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Case study
Publication date: 17 July 2021

Carlos Omar Trejo-Pech and Susan White

This case was primarily researched using academic research papers, industry reports (Egg Industry Center and others), and finance databases including Standard and Poor’s Capital…

Abstract

Research methodology

This case was primarily researched using academic research papers, industry reports (Egg Industry Center and others), and finance databases including Standard and Poor’s Capital IQ. Regarding the cost and investment budgets, the case relies mainly on an experiment conducted by the Coalition for Sustainable Egg Supply, updated by the authors of this case.

Case overview/synopsis

Eggs produced by cage-free birds, while more expensive than conventionally produced eggs, are gaining in popularity among consumers who want only eggs that are produced more humanely. A number of major distributors, including Whole Foods, McDonalds and Starbucks have pledged to sell only cage-free produced eggs by 2025. Several states including California, Oregon and Michigan have passed laws limiting conventional egg production. The case provides costs and industry information and needed to project free cash flows and risk-adjusted opportunity cost of capital and perform break-even capital budgeting analysis of the two egg production alternatives.

Complexity academic level

This case is appropriate for graduate corporate finance courses. It is particularly appropriate for agribusiness finance courses. A preliminary exercise was used during the fall 2018 in a land grant university, just after the “Prevention of Cruelty to Farm Animals Act,” also known as Proposition 12, was passed in California in favor of cage-free egg production. The exercise was revised and used in the fall 2019 in the same class. This extended version of the case, was classroom tested in the fall 2020 in an agribusiness finance graduate class, with agricultural economics and business students enrolled.

Details

The CASE Journal, vol. 17 no. 4
Type: Case Study
ISSN:

Keywords

Case study
Publication date: 1 January 2011

Muhittin Hakan Demir and Aysu Göçer

This case study considers the supply chain redesign of a multinational company, with specific emphasis on production lot sizing, inventory policy and transportation decisions.

Abstract

Subject area

This case study considers the supply chain redesign of a multinational company, with specific emphasis on production lot sizing, inventory policy and transportation decisions.

Study level/applicability

The material is intended for senior level students of business administration, logistics and similar departments. An intermediate knowledge of supply chain, purchasing and inventory concepts is required; therefore, the case is better suited for students who have taken one-semester courses on supply chain management and inventory management. This case can be used in graduate courses as part of discussions on physical distribution, supply chain design/redesign, risk pooling through process optimization.

Case overview

Within the global market, establishing the right business model where cost of operations is optimized has become key for competitiveness. This necessitates the simultaneous consideration and reevaluation of production, inventory and transportation interactivities within the integrated supply chain. We first discuss the business procurement model of a multinational company with emphasis on critical aspects of the current structure. An alternative model brought into consideration by the managers of the company considers consolidation of shipments through supply hubs and distribution to regional manufacturers. We present an analysis based on perspectives of company managers for and against this new business model. We finally provide numeric evidence on relevant costs of both models in order to enhance further discussion on redesign decisions.

Expected learning outcomes

The discussion regarding the case will provide a better understanding of key concepts of supply chain integration and coordination as well as the significance of the optimization of underlying processes.

Supplementary materials

Teaching notes.

Details

Emerald Emerging Markets Case Studies, vol. 1 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 23 May 2023

Bhoomi Ruchit Mehta and Sandip Trada

Through this case, participants will be able to:▪ understand the different approaches to preparing operating budgets;▪ classify the costs based on traceability to its cost…

Abstract

Learning outcomes

Through this case, participants will be able to:

▪ understand the different approaches to preparing operating budgets;

▪ classify the costs based on traceability to its cost centres;

▪ understand the difference in budget preparation and its analysis under different cost centres;

▪ put together the required information, identify the format and prepare major operating budgets; and

▪ evaluate operating budgets and give suggestions to the company based on budget analysis.

Case overview/synopsis

This case is about a manufacturing company that is going to introduce a budgeting system. It highlights the process of information collecting from key employees for budget preparation. This case also deals with various decisions to be made during the implementation of the new system such as the context of budgets, cost units and sequence of budgets.This case will help students to enhance their understanding of the operating budgets. The students will able to visualize the difficulty faced by companies to implement a new system.

Complexity academic level

This case is applicable in the courses such as Master of Business Administration, Master of Commerce or other postgraduate studies. This can also be discussed in professional courses such as Chartered Accountants, Certified Management Accountants, Company Secretaries, Institute of Cost and Works Accountants of India and Chartered Financial Analysts.

