a nonprofit organization resourced by members and volunteers, Brad must lead change that produces results without compromising the mission. The B case summarizes Brad's actions and the results.To allow students to evaluate Brad's situation and advise him on the best plan for leading change at Temple Baptist Church. To demonstrate the impact of a leader on an organization's culture, and the fit between an organization's style and its mission. To allow discussion of the paradoxes a leader must manage in changing a culture, measuring financial versus nonprofit results, leading volunteers versus paid staff, upholding mission versus tradition, and leading change with limited resources.
Change Without Compromise (B): The Growth of NorthRidge Church
Authors: White William , Recktenwald Christopher 
Published: March 2017

Brad Powell, the newly hired senior leader of a Christian church, must lead the organization to reverse a three-decade decline and return to fulfilling its mission. Brad spent the first six months assessing the situation, building relationships, and reiterating the longstanding mission of the organization. Now, with an understanding of its history, an intimate knowledge of the immediate challenges, and a clear vision of what the organization should become, Brad is considering his strategy and next steps. As the leader of a nonprofit organization resourced by members and volunteers, Brad must lead change that produces results without compromising the mission. The B case summarizes Brad's actions and the results.To allow students to evaluate Brad's situation and advise him on the best plan for leading change at Temple Baptist Church. To demonstrate the impact of a leader on an organization's culture, and the fit between an organization's style and its mission. To allow discussion of the paradoxes a leader must manage in changing a culture, measuring financial versus nonprofit results, leading volunteers versus paid staff, upholding mission versus tradition, and leading change with limited resources.
Cisco Systems: Launching the ASR 1000 Series Router Using Social Media Marketing
Authors: Sawhney Mohanbir 
Published: March 2017

This case focuses on Cisco Systems' innovative probe-and-learn approach to using social media to launch its ASR 1000 Series Edge Router. The company had decided to eschew traditional print and TV media in marketing the new product and had decided instead to focus its efforts entirely on digital marketing and social media to attract the attention of its target market. The case discusses Cisco's bold plan to launch the ASR 1000 Series “virtually, visually, and virally” and the digital tactics employed by the Cisco Systems marketing team to accomplish this ambitious goal. Business marketers normally adopt a more serious and traditional approach to marketing its products but in this case Cisco had decided to buck that trend by exploring digital tools and social gaming avenues which its target client—the technical community—were increasingly frequenting. Cisco's challenge lay in whether this new approach and resultant value proposition would resonate with its technical audience and give the ASR 1000 Router the kind of publicity it needed to have. The case is set at a time when social media was burgeoning as a promising way to engage consumers more deeply with brands and products, but marketers were still experimenting with the tools and tactics of social media for marketing.Understand the relevance of social media for product launches as a function of contextual factors such as nature of product, media habits, and company credibility. Learn about the applicability of social media for business marketers in terms of its uniqueness, advantages and challenges. Recognize the relationship between campaign objectives and the value proposition for the product. Understand the evolution of social media marketing from a probe-and-learn approach to a strategy-driven process. The initial test and learn approach must be enhanced and become more strategic in the future.
Corporate Governance at Martha Stewart Living Omnimedia: Not “A Good Thing”
Authors: Shein James B. 
Published: March 2017

The case opens with Martha Stewart's 2005 release from prison following her conviction for obstructing an insider-trading investigation of her 2001 sale of personal stock. The scandal dealt a crippling blow to the powerful Martha Stewart brand and drove results at her namesake company, Martha Stewart Living Omnimedia (MSO), deep into the red. But as owner of more than 90 percent of MSO's voting shares, Stewart continued to control the company throughout the scandal.The company faced significant external challenges, including changing consumer preferences and mounting competition in all of its markets. Ad rates were under pressure as advertisers began fragmenting spending across multiple platforms, including the Internet and social media, where MSO was weak. New competitors were luring readers from MSO's flagship publication, Martha Stewart Living. And in its second biggest business, merchandising, retailing juggernauts such as Walmart and Target were crushing MSO's most important sales channel, Kmart. Internal challenges loomed even larger, with numerous failures of governance while the company attempted a turnaround.This case can be used to teach either corporate governance or turnarounds.Students will learn:

