CASE Journal最新文献

{"title":"Revolving credit facility (RCF): restructuring in a crisis situation","authors":"Mario Situm","doi":"10.1108/tcj-07-2022-0138","DOIUrl":"https://doi.org/10.1108/tcj-07-2022-0138","url":null,"abstract":"\u0000Research methodology\u0000The data for the case study were collected as part of a consulting project. In an interview (orientation meeting), the management of the company outlined the key data on the company and the problem, which were used to describe the case study. The account balances of the revolving credit facility were provided as an Excel file and analyzed and processed in the follow-up. The names of the company and individuals in the case were changed to protect the identities and privacy of the involved parties.\u0000\u0000\u0000Case overview/synopsis\u0000This case represents a real practical problem, in which James was asked to take over a mandate as interim manager for a family business in a severe crisis. The crisis situation also manifested itself in the company’s severely strained liquidity situation. One of the first important measures was to enable smooth solvency or to expand the liquidity scope. An analysis of the bank balances over a longer period of time showed that the liquidity situation had already been tight for several months, but the previous management had done nothing to remedy this situation. James asked himself how he should proceed to solve this problem.\u0000\u0000\u0000Complexity academic level\u0000This case study is suitable for lectures that focus on corporate finance or financial restructuring. It should build on basic knowledge related to financing instruments and working capital. The case study can, therefore, be used for undergraduate students (Bachelor level) in a higher semester or as an introduction for Master’s students.\u0000\u0000\u0000Learning objective\u0000An instructor can use this case in courses related to finance or financial restructuring. Target groups are undergraduate students (Bachelor level) in a higher semester or as an introduction for Master’s students. Students should have prior knowledge of financing instruments and working capital management. The case shows a frequently occurring and therefore important standard case, which can be solved on the basis of the outlined procedure. After completion of the case studies, students should have a deeper understanding of basic financial principles and be able to propose how financial restructuring could be conducted in case of lack of liquidity and limits in headroom.\u0000","PeriodicalId":52298,"journal":{"name":"CASE Journal","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-04-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46218865","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Disney princess speaks out","authors":"K. Sherman, Sinéad G. Ruane","doi":"10.1108/tcj-10-2021-0189","DOIUrl":"https://doi.org/10.1108/tcj-10-2021-0189","url":null,"abstract":"\u0000Research methodology\u0000This case was developed with information gathered from publicly available secondary sources, including news articles, company annual reports, various organizational websites and social media posts. The authors pilot-tested the case in two undergraduate courses: Leadership and Labor-Management Relations.\u0000\u0000\u0000Case overview/synopsis\u0000In 2019, Abigail Disney, granddaughter of Roy Disney (co-founder of the entertainment giant The Walt Disney Company), gained considerable media attention when she publicly criticized the high compensation paid to the current Disney CEO, Robert Iger. In fact, Iger had one of the largest ratios of CEO-to-average worker pay in corporate America. Abigail Disney called for the company to reduce Iger’s compensation and to increase pay for the average Disney worker to address the perceived pay inequity.\u0000\u0000\u0000Complexity academic level\u0000This case is primarily written for the undergraduate level. The topics would be appropriate for Human Resource Management, Labor Relations, Business Ethics, Leadership, and an upper level Compensation course. It is possible that the case could also be used in a Business Strategy or Economics course if supporting documents are provided.\u0000","PeriodicalId":52298,"journal":{"name":"CASE Journal","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43541514","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Tesla, Inc.: addressing ESG challenges","authors":"R. Subramanian","doi":"10.1108/tcj-12-2022-0198","DOIUrl":"https://doi.org/10.1108/tcj-12-2022-0198","url":null,"abstract":"\u0000Research methodology\u0000This case is based on primary archival research. The original reports from MSCI, Sustainalytics and S&P 500 formed the foundation of the case in addition to the 144-page Tesla’s 2021 Impact Report. Secondary sources were used to provide contextual information. All sources are cited as endnotes.\u0000\u0000\u0000Case overview/synopsis\u0000In June 2022, Tesla, Inc., the Austin, Texas-based electric car company faced a number of challenges that called into question its environmental, social and governance (ESG) credentials. Questioning the company’s corporate governance practices, SOC Capital, a watchdog organization publicly released a letter that it had sent to the United States Securities and Exchange Commission where it had demanded that the agency sanction the company for not replacing an independent director at its next stockholder meeting. The State of California’s Department of Fair Housing and Employment filed a lawsuit alleging various counts of discrimination at Tesla’s manufacturing facility in Fremont, California. S&P Global removed the company from its index of ESG companies. This action had negative consequences for the company’s stock price. Tesla’s board of directors, led by Robyn M. Denholm, had to address Tesla’s overall approach to ESG in light of these challenges.