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1 – 9 of 9Anne Coughlan and Erica Goldman
Mary Kay is one of the best-known direct sellers of women's cosmetics in the world. Its channel strategy is to use independent beauty consultants, who are independent…
Abstract
Mary Kay is one of the best-known direct sellers of women's cosmetics in the world. Its channel strategy is to use independent beauty consultants, who are independent distributors, to sell directly to consumers. Its compensation plan is multilevel, providing commissions to distributors on their own sales as well as the sales of the distributors they recruit. At the time of the case, the company is grappling with a well-established change in consumer behavior—the decline of the stay-at-home mom as she returns to the workforce—combined with the opportunities offered by Internet selling. Focuses on the company's efforts to move with consumer demand and behavior, while remaining true to its core goal of “Improving Women's Lives.” Discusses ways Internet technology can be used throughout the company's channel and supply chain structure, not just as a route to market.
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Rana Haq, Joanne Pearce and Theresa Nyabeze
The case study will help improve systemic gender-related challenges for women in STEM, male-dominated nontraditional workplaces, such as mining, and contribute to CASE FOR WOMEN…
Abstract
Social implications
The case study will help improve systemic gender-related challenges for women in STEM, male-dominated nontraditional workplaces, such as mining, and contribute to CASE FOR WOMEN database of women-centered business teaching cases.
Learning outcomes
The learning objectives are as follows: discuss gender issues in nontraditional science, technology, engineering, mathematics (STEM)–related male-dominated industries; conduct a strategic competitive strengths and weaknesses, the opportunities and threats analysis and political, economic, social, technological, legal and environmental analysis; evaluate relevant information and decision criteria to assess the options; provide recommendations for strengthening vision mission and strategy; and analyze the business model using the Business Model Canvas.
Case overview/Synopsis
Alicia Woods (she/her), founder of Covergalls Inc., was facing an unexpected challenge during the COVID-19 worldwide pandemic restrictions and lockdowns which had created an unprecedented disruption to her business. Should Covergalls continue on its current path, or was it time to branch out?
Complexity academic level
This case is suitable for diversity, equality and inclusion, strategic management, entrepreneurship, marketing or leadership courses at the undergraduate BBA and graduate MBA level on campus or online.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CCS 3: Entrepreneurship.
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James Shein and Loredana Yamada
Sara Lee Corporation's acquisition binge in the 1980s and 1990s left the company with a portfolio of vastly different businesses operating independently of one another. It had…
Abstract
Sara Lee Corporation's acquisition binge in the 1980s and 1990s left the company with a portfolio of vastly different businesses operating independently of one another. It had experienced rapid top-line growth, but at the same time cash flows had declined. Sara Lee ignored both internal and external warning signs until a major transformation plan became necessary. This case examines the company's multiple turnaround attempts. The learning objective of the case is to analyze “early stage” turnaround efforts by examining how the company found itself in decline, evaluating its attempts to improve its performance, and assessing the turnaround plan.
(1) Learn to identify a specific challenging moment when reading and analyzing a turnaround plan; (2) address the implementation problems of an early stage turnaround and discuss exit options; (3) evaluate when a change of long-held beliefs and decades-long strategy by a company is warranted; (4) evaluate Sara Lee's marketing strategies in light of the disappointed retail and wholesale customers; and (5) show the similarities in traits between turnaround managers and high-growth entrepreneurs.
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Sarit Markovich, Anirudh Parasher Malkani, Andrew Tseng and Evan Meagher
Founded in San Francisco in 2009, Square finished 2012 as the darling of Silicon Valley; flush with more than $340 million in funding, the firm had grown to several hundred…
Abstract
Founded in San Francisco in 2009, Square finished 2012 as the darling of Silicon Valley; flush with more than $340 million in funding, the firm had grown to several hundred employees in just three short years. It processed more than $10 billion annually in credit and debit card payments from small business owners that used Square’s smartphone-enabled card swipe device wherever cellular or wireless Internet service was available.
However, Square’s success had attracted new entrants into the mobile payments processing space, both in the United States and abroad, threatening to derail the company’s remarkable trajectory. With its latest financing round valuing the company in excess of $3.4 billion, management and investors were considering which strategies would continue—even accelerate—the company’s growth
Square presents an opportunity for classes in strategy and technology management to contemplate the following:
How can a startup disrupt an established set of incumbents without provoking a harsh competitive response?
How can a growth company in a rapidly changing industry expand beyond the core competency that fueled its initial growth?
Which growth platforms make the most sense for a company in a complicated ecosystem with many players offering divergent solutions?
How can a startup disrupt an established set of incumbents without provoking a harsh competitive response?
How can a growth company in a rapidly changing industry expand beyond the core competency that fueled its initial growth?
Which growth platforms make the most sense for a company in a complicated ecosystem with many players offering divergent solutions?