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 1: Accounting and Finance.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 20 January 2017

Sunil Chopra, Ioana Andreas, Sigmund Gee, Ivi Kolasi, Stephane Lhoste and Benjamin Neuwirth

In September 2010 Suresh Krishna, vice president of operations and integration at Polaris Industries Inc., a manufacturer of all-terrain vehicles, Side-by-Sides, and snowmobiles…

Abstract

In September 2010 Suresh Krishna, vice president of operations and integration at Polaris Industries Inc., a manufacturer of all-terrain vehicles, Side-by-Sides, and snowmobiles, needed to recommend a location for a new plant to manufacture the company's Side-by-Side vehicles.

The economic slowdown in the United States had put considerable pressure on Polaris's profits, so the company was considering whether it should follow the lead of other manufacturers and open a facility in a country with lower labor costs. China and Mexico were shortlisted as possible locations for the new factory, which would be the first Polaris manufacturing facility located outside the Midwestern United States. By the end of the year Krishna needed to recommend to the board whether Polaris should build a new plant abroad (near-shored in Mexico or off-shored in China) or continue to manufacture in its American facilities.

  • Evaluate tradeoffs between different geographic locations when establishing a manufacturing facility (off-shoring, near-shoring, and on-shoring)

  • Run a sensitivity analysis on total cost

  • Assess the impact of transportation costs, exchange rates, labor cost rates, lead times, and other assumptions on total costs

  • Identify qualitative factors to be considered when deciding between non-U.S. facility locations, transportation time variability, consumer perceptions, and cultural differences

Evaluate tradeoffs between different geographic locations when establishing a manufacturing facility (off-shoring, near-shoring, and on-shoring)

Run a sensitivity analysis on total cost

Assess the impact of transportation costs, exchange rates, labor cost rates, lead times, and other assumptions on total costs

Identify qualitative factors to be considered when deciding between non-U.S. facility locations, transportation time variability, consumer perceptions, and cultural differences

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

Case study
Publication date: 15 June 2020

George C. Gonzalez and Qin Han

The main theoretical models used in the instructor manual analysis are SWOT and institution-based view. Founder’s syndrome is also used as a foundation for analysis and discussion.

Abstract

Theoretical basis

The main theoretical models used in the instructor manual analysis are SWOT and institution-based view. Founder’s syndrome is also used as a foundation for analysis and discussion.

Research methodology

Primary source data acquired by the authors through one of the author’s actual experience working in the family business that is the subject of the case.

Case overview/synopsis

Classy Styles Ltd., Inc. is a small wholesaler of women’s apparel. It outsources production and sells to small retail stores. Classy Styles has grown steadily during its short existence, but is not on track to reach the CEO and majority shareholder’s profitability goal. The COO has determined that the only realistic way to achieve the goal is to shift manufacturing from North America to Asia. The decision creates tension between profitability and the CEO’s desire for tight supervision and control of the outsourced production shops.

Complexity academic level

Introductory undergraduate courses in general management would be sufficient, while a basic strategy course and/or entrepreneurial business course would be of benefit.

Details

The CASE Journal, vol. 16 no. 3
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 6 March 2017

Shinu Abhi and Vasanti Venugopal

Arjun Sekri, a professional-turned-entrepreneur, set out to establish the first branded gourmet industrial bakery in Bengaluru, India in late 2002. His lack of experience in the…

Abstract

Synopsis

Arjun Sekri, a professional-turned-entrepreneur, set out to establish the first branded gourmet industrial bakery in Bengaluru, India in late 2002. His lack of experience in the unorganized food and beverages industry did not deter him from establishing a highly popular industrial and retail bakery chain called “Daily Bread”. The case is about his roller coaster ride in establishing a premium retail food brand in India. Though many of the stores did reasonably well, many things went wrong predominantly on the operations front due to the severe impact of global price inflation, manifested by high real estate rentals, raw material, packing and logistics costs and wage costs. After two years of rapid expansion, in order to curb the bleeding bottom line, Arjun decided to shut down all the newly created stores and production units except the one in Bengaluru which was doing well. By late 2009, the dilemma Arjun faced was what should he do next?

Research methodology

The case study is based on primary data collected from the protagonist and a few other stakeholders involved in the case along with secondary data from published sources.

Relevant courses and levels

Entrepreneurship courses at MBA level or executive programs.

Theoretical bases

The case deals with the life cycle management of a venture with special emphasis on opportunity evaluation, setting up, funding and stakeholders selection.