\u0000\u0000\u0000Complexity academic level\u0000The case is suitable for an upper-level undergraduate or an MBA course on strategy or strategic management.The issues in the case involve the stakeholder perspective, corporate governance and the purpose of a firm. Instructors face two choices here: using this case early in the course introduces the broader stakeholder perspective early on without addressing it as an afterthought at the very end of the course. The other choice is to use it at the end because most strategy textbooks cover these topics at the back end.\u0000","PeriodicalId":52298,"journal":{"name":"CASE Journal","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-03-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46139624","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"European Super League: designing “new” football","authors":"T. Jayakumar, Lakshay Grover","doi":"10.1108/tcj-09-2021-0157","DOIUrl":"https://doi.org/10.1108/tcj-09-2021-0157","url":null,"abstract":"\u0000Purpose\u0000The purpose of this study is to use design thinking principles to understand the failure of the ‘new’ European Super League, and also understand how it could be redesigned.\u0000\u0000\u0000Research methodology\u0000This case has been developed from secondary sources, including news reports, social media sites, annual reports and websites of the Union of European Football Associations and the European football clubs. This case was classroom-tested with post-graduate management students in a design thinking course in May 2021 at an Indian business school, S.P. Jain Institute of Management & Research, in Mumbai, India.\u0000\u0000\u0000Case overview/synopsis\u0000In April 2021, a new football league – the European Super League, is announced as a breakaway rebel league, in direct competition with United European Footballers Association's Champions League. It is backed by the top 12 European clubs and officials in European football, besides the US investment bank, JP Morgan. The new league is touted as one intended to save football. It is, however, denounced by fans and shunned almost universally. The league, which has been planned for the past three and half years, faces collapse. Why did the European Super League fail? How could the founders design a new league?\u0000\u0000\u0000Complexity academic level\u0000This case could be used in an undergraduate or MBA classroom or an executive education programme in a design thinking course. It can also be used to teach marketing courses such as marketing strategy, new product development and consumer behaviour.\u0000","PeriodicalId":52298,"journal":{"name":"CASE Journal","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44605364","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Upscaling brand image: UNIQLO Japan","authors":"Yuri Taira, David J. Hardisty, Rui Jorge B. Basto da Silva","doi":"10.1108/tcj-07-2021-0098","DOIUrl":"https://doi.org/10.1108/tcj-07-2021-0098","url":null,"abstract":"\u0000Research methodology\u0000The authors analyzed data and information mainly from the company’s annual reports and the books written by the CEO.\u0000\u0000\u0000Case overview/synopsis\u0000How and when can a “value” brand upscale its brand image? In the wake of the financial crisis of 2007–2008, UNIQLO – Japan’s street fashion brand – considered introducing a new brand collaboration. They needed to capture the attention of younger, more fashionable consumers. However, people were tightening their spending as they faced uncertainties related to their jobs and wealth. Even though UNIQLO had had a steady growth in sales for the previous 24 years, it was questionable whether it was strategically a good time to launch a premium brand collaboration. And if so, who was the right partner? High-end designer Jil Sander, fashionable New York-based Theory or emerging French “casual luxury” brand Comptoir des Cotonniers?\u0000\u0000\u0000Complexity academic level\u0000This case is about the challenges faced by a low-priced brand to collaborate with a high-end brand to enhance the brand image. It explores the important elements to take into consideration when evaluating launching collaboration using the high-end brand’s name. The students will learn how to examine the risks and benefits of creating a new image for the core brand. If the students had learnt branding or brand extension before, this case can be used to teach how consumer’s perception affects brand extension and the target market’s impact on pricing and distribution strategies. It can be used for a marketing course at the MBA level to explore the concepts in a growing company’s brand image or an undergraduate specialized course in brand management or marketing management. The students also learn how the fashion industry’s supply chain management works to adapt to rapidly changing fashion trends.\u0000","PeriodicalId":52298,"journal":{"name":"CASE Journal","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-03-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46700827","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Nestlé India Limited: comeback after the Maggi fiasco","authors":"P. S. Akhter, Sanjana Prusty, L. K. Jena","doi":"10.1108/tcj-06-2022-0115","DOIUrl":"https://doi.org/10.1108/tcj-06-2022-0115","url":null,"abstract":"\u0000Research methodology\u0000We have used data mostly from published sources like The Economic Times, Forbes, The Times of India and the annual reports of Nestlé India Ltd. Because we classify it as a Teaching Case Study as per the guidelines of Emerald Publishing, we have ensured that any data presented in the case has been acquired only from published sources and is not internal company data. Citations have also been provided wherever necessary.