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Pallavi Datta, Sathiyaseelan Balasundaram, Rekha Hitha Aranha and Vijaya Chandran
The learning objectives are intended to stimulate the students’ comprehension of the various challenges faced by Indian startups in the digital ecosystem. With the changing…
Abstract
Learning outcomes
The learning objectives are intended to stimulate the students’ comprehension of the various challenges faced by Indian startups in the digital ecosystem. With the changing working dynamics in organizations around the globe, managers are expected to explore unconventional business models to facilitate operational growth. The case study is a valuable resource for graduate students to enhance and evolve their critical thinking and solution-oriented skills as forthcoming managers of digital businesses. Students should be able to analyze the case, respond to the questions and evaluate the consequences of workplace flexibility, moonlighting and its applicability in an organizational context. With the Indian Government introducing schemes such as the Digital India initiative and Startup India, it is predicted that numerous startups will opt for digital business standards and a remote work approach. The case bridges classroom theories and a real-life digital company to help students connect with emerging market scenarios.
Case overview/synopsis
During the digital era, India witnessed a shift in companies’ work culture, which amplified when COVID-19 hit the country. Organizations started to work remotely and experienced the numerous benefits it brought. The comfort of working from home was greater for digital businesses whose significant operations could be performed online. However, is it really that productive for digital companies to telecommute? The case illustrates how a digital company, Career Pandit, formed in 2018, unfurls and expands its business and further highlights the challenges the pandemic raised concerning people management. In addition to the discussion, the purpose of the case is to determine the implication of workplace flexibility and moonlighting and how Indian startups cope with the uncertain future challenges it brings.
Complexity academic level
Under graduate and postgraduate students.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 6: Human Resource Management.
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Can the return of its founding CEO turn a lagging Starbucks around? Howard Shultz must map a strategy that addresses the company's decreasing sales and perhaps too rapid growth…
Abstract
Can the return of its founding CEO turn a lagging Starbucks around? Howard Shultz must map a strategy that addresses the company's decreasing sales and perhaps too rapid growth. Had the previous CEO's efforts to streamline operations compromised the Starbucks experience or was a changing economy to blame? Schultz considers whether to close existing stores, slow U.S. growth while expanding overseas, and improve the customer experience, which he believed had eroded the company's value proposition.
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Karyl B. Leggio, Marilyn L. Taylor and Jana Utter
This case looks at the design and implementation of a risk management strategy. It reviews the early moves by Great Plains Energy (GPE) to establish a corporate-wide Enterprise…
Abstract
This case looks at the design and implementation of a risk management strategy. It reviews the early moves by Great Plains Energy (GPE) to establish a corporate-wide Enterprise Risk Management program. The corporate Chief Risk Officer is Andrea Bielsker. Andrea appointed Jana Utter to take charge of coordinating the design and implementation of the ERM program. Utter faces a number of challenges. She has had to first conceptualize the program given the charge by the Board of Directors, then design a process by which she identifies the risks that the corporation faces, assist in designing measures for the risks, and work with the various divisions and functional areas to put processes in place to mitigate the identified risks.
Amy Fisher Moore and Rhys Johnstone
The case was written from secondary materials.
Abstract
Research methodology
The case was written from secondary materials.
Case overview/synopsis
This case is designed to support learning objectives in a Human Relations class of a university management course. The case explores how the UK Metropolitan police, working with the Girls’ Network, piloted a reverse mentoring programme for six months in 2021. Three senior officers were mentored by a trio of teenage girls from disadvantaged London boroughs. The aim of the programme was to address falling trust in the police by creating more understanding and empathy in the mentees for the issues facing the communities where the mentors lived, and to give the mentors more confidence from the experience of representing their communities. Each mentor–mentee pair focused on a specific policing issue that was relevant to the mentor’s neighbourhood: knife crime, domestic abuse or social inequality. Through the process, the senior Met police officers gained a deeper understanding of the challenges in the communities they served. Now that the pilot had been completed, the Met faced a decision point. Should the programme be spread further through the Met?Through reading and discussing the case, students are expected to explore the importance of empathy in the workplace and how reverse mentoring, when having the right support and overall intent, could be used in organisations.
Complexity academic level
This case is appropriate for university management courses. This case has a difficulty level appropriate for undergraduate and postgraduate courses. This case could be incorporated into a unit on human behaviour, leadership or coaching.
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Mina Saghian and Meghan Murray
In 2013, Under Armour had $2.3 billion in sales yet only $500 million came from its women’s apparel, and the company was ready to expand into the female market segment. The “I…
Abstract
In 2013, Under Armour had $2.3 billion in sales yet only $500 million came from its women’s apparel, and the company was ready to expand into the female market segment. The “I Will What I Want” global women’s marketing campaign was the largest Under Armour had ever run. Founder Keven Plank and his team launched the campaign on a multichannel platform, with social media at its core. The campaign’s success surpassed what Plank had imagined, and he is left wondering where to take Under Armour’s advertising and marketing next. This case has been used successfully in a marketing course and would be suited for any class with a focus on interactive media, technology, and multichannel marketing.