CASE RESEARCH JOURNALOUTSTANDING TEACHING CASES GROUNDED IN RESEARCH

JOHN J. LAWRENCE, EDITOR

PUBLISHED BY THE NORTH AMERICAN CASE RESEARCH ASSOCIATION

IN PUBLICATION SINCE 1980

VOLUME 37 ISSUE 4

FALL 2017

ABSTRACTS ONLY

Outstanding Teaching Cases Grounded in Research

Volume 37 Issue 4 Fall 2017

Case Research Journal

Published by the

North American Case Research Association

John J. Lawrence, Editor University of Idaho

Copyright © 2017 by North American Case Research Association, Inc. (NACRA) All rights reserved. Further reproduction by any means, electronic or mechanical, including photocopying and recording, or by any information storage or retrieval system must be arranged with the individual copyright holders noted. Published quarterly by North American Case Research Association, Inc. Cover design, Lisa Fahey, originables.com. NACRA membership for individuals is US $50. To join, register and pay online at: https://www.nacra.net/members/index.php5 POSTMASTER: Please send address corrections to: North American Case Research Association Lynn Southard, Assistant Editor Case Research Journal 7561-A Suffield Road Stokesdale, NC 27357 Printed in the United States of America 10 9 8 7 6 5 4 3 2 1 ISSN 2328-5095 ISBN: 978-0-9989176-4-1

Editor

John J. Lawrence University of Idaho

Associate Editors

Gina Grandy University of Regina

Gerald M. Myers Pacific Lutheran University

Linda E. Swayne University of North Carolina Charlotte

Assistant Editor

Lynn L. Southard

University of North Carolina Greensboro

Editorial Board

William A. Andrews, Stetson University Mary Barrett, University of Wollongong Brent D. Beal, University of Texas at Tyler Karen Boroff, Seton Hall University Lew G. Brown, U. of North Carolina at Greensboro Alva Butcher, University of Puget Sound James J. Carroll, Georgian Court University Neil G. Cohen, George Washington University Carolyn Conn, Texas State University Carol Cumber, South Dakota State University Timothy W. Edlund, Morgan State University Lisa Eshbach, Ferris State University Deborah R. Ettington, The Pennsylvania State U. Caroline M. Fisher, University of Missouri – Rolla Josep Franch, ESADE Business School John E. Gamble, Texas A&M Corpus Christi Armand Gilinsky, Sonoma State University Janis Gogan, Bentley University Peter Goulet, University of Northern Iowa Randall Harris, Texas A&M Corpus Christi Sean Hennessey, University of Prince Edward Island Cynthia Ingols, Simmons College Lynn A. Isabella, Darden School of Business Ronald Kamin, ISC Paris School of Management James Kennelly, Skidmore College Anwar Khurshid, Lahore University of Mgmt. Sciences Mitch Langbert, Brooklyn College Anne T. Lawrence, San Jose State University Nancy Levenburg, Grand Valley State University

Lynda Livingston, University of Puget Sound Francisco J. López Lubián, IE Business School Robert MacDonald, Crandall University H. F. (Herb) MacKenzie, Brock University Thomas R. Miller, University of Memphis Charles Mossman, University of Manitoba Vijaya Narapareddy, University of Denver Margaret J. Naumes, University of New Hampshire William Naumes, University of New Hampshire Ken Ogata, York University Kay Palan, University of Alabama Susan D. Peters, University of North Carolina Pembroke Debapratim Purkayastha, IBS Hyderabad Tia Quinlan-Wilder, University of Denver Marlene Reed, Baylor University Woodrow Richardson, University of Mary Washington David W. Rosenthal, Miami University Kathryn Savage, Northern Arizona University Colleen Sharen, Bresica University College Jeff Shay, Washington & Lee University Susan Sieloff, Northeastern University Javier Silva, IAE Business School, Universidad Austral Ram Subramanian, Stetson University Marilyn L. Taylor, University of Missouri–Kansas City Denise Tanguay, Eastern Michigan University Sonia Toson, Kennesaw State University Gerald Weinstein, John Carroll University Michael F. Welsh, University of South Carolina Susan White, University of Maryland