How control of shareholder voting rights by a founding executive can undermine corporate governance
The importance of independent directors and board committees
How company bylaws affect corporate governance
How to recognize and respond to early signs of stagnation
How to avoid management actions that can make a crisis worse
How weaknesses in executive leadership can push a company into crisis and foster a culture that actively prevents strategic revitalization
Culture and Compensation: Considering Performance and Variable Pay at SRF Limited
Authors: Ward John L. , Zsolnay Carol Adler , Waikar Sachin 
Published: March 2017

When a consultant recommends an overhaul of the HR compensation practices that the family business is known for and prizes, what should be the next steps?Evaluating business advice when it is contrary to one's strengths, values, and beliefs.
Danaka Corporation: Growth Portfolio Management
Authors: Jeffery Mark , Cooper Robert , Sengupta Debarshi 
Published: March 2017

A major barrier for growth of large multi-business unit firms is the inability to resource the critical initiatives to win—both in terms of dollars and people. The underpinning of the challenge involves the conflict between resourcing current cash-generating legacy businesses vs. new initiatives which may not, in the short term, produce positive financial results. Most companies do not have a formal portfolio process to deal with this fundamental issue. Danaka is a fictional company based on real business experiences. The company has strong growth markets as well as markets that are commoditizing. Unfortunately, the latter represent a sizable portion of the company's business. A framework is given that establishes a matrix to analyze the Danaka businesses using their critical financial criteria—cash generation and top-line growth. Projects are divided into four categories based on how they fit into the matrix, and resource allocations are then analyzed. Students discover that the current allocation does not enable Danaka to meet its aggressive growth goals. The case incorporates an interactive spreadsheet model in which students can dynamically change the various resource allocations and see the impact on future top-line growth. The essence of the case is how to manage the resource allocation for a multi-business unit firm when present allocations will not meet future growth goals.The key learning of this case is that when business leaders set financial goals, they must understand how they are expending their resources. More often than not, significant changes must occur that could be wrenching to the organization. The key learning objectives are: (1) realize the importance of performing a portfolio analysis; (2) discuss the issues involved in making the changes; and (3) understand how to put the decision process in place.
Doug Cook: Acquiring a Business (C)
Authors: Rogers Steven , Whitaker Scott T. 
Published: March 2017

Doug Cook, an MBA graduate, was wrestling with one of the most important career decisions of his life: Which one of three seemingly promising businesses should he acquire? Each acquisition was a viable opportunity, and each had potential to be a successful business. Cook, however, had heard numerous disconcerting stories about other entrepreneurs going through this process. He realized that until this time the biggest purchase he had made in his life was a $250,000 condominium in downtown Chicago. Acquiring one of these companies would require a financial and personal commitment greater than anything he had ever attempted. He felt a window of opportunity was closing. If he did not act now, he might find himself in the corporate world forever. Cook began by writing up a personal criteria list for his acquisition, then researching online and media sources for businesses for sale. Frustrated with that process, he hired a business broker. With the broker's help, Cook found three promising candidates from which to choose: Luxury Tassels, Inc.; Feldco Windows and Doors, Inc.; and Coyote Consulting Company. The (A) case includes income statements, pro forma forecasts, balance sheets, and organization charts for each company, in addition to Cook's financial analyses and valuation of each company. The (B) case features the letter of intent that Cook gave the owner of the company he selected. Ultimately he did purchase the company, and in the (C) case, Cook examines pathways to growing his newly acquired company.How to be entrepreneurial through acquiring a business The importance of establishing their own decision criteria regarding the type of company they would like to acquire How to research businesses for sale The issues in working with a business broker How to analyze financial statement in the context of buying the company How to make decisions and use financial analysis to support their decisions
Driving Strategic Change at The Junior League (A)
Authors: Shumate Michelle , Howard Liz Livingston , Sachin Waikar 
Published: March 2017