\u0000\u0000\u0000Case overview/synopsis\u0000On 6 June 2015, Nestlé India’s top product Maggi instant noodles was banned nationwide for an unspecified period. The ban was imposed due to allegations of Maggi containing high amounts of lead and message, and consequently violating the food safety standards. What followed was the destruction of massive stocks of Maggi which had been taken off from shelves of stores countrywide. Furthermore, the company faced a huge blow financially as its sales plummeted. This case delves into how Nestlé India adopted relevant strategies to successfully avert the Maggi crisis. Some remedial measures included appointing a Managing Director who understood the market, improving the communication channel and boosting the churn out of new products along with greater emphasis on marketing and advertising.\u0000\u0000\u0000Complexity academic level\u0000This case is aimed mainly at undergraduate level students in the field of management studies and public relations management. This case is also relevant for students pursuing a specialization in Crisis Communication, Public Relations, Marketing and Organizational Change.\u0000","PeriodicalId":52298,"journal":{"name":"CASE Journal","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-02-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44898150","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Sean Ansett and workers’ rights in a Tunisian leather goods factory","authors":"Y. Wong, Lihua Wang, G. Ungson","doi":"10.1108/tcj-05-2022-0093","DOIUrl":"https://doi.org/10.1108/tcj-05-2022-0093","url":null,"abstract":"\u0000Research methodology\u0000This case is based on an in-depth interview with Sean Ansett on March 6, 2020 in San Francisco. For a good reference book on the interview method in social science, please see Seidman (2019). Ansett is an alumnus of the Lam Family College of Business at San Francisco State University. A follow-up interview was conducted on December 13, 2021, via Zoom. The case situations are factual, but the names of the luxury brand, the factory and the Tunisian social auditing firm were disguised. Selected video clips of the interviews are available upon request.\u0000\u0000\u0000Case overview/synopsis\u0000In 2010, Sean Ansett, a social auditor with more than 25 years of experience in promoting workers’ rights in the global supply chain, faced a momentous decision. He was hired by a luxury brand company to conduct a social audit of a Tunisian leather goods factory. During his visit to the factory, he observed the troubling signs of child labor and alarming health and safety concerns in the work environment. Should he report the factory’s situation to the local authority? What should he advise his client, the luxury brand company, to do? Ansett realized that this was not a cut-and-dried decision as reporting to the local authority may affect workers adversely if the factory was closed. This case highlights the ethical dilemmas of human rights in the global supply chain. It also raises critical questions for multinational firms regarding what constitutes an ethical brand and how to ensure effective code of conduct implementation.\u0000\u0000\u0000Complexity academic level\u0000This case can be used in undergraduate or graduate business courses or curated sessions and seminars related to corporate social responsibility, ethics and social auditing in supply chain management.\u0000","PeriodicalId":52298,"journal":{"name":"CASE Journal","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-02-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42610997","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Direct relief: a tradition of public service efficiency in global humanitarianism","authors":"Manuel Hensmans, Maria Ballesteros-Sola, Dean Axelrod","doi":"10.1108/tcj-06-2021-0084","DOIUrl":"https://doi.org/10.1108/tcj-06-2021-0084","url":null,"abstract":"\u0000Theoretical basis\u0000The case and discussion questions posed will allow the instructors the opportunity to introduce critical strategic concepts from strategic, nonprofit management and social enterprise literature. Specifically, (1) strategic transformation: countering drift and anticipating future trends and crises; (2) types of leadership: transactional versus transformational; (3) hybridity and mission drift; and (4) nonprofit funding models, the starvation cycle and the overhead myth.\u0000\u0000\u0000Research methodology\u0000Both primary and secondary sources have been used to prepare the case. The first two authors had the opportunity to interview Thomas Tighe, Direct Relief’s (DR) President and CEO in July of 2019. The interview lasted one hour and was transcribed by one of the authors and reviewed by the other two authors for accuracy. In addition, the authors conducted nonparticipant observations in DR’s headquarters in Santa Barbara (California). Given the longevity and media exposure of the organization, extensive internal and external archival data was also available for the analysis.\u0000\u0000\u0000Case overview/synopsis\u0000This real and undisguised case is based on DR, a +70-year-old humanitarian $1.2bn nonprofit organization headquartered in California (USA). From its headquarters in Santa Barbara, DR responds to emergencies and delivers medical support for vulnerable people affected by poverty, natural disasters and civil unrest in all 50 US states, six US territories including Puerto Rico and US Virgin Islands, and in more than 90 countries.