2017 Ad Hoc Reviewers Thank You for Your Outstanding Service to Our Journal

Flor Anaya, CSULA Ramon Baltazar, Dalhousie University Lizabeth Barclay, Oakland University Erica Berte, Metropolitan State University Heidi Bertels, College of Staten Island Robert Blunden, Dalhousie University Steve Bowden, University of Waikato George Bragues, University of Guelph-Humber Katherine Breward, University of Winnipeg Cathleen Burns, University of Colorado Boulder Brian Burton, Western Washington University Michael Card, University of South Dakota Louis Chin, Bentley University David Choi, Loyola Marymount University Gary Clendenen, Siena College Ray Dacey, University of Idaho Emmanuel de la Burgade, Maria DeVilla, EAFIT University Michelle DeMoss, Stetson University Robbin Derry, University of Lethbridge Gene Deszca, Wilfrid Laurier University Eric Dolansky, Brock University Bambi Douma, University of Montana Gwyneth Edwards, HEC Montréal Sofia Esqueda, IESA Lisa Facey-Shaw, U. of Technology, Jamaica Jordan French, Whitworth University John Friar, Northeastern University Scott Gallagher, James Madison University Michael Goldman, University of San Francisco Jorge González, ITESM Elizabeth Grace, San Jose State University Elissa Grossman, U. of Southern California Mahendra Gujarathi, Bentley University LaVerne Higgins, Eastern Michigan University Melissa Jean, Brescia University College Keith Jones, Saint Leo University Simon Jones, University of South Texas Norma Juma, Washburn University Joseph Kavanaugh, Sam Houston State U. Roger Klungle, Eastern Michigan University Chalmer Labig, Oklahoma State University Blaine Lawlor, University of West Florida Atherine Lee, University of Technology, Jamaica Derek Lehmberg, North Dakota State University Robert Letovsky, Saint Michael's College Mark Lewis, Appalachian State University

Karen Lightstone, Saint Mary's University Francisco J. Lubian, Instituto de Empresa Ahmed Maamoun, U. of Minnesota Duluth Sudha Mani, William Paterson University Janelle Mann, University of Manitoba Charla Mathwick, Portland State University Michael McCollough, University of Idaho Michael Merenda, University of New Hampshire Timothy Michael, U. of Houston – Clear Lake Paul Myers, Simmons College Kyleen Myrah, Okanagan College Regina O’Neill, Suffolk University Ken Ogata, York University Caroline Padgett, Francis Marion University Christopher Press, Emory University Tia Quinlan-Wilder, University of Denver Arif Rana, Lahore University of Mgmt. Sciences Marlene Reed, Baylor University Daphne Rixon, Saint Mary's University David Rose, University of Waterloo Stuart Rosenberg, Monmouth University Janet Rovenpor, Manhattan College Sabine Ruaud, EDHEC David Rudd, Lebanon Valley College Lynn Ruggieri, Roger Williams University Marvin Ryder, McMaster University Robert Sexty, Memorial U. of Newfoundland Mary Shapiro, Simmons College Peter Sianchuk, Mount Allison James Spee, University of Redlands Therese Sprinkle, Quinnipiac University Eric Stuen, University of Idaho Denise Tanguay, Eastern Michigan University Tom Thomas, San Francisco State University George Tompson, University of Tampa Sonia Toson, Kennesaw State University Jeffery Totten, McNeese State University Arieh Ullmann, Binghamton University Peter Voyer, University of Windsor Deborah Walker, Fort Lewis College Meredith Woodwark, Wilfrid Laurier University Cheri Young, Denver University Joyce Young, Indiana State University Richard Young, Pennsylvania State University

.