Details

The CASE Journal, vol. 13 no. 2
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 24 August 2014

Meenakshi Sharma

Stahmann Farms Enterprises is an Australian company focused on farming, processing, and marketing of pecans and the high-end macadamia nuts. While the company owns pecan farms, it…

Abstract

Stahmann Farms Enterprises is an Australian company focused on farming, processing, and marketing of pecans and the high-end macadamia nuts. While the company owns pecan farms, it depends solely on farmers for the supply of macadamia, which poses a challenge with numerous competitors trying to attract the farmers. As an agro-processing business, it is dependent on the vagaries of nature and profits fluctuate wildly. Competition exists in the form of large processors as well as new entrants. Given the company's target of becoming one of the top five macadamia processing businesses in the world, volume and profitability need to be driven up. There are a number of paths open before the company and the MD and his team need to evaluate these and draw up a strategy to be presented to the board.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

Case study
Publication date: 1 May 2010

Miriam F. Weismann

Small to medium-sized enterprises, SMEs, play a critical role in the global economy. They comprise 90% of the global firm population and employ more than 50% of the labor force in…

Abstract

Small to medium-sized enterprises, SMEs, play a critical role in the global economy. They comprise 90% of the global firm population and employ more than 50% of the labor force in the private sector. This case study examines issues related to sustainable supply chain management and social entrepreneurship in the SME context. Being small does matter and the efficiencies of small to medium-sized companies struggling for competitive advantage in the global marketplace warrants consideration. Philosopher's Wool Co., located in Inverhuron, Ontario, Canada, is a woolen producer and woolens product manufacturer that partners with other Ontario wool producers and American wool processors and distributors. Its sustainable vertical supply chain system increased local woolen farmers' revenues contrary to the “conventional” price wisdom in the Canadian woolen industry and turned by-product cost into profitable end use. It also effected social change in its local business community and in global customer relations through resource efficiency and socially responsible employee and consumer policies. However, the struggle to maintain a foreign distribution network and remain competitive and profitable was problematic. Students are challenged to solve the problems of an SME operating in a global economy.

Details

The CASE Journal, vol. 6 no. 2
Type: Case Study
ISSN: 1544-9106

Case study
Publication date: 2 September 2014

Jeremy Chapman Hutchison-Krupat, Tim Kraft and Elliott N. Weiss

This case is an updated version of “Netflix Inc.: DVD Wars” (UVA-M-0763), and was written as a replacement for it.A financial analyst is asked to appraise the value of Netflix’s…

Abstract

This case is an updated version of “Netflix Inc.: DVD Wars” (UVA-M-0763), and was written as a replacement for it.

A financial analyst is asked to appraise the value of Netflix’s stock at a time of unprecedented turmoil for the company. This case introduces customer lifetime value (CLV) as a useful metric for subscription-based businesses.

Details

Darden Business Publishing Cases, vol. no.
Type: Case Study
ISSN: 2474-7890
Published by: University of Virginia Darden School Foundation

Case study
Publication date: 9 March 2012

Sanjay Kumar Kar and Subrat Sahu

Marketing - value proposition and value delivery, switching cost, customer acquisition and retention, positioning, pricing, distribution and retailing, role of trust and…

Abstract

Subject area

Marketing - value proposition and value delivery, switching cost, customer acquisition and retention, positioning, pricing, distribution and retailing, role of trust and transparency to build sustainable relationship in B2B context, and efficient service delivery.

Study level/applicability

Undergraduate and graduate students in marketing, business administration, strategy, retailing, B2B marketing, services marketing and general management courses. Also, it can be used for executive management/training programmes.

Case overview

The case focuses on an existing scenario of a natural gas business in Gujarat, India, in order to provide understanding of marketing challenges, especially in the B2B context, faced by organisations in this evolving business environment. The case examines the strategies and policies implemented by the company and their impact on the customer. The case presents reactions and responses from the concerned customers. The case illustrates the criticalness of understanding customer expectations and designing and delivering customer centric strategies to sustain market leadership in an evolving and competitive market.

Expected learning outcomes

The case study enables the students to understand and analyse: the current business environment; the important factors impacting natural gas business; economic analysis of energy; opportunity and challenges for doing cleaner and greener business; role of cleaner fuel to reduce carbon footprint; and carbon credit impacting top line and bottom line of a customer. The case provides students the opportunity to understand and analyse the importance of switching costs to acquire a new customer; and devising and implementing marketing strategies to expand customer base and enter into new territories.

Supplementary materials

Teaching notes.

Details

Emerald Emerging Markets Case Studies, vol. 2 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

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