“Driving Strategic Change at the Junior League (A)” describes a troubled organizational environment. Challenges included a dissatisfied membership, declining membership numbers, a large diversity among local leagues, and limited resources to meet the organization's overall objectives. The case describes a “participatory roadmap” approach, drawing on the insights of comprehensive research, and highlights a strategic-change approach that focuses on participation and local-level flexibility.The (B) case examines how the Association of Junior Leagues International (AJLI) took initial steps to implement the participatory roadmap. Through a purposeful messaging strategy that involved many targets and various modes of communication, AJLI leaders sought to influence and inform active members, sustainers, and their local leaders. Further, through the use of design teams, AJLI gained deep insight into the ways that implementation might vary across local leagues. Finally, these design teams enabled AJLI to make initial gains in membership and develop a cross-league learning community.After reading and analyzing the (A) case, students should be able to:

Describe the challenges of leading organizational change in a federated membership nonprofit
Appraise different forms of data to determine the types of changes needed in a large-scale nonprofit transformation
Identify ways to unfreeze the organization, encouraging individual members' readiness for change
Formulate a plan for collaborative, large-scale organizational transformation, as opposed to a coercive strategy
Dry Goods
Authors: Shein James B. , Joyce Tim , Cornuke Brandon 
Published: March 2017

MBA students Tim Joyce and Brandon Cornuke had what they believed was a great product concept: a body powder that could be delivered in an aerosol spray. Current market-leading powders such as Gold Bond and Johnson's Baby Powder involved messy application, as they were only available in “dump-on” form. Worse, because powders deposited on top of the skin didn't adhere to it, they tended not to last long. Joyce and Cornuke believed an aerosol powder spray would solve these problems. They called their product concept Dry Goods. However, taking Dry Goods from idea to reality presented some serious challenges. How would two students without access to a lab be able to research and develop a complex chemical/physical process like aerosol delivery, let alone manufacture it once they had a proven prototype? To address these problems, the two entrepreneurs sought out a contract manufacturing partner. After identifying a number of options, Joyce and Cornuke had to decide which partner offered them the best chances of success, given their goals and financial constraints.Students will learn about the process of hiring a contract manufacturing partner to produce a new packaged good for a startup.
Fueling Sales at EuroPet
Authors: Schmedders Karl , Lyle I. Campbell 
Published: March 2017

EuroPet S.A. was a multinational company operating gas stations in many European countries. There was a growing propensity for supermarkets to attach gas stations to their retail operations, which was developing into a major threat to EuroPet. As a result, in the mid-1990s, the company began to develop and brand its own convenience stores co-located with its gas stations. However, the company was spending much more on advertising the convenience stores than its competitors did. Management now had to decide if the increase in sales attributed to advertising efforts justified the advertising spend by analyzing the market data from one large metropolitan area: Marseille, France.Students will learn: how to use cross-tabs and other marketing research tools to identify segmentation descriptors; how to analyze data and interpret results; and how these research results could guide new product development and positioning strategies in order to effectively target relevant customer segments.
Germany's Bundesliga: Does Money Score Goals?
Authors: Schmedders Karl , Snyder Charlotte , Tinz Sophie 
Published: March 2017

During one of the most nerve-wracking football matches of the 2012–2013 Bundesliga season, life-long friends Franz Dully and Max Vogel begin arguing about whether the wealth of a football club determines its success during the season. In order to disprove Vogel's claim that “money scores goals,” Dully must analyze the Bundesliga's current market values, points earned, and mid-season leader data.After analyzing the case, students will be able to compute prediction intervals, develop regression models, and interpret data. The development of the regression models asks students to choose the relevant set of independent variables, as well as determine an appropriate functional form for the regression equation. The models derived have to be evaluated as well as compared to one another. Further, the students have to interpret the quantitative findings in the context of the application.
Growing Big While Staying Small: Starbucks Harvests International Growth
Authors: Honack Richard , Waikar Sachin 
Published: March 2017