NACRA Officers 2017–2018 EXECUTIVE COMMITTEE AND BOARD OF DIRECTORS

Co-Presidents Kathryn Savage Northern Arizona University

Vice President, Case Marketing Susan Sieloff Northeastern University

and Jeffrey P. Shay Washington & Lee University

Vice President, Membership Brent D. Beal University of Texas at Tyler

Immediate Past President John Gamble Texas A&M University - Corpus Christi

Vice President, Communications Lisa Eshbach Ferris State University

President Elect Chris Cassidy Sam Houston State University

Secretary/Treasurer A. Kay Guess Samford University

Vice-President Programs Javier Silva IAE Business School, Universidad Austral

Editor, Case Research Journal John Lawrence University of Idaho

Vice-President Programs-Elect Open

Incoming Editor, Case Research Journal Gina Grandy University of Regina

REPRESENTATIVES OF REGIONAL AND AFFILIATED ORGANIZATIONS

Canada (ASAC) Gina Grandy University of Regina Mexico (ALAC) Adriana Ramirez Rocha Tecnológico de Monterrey Eastern U.S. (CASE) William Naumes University of New Hampshire (Retired) Southeastern U.S. (SECRA) Susan Peters Francis Marion University Southwestern U.S. (SWCRA) Simon Metcalf Augusta University

Western U.S. (WCA) Michael Valdez Fort Lewis College Caribbean Case Researchers Association Paul Golding, U Technology - Jamaica Directors at Large Gina Grandy University of Regina Joe Kavanaugh Sam Houston State University U. Srinivasa Rangan Babson College Advisory Council Chair William Naumes University of New Hampshire (Retired)

Case Research Journal Editorial Policy North American Case Research Association (NACRA)

CASE CONTENT

Case Research Journal (CRJ) publishes outstanding teaching cases drawn from research in real organizations, dealing with important issues in all administration-related disciplines. The CRJ specializes in decision-focused cases based on original primary research (e.g., interviews with key decision-makers in the organization; interviews with stakeholders affected by an organizational decision, issue, or problem; participant observation; review of primary materials, such as legal proceedings and congressional testimony) supplemented by appropriate secondary research (e.g., journalist accounts). Exceptional cases that are analytical or descriptive rather than decision-focused will be considered when a decision focus is not practical. Cases based entirely on secondary sources will be considered only in unusual circumstances. The Journal also publishes occasional articles concerning case research, case writing or case teaching.

Previously published cases or articles (except those appearing in Proceedings or workshop presentations) are not eligible for consideration. The Journal does not accept fictional works or composite cases synthesized from author experience.

Multi-media cases or case supplements will be accepted for review. Contact the editor for instructions. INSTRUCTOR’S MANUAL

Cases must be accompanied by a comprehensive Instructor’s Manual that includes at least the following elements:

1. A brief (one-page maximum) synopsis of the case. 2. Identification of the intended course(s) and levels, including the case's position within the course and

its specific learning objectives. 3. Theoretical linkages, including associated readings or theoretical material that instructors might assign

to students or draw on to relate the case to their field or to the course. 4. Suggested teaching approaches or a teaching plan, including the expected flow of discussion and key

questions, role plays, debates, use of audiovisuals or in-class handouts, a board plan, etc. Authors are strongly encouraged to classroom test a case before submission so that experience in teaching the case can be discussed in the IM.

5. Assignment questions for student preparation, accompanied by a full analysis of each question that demonstrates application of relevant theory to the case. This discussion may highlight analytic points that might be noticed only by the best students.

6. A Research Methods section that discloses the research basis for gathering the case information, including any relationship between case authors and the organization, or how access to case data was obtained. Include any disguises imposed and their extent. Authors should disclose the relationship between this case and any other cases or articles published about this organization by these authors without revealing the authors' identity during the review process.

7. If appropriate, an epilogue or follow-up information about the decision actually made. REVIEW PROCESS

All manuscripts (both case and instructor's manual) are double-blind refereed by Editorial Board members and ad hoc reviewers in the appropriate discipline. Most submissions require at least one round of revision before acceptance. The target time frame from submission to author feedback for each version is 60 days.

DISTRIBUTION OF PUBLISHED CASES

The right to reproduce a case in a commercially available textbook, or instructor-created course pack, is reserved to NACRA and the authors, who share copyright for these purposes. After publication, CRJ cases are distributed through NACRA's distribution partners according to non-exclusive contracts. NACRA charges royalty fees for these publication rights and case adoptions in order to fund its operations including publication of the Case Research Journal. Royalties paid are split 50/50 between NACRA and member authors. CASE FORMAT

Cases and articles submitted for review should be single- spaced, with 12-point font and 1" margins. Published cases are typically 8-12 pages long (before exhibits), though more concise cases are encouraged and longer cases may be acceptable for complex situations. All cases should be written in the past tense except for quotations that refer to events contemporaneous with the decision focus.