\u0000The case presents Thomas Tighe, DR’s President and CEO, reflecting in late 2018 on the transformation and growth that the organization had experienced since he started his tenure in 2000. Specifically, he is considering the most effective way to allocate an unrestricted recent cash donation. Should DR spend that money on traditional fundraising, reducing its efficiency rate, or should DR take a long-term approach and use the funds to build long-term capabilities? In addition, the case outlines the history and evolution of DR over its more than 70 years of existence, the CEO’s background and motivations, as well as a detailed description of the organization’s revenue portfolio. Students will have an opportunity to learn about a unique nonprofit named among “the world’s most non-for-profit organizations” by Fast Company; DR was also included in the Charity Navigator’s list of the “10 Best Charities Everyone’s Heard of.” In addition, in January 2009, DR was designated as a Verified-Accredited Distributor by The National Association of Boards of Pharmacy, which placed it as the first nonprofit to receive this designation to deliver prescription medicines to all 50 US states. Throughout Tighe’s tenure, DR had been lauded for its fundraising efficiency. The unique distinction to DR’s efficiency is its tradition of adopting new technologies and modern business practices for humanitarian purposes.\u0000Students will learn how DR, under the ","PeriodicalId":52298,"journal":{"name":"CASE Journal","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-02-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48327756","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Re-planning a fundraising event during a global pandemic","authors":"S. Cholette","doi":"10.1108/tcj-03-2022-0049","DOIUrl":"https://doi.org/10.1108/tcj-03-2022-0049","url":null,"abstract":"\u0000Research methodology\u0000The case recounts actual events and embeds information that has either been provided by the organization or that is publicly available from secondary sources, such as links to news articles, the organization’s financial report and videos. The protagonist is a real person, although identified only by first name, and she was interviewed extensively and provided planning documents.\u0000\u0000\u0000Case overview/synopsis\u0000The case addresses fundamental project management concepts via a nonprofit’s fundraising event that had to be shifted to online delivery during the early days of COVID. Students take the perspective of advising the protagonist, a key member of the event committee. As if this substantive re-plan during a pandemic was not challenging enough, the committee had the additional complication of integrating a fundraising management system into the organization in time to support the event. Students must work through detailed planning and calculations and also need to think more broadly about appropriate tradeoffs and justify them in their recommendations.\u0000\u0000\u0000Complexity academic level\u0000As this case has students work with concepts and skills central to project management and has involves a mix of applying, analyzing and evaluation outcomes, it can be used within operations management or project management courses for either undergraduate senior-level or early graduate-level business or engineering students. It has already been assigned in project management courses in two separate MBA programs. The case required no substantial revisions, and feedback from student evaluations show that it was perceived positively in both classes.\u0000","PeriodicalId":52298,"journal":{"name":"CASE Journal","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-02-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46210143","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Masuum baby food – a positioning conundrum","authors":"M. S, Jayanthi Thanigan, S. Reddy N.","doi":"10.1108/tcj-01-2022-0003","DOIUrl":"https://doi.org/10.1108/tcj-01-2022-0003","url":null,"abstract":"\u0000Research methodology\u0000Primary and secondary data.\u0000\u0000\u0000Case overview/synopsis\u0000This case is set in the year 1987 when many parts in India were milk deficient. Seasonal and cyclical shortages were more of a norm. There were however early signals that the cooperative dairying model across the country was gaining momentum and the milk production in the country was poised for a sharp upswing.\u0000Masuum baby food is a winning brand in Shalanda Milk Foods portfolio with a top-line revenue of Rs 300m per annum, contributing to 60% of the firm’s revenue and registering a healthy 14% annual growth.\u0000The brand was used as an additive for tea and coffee, a purpose for which it was not intended, apart from it being used as a baby food, which of course was the intended purpose.\u0000The World Health Organisation had proposed a code which among other things proscribed brand advertisement and promotion of baby food with a view to promote mother’s milk for infants.\u0000Though the brand sales seemed to continue to grow, thanks to demand operating above supply, there was a realization that the brand could head into an identity crisis and the fact that it cannot speak for itself could be damning.\u0000The protagonist in the case came up with a strategy to launch a new brand with the same composition as Masuum and in a controlled manner transfer volume from Masuum to new brand. Even while appreciating the protagonist’s recommendation, the Managing Director exhorts him to come up with a stronger rationale for launching a new product and review whether it constitutes a comprehensive solution.\u0000\u0000\u0000Complexity academic level\u0000This case can be used at the Master’s in business administration level in the Marketing Management course. This case should be scheduled after covering topics on segmentation, targeting, positioning and brand.\u0000This case can also be used to introduce case methodology as it follows the framework of sharply defining a problem, explaining the relationships amongst variables, identifying and evaluating solution choices, and recommending the most effective.\u0000","PeriodicalId":52298,"journal":{"name":"CASE Journal","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-02-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44838081","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}