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Burned-N-Turned: feeding the fracking boom

Beauvais R. Anderson (AP Professionals, Portland, Oregon, USA)
Joe Anderson (The W.A. Franke College of Business, Northern Arizona University, Flagstaff, Arizona, USA)
Susan K. Williams (The W.A. Franke College of Business, Northern Arizona University, Flagstaff, Arizona, USA)

Publication date: 10 September 2019

Issue publication date: 10 September 2019


Theoretical basis

The discussion questions relating to the case focus students’ attention on breaking away from the intuitive/emotional “boom mentality” driving their business decision and ask them to focus more on analytical decision criteria to support their “go” or “no-go” decisions.

Research methodology

The authors interviewed one of the partners of Burned-N-Turned several times and read the partners’ brief business plan for the food trailer.

Case overview/synopsis

Partners are wrapped up in the “boom mentality” in the Bakken oil fields in 2011 and jump into their decision to open a food trailer restaurant to serve the oil field workers and others. But have they omitted important considerations for their business decision?

Complexity academic level

The study is appropriate for undergrad strategic management courses. The authors have tested the compact case in three sections of capstone senior-level strategic management courses.



Disclaimer. This case is written solely for educational purposes and is not intended to represent successful or unsuccessful managerial decision making. The authors may have disguised names; financial, and other recognizable information to protect confidentiality.


Anderson, B.R., Anderson, J. and Williams, S.K. (2019), "Burned-N-Turned: feeding the fracking boom", , Vol. 15 No. 4, pp. 253-266.



Emerald Publishing Limited

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