Figures and tables should be embedded in the text and numbered separately. Exhibits should be grouped at the end of the case. Figures, tables, and exhibits should have a number and title as well as a source. Necessary citations of secondary sources (e.g., quotes, data) should be included in endnotes; otherwise, a "Reference List" can be included at the end of the case in APA format. Footnotes may be used for short explanations when including these explanations in the body of the text would significantly disrupt the flow of the case.

The following notice should appear at the bottom of the first page of the manuscript:

Review copy for use of the Case Research Journal. Not for reproduction or distribution. Dated (date of submission).

It is the author's responsibility to ensure that they have permission to publish material contained in the case. To verify acceptance of this responsibility, include the following paragraph on a separate page at the beginning of the submission.

In submitting this case to the Case Research Journal for widespread distribution in print and electronic media, I (we) certify that it is original work, based on real events in a real organization. It has not been published and is not under review elsewhere. Copyright holders have given written permission for the use of any material not permitted by the "Fair Use Doctrine." The host organization(s) or individual informant(s) have provided written authorization allowing publication of all information contained in the case that was gathered directly from the organization and/or individual. MANUSCRIPT SUBMISSION

Submit the case manuscript and Instructor’s Manual in one Microsoft Word document via the NACRA Automated Case Submission and Review System (ACSARS): http://www.nacra.net/members. No author identification should appear on either the case or the Instructor’s Manual.

At least one author must be a member of the North American Case Research Association. Membership dues are included in annual registration for the NACRA conference, or may be paid separately at the rate of U.S. $50 per year. See instructions on the above site.

For questions, contact the Editor John J. Lawrence, Ph.D. jlawrence@nacra.net

Adopting Case Research Journal Cases for use in your classes

Faculty members can adopt cases for use in their classrooms and gain access to Instructor’s Manual through one of NACRA’s distribution partners.

NACRA currently has agreements with the following distributors.

Harvard Business School Press (http://hbsp.harvard.edu/) Ivey Publishing (http://www.ivey.ca) McGraw Hill Create (http://create.mheducation.com/createonline/index) Pearson Collections (https://www.pearsonhighered.com/collections/) Study.net (http://www.study.net) The Case Centre (http://www.thecasecentre.org/educators/) Xanedu Publishing (http://www.xanedu.com)

If you want to use one of these distributors, but cannot find the CRJ case you want, contact the NACRA VP Case Marketing to see if we can have it added for you. Textbook authors can also adopt CRJ cases for inclusion in their textbooks for a modest fixed royalty fee. Please contact the NACRA VP of Case Marketing for more information. DOES YOUR LIBRARY CARRY THE CASE RESEARCH JOURNAL?

North American library subscriptions are $75. North American library subscriptions should be sent to:

Lynn Southard, Assistant Editor Case Research Association 7561-A Suffield Road Stokesdale, NC 27357 llsoutha@uncg.edu 336-643-8048

From the Editor

This issue is the final issue of 2017 and also my final issue as editor, so I have a lot to share with you.

To begin, our annual meeting in Chicago back in October went very well. We recognized the most outstanding cases from Volume 36 of the CRJ at the meeting. The CRJ editors nominated eight cases from volume 36 for consideration for the prestigious Tate award. A team of the three most recent past presidents of NACRA read and evaluated those cases and corresponding instructor’s manuals and selected a Tate Award winner and three runners’ up. Those four cases are recognized with a full page announcement a couple of pages further into the journal. Congratulations to Colleen Sharen of Brescia University College, whose case “The Balancing Act: Making Tough Decisions” was chosen as the 2017 Tate Award Winner. This case was one of the cases in the special issue on Women’s Leadership.

