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The purpose of this paper is to provide a medium for in-class discussions on trade-offs in investments in different marketing activities.

This case used both secondary and primary sources. An examination of the marketing academic literature on corporate social responsibility and news articles were the main sources of secondary sources. An in-depth interview with Mike Maughan, initiator of the 5 For The Fight campaign and Qualtrics’ Head of Brand Growth and Global Insights provided additional information and support for the case. The interview offered strategic insights from the initiator of 5 For The Fight that were unavailable through secondary sources alone. The interview also detailed insights into the strategic thinking of Qualtrics CEO, Ryan Smith and Jazz President, Steve Starks.

This case examines Qualtrics, a company that took an unprecedented approach to social responsibility. Qualtrics paid millions of dollars and provided significant promotional and administrative support for cancer research without directly identifying itself as the sponsor on the Utah Jazz National Basketball Association jersey patch.

This case is suitable for undergraduate and graduate courses in marketing, management and strategy. This case would also be of interest in a sports marketing course, as it includes an initiative by the National Basketball Association. Moreover, this case will be valuable for courses that include advanced discussions on corporate social responsibility. The case can also provide invaluable insights into innovative strategic planning for marketing and management practitioners. A portion of this case has been tested in a few undergraduate marketing courses.

The case can be used to discuss leadership issues in young ventures. It also allows for a discussion of effective sales and marketing functions for a new product. The case also addresses the different challenges facing certain business models in the market, and finally the importance of having a supporting team.

The case traces the development of an Egyptian startup software venture and the challenges faced regarding the entrepreneurship ecosystem. The startup’s main dilemma is whether to continue in its existing market or to extend elsewhere. Launching the main services of the startup is another challenge, as the market needs to be educated to see its value. Despite the success story, as a young Egyptian entrepreneur, the founder is expected to face various challenges to excel in the Egyptian market, such as financing, marketing, teamwork and self-development of the entrepreneur himself.

The case can be used at all levels, from undergraduate and MBA classes to executive seminars, because the issues it addresses are of broad interest.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

In April 2015, Shannon Enberg, Managing Director of Real Assets at the United Kingdom Telecom and Technology Pension Scheme (UKTTPS), received a startling memo from the fund's board of directors. In a nutshell, the board sought to reduce the fund's multimillion-pound annual expenditure on management fees by asking all managing directors to drastically cut the number of private managers being used to manage UKTTPS assets. Enberg was told to cut the number of her external managers in half, but given the illiquidity of her private equity investments in commercial property, she would be allowed to make the decision to rehire each manager (or not) as each of her investments matured. UKTTPS had two investments in closed-end property funds that had just liquidated their final holdings at the end of 2014. Both managers had new funds being raised that could recycle the investment proceeds, but now that she was being forced to cut back, Enberg wondered whether either was really worth rehiring.

CF Industries’ products nitrogen fertilizers are a crucial input to making agriculture productive enough to feed the world. However, its products are undifferentiated commodities. Throughout parts of its history, CF has struggled to be consistently profitable, yet over the last decade it has been very profitable. The case provides an opportunity to examine how CF manages to create value and capture it as profits despite being in a commodity business.

Marketing

The case is suitable for MBA/MS students.

The famous Taj Mahal Palace and Towers became the centre of one of the most deadly terrorist attacks in the Indian sub continent on the night of 26 November 2008, which became famous as “26/11”. Terrorists created havoc shooting guests on sight and throwing grenades. The attacks lasted for three days but all of the four terrorists who entered Taj were killed. The terrorists had killed 160 people across Mumbai. Of these, 36 died at the Taj Mahal Palace and Towers, Mumbai. The dead included 14 guests, most of whom were foreign nationals. However, due to the selfless and extraordinary behavior of the employees and the staff of Taj, many guests were saved. They put forth an extraordinary example justifying the Indian code of conduct towards guests, “Atithi Devo Bhav” meaning “Guest is God”. In spite of knowing back exits and hiding spots, the employees did not flee, instead helping guests. The employees' behavior during the crisis saved the lives of nearly300 guests. This gesture of Taj employees was much talked about, but it was amusing even for the management to explain why they behaved in that manner. The condition of Taj after the attacks was so disastrous that it would have been profitable to leave the hotel as it was rather than reopening it. This, however, would have dented the Taj brand as a whole, as well as the spirit of all employees and staff who had behaved bravely. Taj started its restoration and reopened a part of the Taj Mahal Palace and Towers on 21 December 2008. It became operational by August 2010. The case provides an opportunity to closely examine employee behavior in an extreme crisis situation, and the possible reasons and motivation behind such exceptional behavior which ultimately helped to sustain the Taj brand. However, the scope of the case can also be extended to illustrate recovery efforts typical to service industries.

The case is designed to enable students to understand: the employees role in service delivery; the service profit chain; the relationship between profitability, customer loyalty, employee satisfaction and loyalty, and productivity; service failure; service recovery; and the service recovery paradox.

Teaching notes are available. Please consult your librarian for access.

Desai, a College Student, faced a job search dilemma. Desai applied for two internships – one with a company known for a good culture, Strategic Carrier Logistics (SCL), the other with Thijs Marketing, a company in an industry more familiar and desirable to Desai. After a number of recruitment interactions with both companies, Desai received an offer from SCL and was given two days to decide. Unsure whether Thijs Marketing would make an offer, Desai considered accepting the offer from SCL, but reneging if Thijs eventually offered a job.

The case was developed from primary sources, where “Desai’s” first-hand experience in searching for a job provides the true account of the events noted in the case. The names and demographic information for individuals were changed.