By early 2009 Starbucks had nearly 17,000 stores worldwide, with about a third of these outside the United States. Despite multibillion-dollar annual revenues, the giant coffee retailer's yearly growth had declined by half, quarterly earnings had dropped as much as 97 percent, same-store sales were negative, and its stock price was languishing. Factors such as a global economic downturn and increasing competition in the specialty coffee market from large players such as McDonald's and Dunkin' Donuts had driven this decline, resulting in the closings of hundreds of domestic stores already, with many more planned. Founder Howard Schultz, who had recently returned as CEO, and his executive team were convinced that Starbucks's growth opportunities lay overseas, where the firm already had a strong foothold in markets like Japan and the United Kingdom and was preparing to open hundreds of new stores in a variety of locations. But recent international challenges, including the closing of most Australian stores due to sluggish sales, made clear that Starbucks had more to learn about bringing its value proposition—a combination of premium coffee, superior service, and a “coffeehouse experience”—to foreign soil. The key question was not whether Starbucks could transport its value proposition overseas, but how the value proposition's three elements would play in recently entered and new markets. And the stakes of making the right international moves rose with each U.S. store closure. Schultz and his team also faced a broader question, one that applied to both their U.S. and foreign stores: Could they “grow big and stay small,” remaining a huge retailer that delivered both high-quality products and a consistently intimate and enjoyable experience to consumers worldwide? This case presents this challenge in the context of Starbucks's history, well-established value proposition, and domestic and international growth and vision.The key objectives of the case focus on the successful growth of local city brand, to a country brand, to a global brand, leaving the questions: 1. How much more can it grow? 2. Can it? 3. What is the impact of new competitors in a given market and/or the impact of the global economy on discretionary spending by a loyal customer base? 4. How important is it to the sustain a brand's core value(s) proposition when innovating for new audiences and customer preferences?
High-Speed Rail in Portugal
Authors: Besanko David , Gonçalves João Tenreiro 
Published: March 2017

Rede Alta Velocidade, SA (RAVE), the state-owned company responsible for planning and developing a major high-speed rail project in Portugal, must persuade both public officials and lenders that the project is worth undertaking. It must also make a recommendation on the appropriate organizational form for the enterprise. Specifically, it must determine the role of the Portuguese government in financing and operating the high-speed rail network, with options ranging from full development and management of the project by the public sector to completely private development and management. Lying in between these two polar cases were a variety of hybrid models, often referred to as public-private partnerships (PPPs). Using data in the case, students have the opportunity to perform a benefit-cost analysis of the project. They also must think carefully about the optimal role of the government in a major new infrastructure project.After analyzing and discussing the case, students will be able to:

Understand the nature of a global public good
Perform a back-of-the-envelope benefit-cost analysis of polio eradication
Discuss the appropriate strategy for eradicating an infectious disease
Apply game theory to analyzing which countries would be likely to contribute funds toward global polio eradication
Discuss the role of private organizations in the provision of global public goods
HP Product Variety Management
Authors: Allon Gad , Van Mieghem Jan , Kolesov Ilya 
Published: March 2017

HP sells configure-to-order products. With millions of part combinations going into an order, the challenge is deciding which parts to keep in the portfolio to balance costs with revenues. The case explains how one would approach this problem before product introduction, but focuses on managing the existing portfolio.Students will develop a systematic, data-driven approach to decide on the best product portfolio to sell for a configure-to-order business. Which SKUs are candidates for a “global core” product offering? For an extended offering? For elimination?
It's a New Day: Microsoft's Office 2007 Launch Campaign
Authors: Sawhney Mohanbir , Waikar Sachin 
Published: March 2017

Microsoft's Office team was developing the marketing communication plan for its new product, Office 2007. Office was a very mature product and several versions of the product had been introduced over more than 20 years. As such, the new version had to overcome the consumer perception that the versions of Microsoft Office that they already have are “good enough” for them. The Office 2007 marketing team has come up with a two-step campaign strategy that sought to first create awareness and intrigue using traditional media, followed by the heavy use of digital media to get consumer to experience the product through different types of “digital experiences.” The team needs to decide how much of its advertising spending it should shift from traditional media to digital media, how to design the most effective digital experiences and how to measure the effectiveness of digital experiences. The case is set at a time when digital media were emerging as a promising way to engage consumers more deeply with brands and products, but marketers were uncertain about the relative effectiveness of different digital marketing tactics and the optimal mix of traditional versus digital marketing channels for different product, market and campaign contexts.To introduce students to the possibilities of “engagement marketing” using emerging digital marketing channels To emphasize the complementary nature of traditional versus digital media and their relative effectiveness at different stages of the consumer journey from awareness to perception change to behavior. To highlight the opportunities and opportunities in designing and measuring the effectiveness of integrated marketing campaigns when digital channels are added to the marketing communications mix.