At the meeting in Chicago I also had the pleasure of presenting the 2017 CRJ outstanding reviewer awards. A journal is only as good as its reviewers, and the CRJ is fortunate to have many outstanding reviewers whose work has helped make the CRJ the top case journal. The 2017 outstanding reviewer awards went to Eric Dolansky (Brock University), Francisco J. López Lubián, (IE Business School), Marlene Reed (Baylor University), Karen Boroff (Seton Hall University), Janis Gogan (Bentley University) and Brent D. Beal, (University of Texas at Tyler). Each year we also like to recognize all of our ad hoc reviewers who, with our editorial board, spend countless hours reviewing cases and providing feedback to the journal’s editorial team and our authors. The list of everybody who reviewed for the journal on an ad hoc basis between September 2016 and December of 2017 can be found in this issue right after the page that lists our editorial board. Please say thanks to these scholars who have been willing to give their time to help with the work of the journal when you see them next.

Next, I want to thank a number of editorial board members who stepped off the editorial board this past year and welcome a number of new editorial board members who have accepted our invitation to join the board. On behalf of the journal and its authors, I want to thank Chris Bart (The Directors College), Steven M. Dawson (University of Hawaii), Chi B. Anyansi-Archibong (North Carolina A&T State University), Richard Ghishelli (Purdue University), John Mahon (University of Maine) and Joan Winn (University of Denver) for their many years of editorial board service. I am also very excited to welcome the following new members to the CRJ editorial board:

Ken Ogata, York University Francisco J. López Lubián, IE Business School Tia Quinlan-Wilder, University of Denver Marlene Reed, Baylor University Denise Tanguay, Eastern Michigan University Sonia Toson, Kennesaw State University

As I mentioned, this is my final issue as editor of the Case Research Journal. I have been honored to serve the North American Case Research Association and the broader case research community in this role for the past three and a half years. I want to take a moment to thank everybody who has supported my work as editor. To begin, I want to thank the outstanding editorial team that I have worked with – Associate Editors Gina Grandy, Linda Swayne and Gerry Myers and Assistant Editor Lynn Southard. I could have never managed the journal without their help and assistance. Next, I want to thank all of the members of the case writing community who have served as reviewers over my term as editor – both those who have served on the Editorial Board as well as those who have served as Ad Hoc reviewers. Over my term as editor, well over 150 individuals have contributed to the work of the journal as reviewers. It takes such a community of scholars to support the journal. While editors and reviewers contribute tremendously to a

journal, in the end, a journal as only as good as its contributing authors make it. As such, I want to thank all of you who have been willing to submit your best work to the Case Research Journal and endure the rigorous revision process that hones those cases into what you see each quarter on the pages of the Case Research Journal. One of the hardest parts about being an editor is having to make that accept/reject decision. With an acceptance rate of approximately 25%, I unfortunately have to reject more cases than I can accept. For those of you whose cases I rejected, thank you for understanding that rejections are a necessary part of the Editor’s work.

I also want to thank some of the players behind the scenes who have supported my work as Editor. I want to thank past editors who built the community of authors and reviewers that are at the heart of a strong journal. A special shout out goes to Debbie Ettington for mentoring me through the early months of my tenure as editor. I also want to thank the NACRA officers who have built the strong organization that stands behind the journal – especially those who have served as presidents over my term as editor – John Gamble, Randy Harris, Janis Gogan and Kathy Savage. Likewise, I want to thank our VPs of Case Marketing (Susan Sieloff, and Rebecca Morris before Susan) and our wonderful treasurer Kay Guess who all do tremendous work to support the journal and its authors by managing our relationship with our distributors and tracking adoption statistics and royalty payments. I also want to thank my colleagues at the University of Idaho who have supported my term as editor and have allowed me to spend more of my time over the last three and a half years in scholarly service even when that has meant they have had to pick up some of the work that I had previously done. Last, but certainly not least, I want to thank my wife Wendy and daughter Karen for supporting me in this endeavor, even when it has meant that I haven’t been as available to spend as much time with them as I would have liked.

