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Case study
Publication date: 2 January 2018

Hassan Wafai, Lee Ann Waines and Rebecca Frances Wilson-Mah

Rachel Banning was assigned a new role in HR with the responsibility to update recruitment and orientation systems to meet the rapidly growing demand for manpower at…

Abstract

Synopsis

Rachel Banning was assigned a new role in HR with the responsibility to update recruitment and orientation systems to meet the rapidly growing demand for manpower at McCune Contracting, an oilfield services provider in Alberta, Canada. McCune’s industry peers were competing to attract the same skilled employees, within a relatively small talent pool. The HR team was only a few short weeks away from the upcoming peak “turnaround season” when they would be expected to recruit and deploy 500 new temporary workers for their clients’ sites. Banning knew she had to take immediate actions to fix as many of the systems issues as possible and to eventually set the team up with a more permanent solution for systems integration.

Research methodology

The authors had access to McCune Contracting to complete field research for this case.

Relevant courses and levels

The case is designed for business students at both graduate and undergraduate levels. The case can be used in operations management courses to discuss the topic of process analysis and operations strategy or in management information system courses as a comprehensive case study for use at the end of the course. The case might particularly appeal to students who have worked in human resources management areas or the service industry.

Theoretical bases

Theoretical underpinnings include a process view of organizational performance, internal supplier and internal customer orientation, performance improvement, information systems integration and value chain analysis.

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Case study
Publication date: 12 November 2018

Charles Krusekopf, Alice de Koning and Rebecca Frances Wilson-Mah

After three years in business together, Des Carpenter and Kees Schaddelee had a decision to make – should they double the size of their location, based on the…

Abstract

Synopsis

After three years in business together, Des Carpenter and Kees Schaddelee had a decision to make – should they double the size of their location, based on the opportunities and competitive threats they perceived? The startup phase took longer than expected and access to distribution channels was more difficult than expected. Nonetheless, the business gained traction with online sales that proved the concept of custom-made counters using EnvironiteTM technology was viable. As they prepared to expand the business, the owner-managers needed to decide on a growth strategy that would let them leverage their strengths. In analyzing their successes so far, they needed to evaluate their business model including their product line, target markets, marketing strategy (including the pricing strategy, product lines, and channels of distribution) and operations.

Research methodology

Data were collected through interviews with business owners and a review of company documents, production processes and the company website.

Relevant courses and levels

This case exercise will suit strategy and entrepreneurship students at both the senior undergraduate level and graduate level. The case discussion will ask students to consider operations, supply chain management, marketing and other issues, all through the lens of a holistic vision for the company. This case may be taught as an example of a growth strategy or a business model in a capstone business strategy course or higher level entrepreneurship course. It is appropriate for both undergraduate seniors and graduate students.

Theoretical bases

This case may be taught as an example of a growth strategy or a business model in a capstone business strategy course or higher-level entrepreneurship course. The case may be used to help students understand external and internal analysis, identifying the sources of value creation and competitive advantage, and creating an appropriate strategy for growth. It provides a rich context to discuss and apply the following conceptual tools: the application of a value chain analysis and the application of a business model canvas (key partners, key activities, key resources, value propositions, customer relationships, distribution channels, customer segments, cost structure and revenue streams). The case may also be used to reinforce the applications of growth phases in a young firm that are part of the entrepreneurial setting, for example, value proposition, ideal customer, revenue streams and key performance indicators.

Details

The CASE Journal, vol. 14 no. 6
Type: Case Study
ISSN: 1544-9106

Keywords

Content available
Case study
Publication date: 5 March 2018

Rebecca J. Morris

Abstract

Details

The CASE Journal, vol. 14 no. 2
Type: Case Study
ISSN: 1544-9106

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