This case study is appropriate for graduate and undergraduate courses in organizational behavior (i.e. decision-making), human resources management (i.e. employee recruitment), and business ethics (i.e. ethical decision-making).

The technical report released by the National Transportation Safety Board, along with the primary flight cockpit voice recorder data and archival interview data, were used as the basis for this case. Other available public data such as news reports were used to round out the synopsis of the case study.

United Express Flight 5925 was a scheduled commuter passenger flight operated by Great Lakes Airlines with a Beechcraft 1900 twin turboprop. It was a regularly scheduled flight from Chicago O'Hare International Airport to Quincy, Illinois, with an intermediate stop in Burlington, Iowa. Drawing from various first-hand accounts (cockpit voice recorder) and secondary evidence (news reports, archival interview data, and online sources) of the tragedy, the case provides a detailed account of the key events that took place leading up to the accident at Quincy regional airport. The case describes how the radio interactions, a jammed door and degradation of situational awareness all contributed to the accident. Through many of the quotes in the text and eyewitness accounts, readers gain an understanding of the impressions and perceptions of the pilots, including how they felt about many of the critical decisions in the last minutes of the flight and the situation at the airport.

When the authors teach this case, the students are required to read it as pre-reading before class. Various readings and materials (see supplemental readings below and Exhibit 3) are made available to students before class, and the instructor can choose to use some of these materials to further explore areas of interest. This case is best explored over a 90-min session but could be expanded to take up one 3-h session. This case can be covered in an undergraduate senior capstone organizational behaviour seminar, any general organizational behaviour class (including introductory in nature), an undergraduate communication theory class or an MBA class that focuses on applied organizational behaviour concepts. It works particularly well in the MBA class, as students with work experience can make the links between the behaviours explored in the case and their everyday workplaces.

Organizational theory/organizational behavior.

MBA

ABC Development Organization (ABCDO) is a civil society organization working in Dungarpur district of Rajasthan. ABCDO is working towards empowering tribal women of rural Rajasthan through making credit accessible to them and by offering them various livelihood choices. The organization employs local people, most of whom have not received college education. Illiterate, marginalized, and poor are the adjectives that describe the clients of ABCDO – the women from rural and tribal Rajasthan. ABCDO played the role of an intermediary between these hopeless women and formal financial system. ABCDO works with low degree of formalization and with a relatively low amount of documentation, despite being in the business of delivering financial services. However, such low formalization has never caused any problem in coordination of various activities within the organization and ABCDO has been growing in operation for the last couple of years. The case is about the role played by organizational culture in an organization with low degree of formalization. This case examines the emergence and functions of culture in civil society organizations which are often characterized by routineness of technology, yet the absence of rules, procedures and written documentations.

At the end of the course, students should be able to understand the following: the emergence of culture in a Civil Society Organization, the role played by culture in an organization with low degree of formalization, the framework depicting relationship of environment and strategy to organizational culture in the context of organizations engaged in microfinance with a social agenda.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Services marketing, Market segmentation, Ethnography.

Postgraduate programs, Master in Strategic Marketing and Master in Business Administration.

One of the signs of an increase in religion awareness of Indonesian society is a high demand on Musholla in public area. While other shopping malls just provide a normal standard room for prayer, Senayan City has become a pioneer in introducing an excellent facility of a prayer room. In services marketing, one of the substantial matters to consider is physical evidence, or in other words service setting or servicescape. Musholla is one of the intangible aspects, which depicts services in shopping malls in Indonesia. There are three variables that distinguish visitors' types, such as time spent, liturgical compliance level and concerns for cleanliness/hygiene.

The objective of this case study is to give deeper comprehension about services marketing to students in a practical way. This case study illustrates that a company is capable of creating a strong brand by acknowledging consumer needs and providing extra benefits. Besides, students are also required to analyze diverse consumer needs as each segment has its own needs. The use of ethnography as an approach shows that such a contemporary method can capture dynamic behaviours and deeper insight on consumer needs.

Teaching notes are available.

Ben Chang, the CEO of a small credit union, Neighbourhood Credit Union (Neighbourhood), located in Atlantic Canada was evaluating a possible merger with another larger credit union, Pleasantview Credit Union (Pleasantview). Chang and Neighbourhood’s Board of Directors (Board) were interested in a merger that would enhance member benefits via improved technology, innovative delivery channels and a more robust financial planning and wealth management capability. Chang, along with a team of experts, was methodical in seeking out interested credit unions. Pleasantview emerged as a strong candidate from the expression of interest stage. The initial due diligence review was complete, the memorandum of understanding signed and a working group comprised of members from both credit unions formed. Chang, however, was becoming increasingly concerned about the lack of strategic fit between Neighbourhood and Pleasantview. In conversation with the consultant hired to assist with the merger process, Chang was considering recommending to the Board that the merger process with Pleasantview be halted. It was January 2015 and Chang was set to retire in May. Before he retired he wanted a plan in place that ensured increased member benefits, as well one that balanced growth and sustainability for Neighbourhood. Chang was scheduled to meet with the Board in four days. He needed a recommendation that would address the current merger situation, as well as provide other options for Neighbourhood.

This case is based upon primary and secondary data collection. Formal and follow-up informal interviews were conducted in 2015 with the CEO and “merger” consultant at Neighbourhood Credit Union. Organisational documents and publicly available documents were also consulted. To ensure the confidentiality terms of the merger discussions, the case is disguised with respect to the name and location of the credit unions, the names of the CEO and consultant, as well as the financials. The timeline, process followed, key decision and opinions of the CEO and merger consultant as presented in the case are real.

This case is formulated for university undergraduate students in their third or fourth years of study and graduate students. It is appropriate for strategic management and co-operative/not-for-profit management classes intended for a 60–75 min class session.