I don’t want all of the new from our Chicago conference and all of my thank-you’s to distract from the seven excellent cases that appear in this issue. The cases that appear in the pages of this issue are really outstanding. The first two cases (Oilcorp and Wil’s Grill) are outstanding short cases (6 and 7 pages respectively) that were submitted to the short case special issue but took just a little beyond when we went to publication with that issue to come to fruition. Following those two cases is the Incident in Kabul case. This is a unique conflict management case that was recognized as the most outstanding case presented at the 2016 NACRA meeting in Las Vegas. The case puts students into the shoes of a US military officer trying to understand and diffuse conflict between his unit and an Afghani police unit as they are about to go out on joint patrol. The authors worked diligently on both the case and IM to provide adopting instructors guidance on how to use this military context to drive tremendous learning in a business school classroom. The fourth and seventh cases (The Most Hated CEO, General Motors Ignition Switch Crisis) are outstanding examples of cases developed from non-traditional sources that provide incredibly interesting storylines sure to engage your students in significant debate and learning. I’ve already used the General Motors case with my Executive MBA students (pre-publication, with permission from the author) and found it generated significant discussion and learning. The other two cases in the issue, Kaviari and The Uakari Lodge, are excellent marketing cases that will introduce students to marketing contexts they aren’t likely to be familiar with – marketing caviar in France and marketing an eco-tourism lodge in the Brazilian Amazon. But there is much more to these cases than just their unique contexts – both offer substantial learning opportunities for the marketing classroom. So please, take some time to consider these cases for your classes going forward.

As this is my final issue, I want to take a moment here to introduce the incoming editorial team. As announced previously, Gina Grandy of the University of Regina will be taking over for me as Editor. Gina has served as an Associate Editor for the journal for three years and was a member of the teams of guest editors who brought you the CRJs two most recent special issues (on short cases and on women’s leadership). I am confident that Gina will do an outstanding job as editor. Joining Gina on the new editorial team are incoming Associate Editors Robert MacDonald of Crandall University and Susan D. Peters of the University of North Carolina Pembroke. We will also be announcing a third new Associate

Editor sometime in early 2018. We are also in the process of moving the operations of the journal from our current operating platform (known as ACSARS) to ScholarOne. The ACSARS system has served us well for many years, but ScholarOne should provide our editors, authors and reviewers with improved functionality and reliability going forward. We hope to have the ScholarOne site up and running by early March. For the next couple of months we will continue to work from the current platform – we’ll post an announcement on our website when we switch over. Current Associate Editors Linda Swayne and Gerry Myers and I will be working with Gina, Robert and Susan over the next couple of months to facilitate both the transition of the Editorial team and the transition to ScholarOne.

In closing, I again want to say what an honor it has been to serve you as the Editor of the Case Research Journal and to say thanks to all of you who have supported me in this work.

Sincerely John J. Lawrence

Editor, Case Research Journal

jlawrence@nacra.net

Congratulations to the 2017 Curtis E. Tate Jr. Award Winners

(Best Cases Published in Volume 36 of the Case Research Journal)

2017 Curtis E. Tate Jr. Award Winner

The Balancing Act: Making Tough Decisions by

Colleen Sharen Bresica University College

2017 Curtis E. Tate Jr. Award Runners-Up

A Brand under Attack:

The Boycott of Stoli Vodka and the Power of Social Media by

Grishma Shah, Janet L. Rovenpor and Musa Jafar Manhattan College

Mountainview Country Club: Whose Minding the Store

by Carolyn Conn, St. Edward’s University

Kay Guess, Samford University

The Counterfeit Safety Label by

Anne T. Lawrence San Jose State University

Pedagogical Prelections 107

Pedagogical Prelections

Instructors Manuals are available to faculty members on the websites of most of the CRJ’s distribution partners

OILCORP’S MARKETING CAMPAIGN: MIXED REACTIONS TO A CSR INITIATIVE

In 2010, the Colombian Red Cross approached Oilcorp, owner of the largest regional chain of service stations in the country, requesting its participation in its 100th anniversary celebration with a brand awareness campaign for its social programs. Given that the annual budget had already been approved without this campaign in mind, Oilcorp’s CEO assigned the task of raising money to the Marketing Department. Nevertheless, the campaign backfired when Oilcorp tried to link the social message with selling more gasoline and asking customers to provide their details through its corporate website, to be added to Oilcorp’s database. For many, it seemed that the company was taking advantage of a social cause for marketing purposes. Consequently, the marketing team needed to decide what actions to take given that the campaign was not on track to meet stakeholder’s expectations. This case is useful for MBA students and for Executive Education programs, as it provides: 1) an example of the risks of using cause-related marketing (CRM) as part of CSR initiatives; and 2) illustrates the ambiguous outcomes this strategy produces in terms of branding, economic results, and real help for a social cause. In ethics courses, it can be used to analyze how ends and means should be considered when trying to promote a CSR initiative and to talk about sustainable business practices, intentions and results, and virtue ethics. Because the case is not only short but also useful for learning the basics of decision-making, it is not mandatory to have previous coursework.

Instructor’s Manual Available from: Juan M. Parra juanm.parra@inalde.edu.co

WIL’S GRILL

John Christ is an entrepreneur and the owner of Wil’s Grill, a small street food business in Flagstaff, AZ. The critical decision he must make is whether to expand in the street food business, add catering to his existing business, or do something else entirely different to make a livelihood. The Instructor’s Manual offers suggestions for leading a class discussion of these alternatives using both a VRIO (Valuable, Rare, Costly to Imitate and Organized to Capture Value) framework and a SWOT (Strengths, Weaknesses, Opportunities and Threats) Analysis framework to evaluate the current

108 Case Research Journal Volume 37 Issue 4 Fall 2017

resources, capabilities, core competencies, and distinct competitive advantages for this small business. A Venn diagram is used to illustrate the differences between and transferability of resources and capabilities between the street food and catering segments. Based upon data presented in the case, the Instructor’s Manual provides Net Present Value and Breakeven analyses to quantify future revenue growth opportunities. This case provides an opportunity for identifying and defending the “best” strategic decision for this small business. What are the resources, capabilities and core competencies required to compete in the street food market segment? What are the strength, weaknesses, opportunities and threats for this small business? How do the necessary core competencies, resources and capabilities compare between the street food market segment, and the new segment, catering? What is the strategic decision the protagonist should make for his business? The case is intended for use in a strategic management or entrepreneurship course at the undergraduate level.

Instructor’s Manual Available from: Leonard R. Hostetter len.hostetter@nau.edu

THE INCIDENT IN KABUL

Captain William Waverly, a few months into his 2011 US Army deployment in Afghanistan, was readying himself for a security patrol operation in Kabul, Afghanistan, to be conducted jointly with his Afghan police force counterpart. It had been the practice that US Armed Forces would supply fuel to all vehicles on these patrols, but a few days earlier, Waverly had received orders that the US would stop supplying this fuel to the Afghan police force. As Waverly and his team prepared themselves for the patrol, the Afghan police armored trucks pulled into the post for a patrol and, as usual, expected gas. A tense situation quickly developed. The head of the Afghan forces, Ghotai Sharma, upon learning from one of Waverly’s sergeants that he was not getting gasoline that day, became upset. Sharma drew his pistol, started gesticulating and raised his voice. Sharma’s troops swung their gun turrets from their armored vehicles toward the US soldiers and Waverly heard the familiar metallic click associated with Sharma’s troops chambering an ammunition round in an AK-47 weapon. At the same time, he heard in his earpiece the chattering from his own US troops as they coordinated who was covering what target among the Afghan police should a firefight break out. In the not too distant past, Waverly had lost, at the hands of Afghan forces who were living as allies with the US troops, a fellow officer, who was Waverly’s roommate in Afghanistan. He knew that his next few steps would be critical in this emerging conflict situation. This case is intended for graduate or undergraduate coursework in organizational behavior, centering on conflict management. The case is also relevant for courses with topical material on conflict in political science, diplomacy, criminal justice, and negotiations.

Instructor’s Manual Available from: Karen E. Boroff karen.boroff@shu.edu

Pedagogical Prelections 109

THE MOST HATED CEO IN AMERICA

In the fall of 2015, Turing Pharmaceuticals increased the price of its recently acquired drug, Daraprim, by several thousand percent. While the short-term effect on profits would be substantial, the long-term effects were less clear. The CEO, Martin Shkreli, was constantly in the media flaunting his pricing strategy as a way to maximize Turing’s profits. After announcing to the media on September 23, 2015, that the price of Daraprim would be lowered, Martin Shkreli needed to decide if he would follow through on lowering the price of Daraprim. The Instructor’s Manual examines issues of price discrimination, consumer demand, government regulation, and other economic topics.

Instructor’s Manual Available from: Michael D. Jones m.jones@uc.edu

KAVIARI: PURE CAVIAR

This case offers an excellent way to discuss the distinction between a luxury and a premium strategy: The luxury strategy calls for a total integration upstream and downstream as a sure way both to control quality and uniqueness; its objective being to deliver the highest consumer experience at retail in one to one relationships. The luxury strategy combines different intangible elements such as time, heritage, country of origin, and/or craftsmanship to create the highest brand pricing power. This is what Kaviari has endeavored to establish over time, promoting these elements of singularity, to build its reputation and earn market share. The company, admittedly engaged in the luxury market, is nonetheless pursuing a premium strategy, which can be summarized as ‘pay more to get more’ i.e. higher price for a higher-quality caviar. Kaviari’s strategy is by essence comparative, competing with other merchant traders. The company is facing a full range of alternatives such as moving ‘downmarket’ i.e. pursuing a volume strategy in the food channels market, staying where it is at mid-point, neither low-cost (‘inexpensive’ caviar) nor highly differentiated, moving ‘upmarket’ or, in an extreme way, moving into seafood exclusively and leaving caviar entirely. In that respect, the analysis of the case follows Porter’s teaching: “The firm stuck in the middle is almost guaranteed low profitability”, and views on generic strategies. The case makes reference to segmentation and how differentiation can lead to competitive advantage by altering the forces affecting the intensity of competition in the caviar market in France in 2015.

Instructor’s Manual Available from: Ronald G. Kamin ronaldkamin@hotmail.fr

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THE UAKARI LODGE & COMMUNITY-BASED TOURISM

The Uakari Lodge is an internationally recognized pioneering example of community-based ecotourism. It was developed in the late 1990’s to provide visitors to Brazil’s Mamiraua Sustainable Development Reserve with an ecotourism experience demonstrating the value of rainforest conservation. The Institute for Sustainable Development Mamiraua (ISDM) owns the Uakari Lodge. In collaboration with local communities, it jointly operates the Lodge. While delivering economic, social and environmental benefits in the region, the management of the Lodge has struggled to achieve a targeted level of profits. This has constrained the Institute’s efforts to fully transfer ownership and responsibility for operation of the Uakari Lodge to the partner communities. Management needs to grow the business to increase revenues and achieve their target. This case richly illustrates the boundaries imposed by market segments, as well as the challenges of targeting and positioning strategy in an ecotourism destination marketing context. It is an excellent vehicle for discussing the development of growth strategy. An application of break-even analysis illustrates the limited growth required to achieve the targeted profit level. The case is also a good vehicle for discussing revenue optimization across different seasons and different uses for the Lodge. This case is intended for an MBA or advanced undergraduate marketing strategy, hospitality management or destination management course.

Instructor’s Manual Available from: Harold Z. Daniel hdaniel@maine.edu

GENERAL MOTORS AND THE CHEVY COBALT IGNITION SWITCH CRISIS

The General Motors Corporation is in crisis following the recall of 4.8 million Chevy Cobalts and similar models due to a faulty ignition switch. The Chief Executive Officer, Mary Barry, is attempting to manage this crisis, and her first decision is whether to meet with the grieving families of Chevy Cobalt crash victims. The General Motors case is designed to serve as a primer for how to manage a corporate crisis. Topic covered in the instructor’s manual include formulating a crisis management plan, managing crisis communications and ethical leadership. The case was designed for graduate and executive education level courses or modules in crisis management. Instructors of courses that discuss executive leadership and top management teams may find this case useful as well.

Instructor’s Manual Available from: Randall D. Harris Randall.Harris@tamucc.edu

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