Susan K. Williams

Ivey Executive Development

Synopsis The Ivey Business School recently decided to outsource its printing to ProPrintR. Barbara Pokropek, Ivey Executive Development (IED), was faced with managing IEDs outsourced printing jobs. There had been an increasing number of quality issues with the binder that ProPrintR prepared for IEDs executive classes. While binder material errors may not sound like a big deal, for IED these materials are part of their branding and can lead to executive student dissatisfaction. This case describes the evolution of the current situation and challenges students to consider how to manage the situation. Research methodology The situation described in this critical incident is real, only the name of the print provider has been changed. Barbara Pokropek was interviewed and she provided the data and examples described. Ms Pokropek reviewed and provided input to revise the manuscript. Relevant courses and levels This case is intended for undergraduate core operations management classes. It can be used to discuss supplier relations and supply management. As such there are multiple dimensions to the case: importance of clearly delineating the work needed, defining performance expectations and metrics for a supplier, selecting quality tools to help measure performance, and centralized vs decentralized supply management.

Getting on board: the business case for improving on-campus transportation at NAU

Synopsis Josh Williams is a Student at the NAU who has driven buses on campus and wants to improve the transportation on campus. He is convinced that purchasing a new type of bus that is more fuel efficient, has larger capacity, better designed for boarding, and has a longer life is worth the higher purchase cost. He sets out to prove it by creating a discounted cash flow (DCF) analysis. Since many of the estimates for the DCF analysis are uncertain, he decides to perform a Monte Carlo simulation (MCS) analysis. Students are asked to step into Josh’s role and perform the analysis. Research methodology Josh Williams was a Student in the authors’ MBA program. Both authors teach in this program and one author was the Advisor for Net Impact and worked with Josh to present his idea to the university administration. The authors have changed a name or two but otherwise, the case describes a real situation in a real organization without disguise. Relevant courses and levels The authors have used this case in a first semester MBA-Applied Management course, Decision Modeling and Simulation. Students already have experience with DCF analysis and have been introduced to MCS. With this case, students apply MCS at the conclusion of a three-week module on predictive analytics. Students have run at least two MCS models and have become comfortable with the software. The case would also be appropriate for a senior-level undergraduate course such as business analytics or management science. It might also be useful for other courses that include the MCS modeling technique learning objectives such as project management. Theoretical bases This case provides an opportunity for students to perform an MCS analysis. MCS is useful when many of the inputs to a DCF analysis (or any model) have been estimated and the modeler is concerned that the estimates are uncertain and could perhaps be a range of values. MCS can be used to understand the effect of this uncertainty on NPV which in turn may affect the decision. The case could also be used without MCS focusing just on the DCF analysis with deterministic sensitivity analysis.

Stanton Convention Centre

Synopsis Used hypodermic needles were found in Stanton Convention Centre. The Centre’s department heads suggested installing secure needle receptacles. June Patterson, General Manager, quickly learned this was a divisive issue. Heated arguments focussed on two opinions: first, the Centre owed employees a safe working environment and needles constituted a significant risk to safety. Second, other department heads believed that presence of needle boxes would diminish customers’ perceptions of the Centre. According to one, “You wouldn’t find needle boxes in nice restaurants or golf courses.” Having promised a decision by the next meeting, Patterson mulled the question over and wondered how to proceed. Research methodology This case was written based on information obtained in interviews with the manager described in the case. The manager’s name, the name of the organization, and the city where it is located have all been disguised. Relevant courses and levels The authors use this case as the first contact with cases for our incoming MBA cohort in the summer pre-session to acquaint them with the basics of case analysis. However, this compact case could be used in many management courses, graduate or undergraduate, to illustrate difficulties in management decision making for different stakeholder groups. Theoretical bases The concepts most central to our discussions of the case are management decision making and the influences of diverse stakeholder opinions on those decisions.

Taser International, Inc. - Grappling with Growth

TASER International, Inc. is one of the worlds leading less-lethal weapons manufacturers and distributors. The case begins with a dramatic moment as the President and CEO of TASER International become aware of a highly critical article in Barrons. The article questions the legitimacy of their high stock price and casts doubt on their continued ability to grow. The case presents the companys counterarguments to the critical Barrons article, and asks for alternatives for TASERs next move into the relatively untapped consumer market with a new consumer-oriented product, the TASER X26C. The case resulted from lengthy in-person, email, and phone interviews with TASERs President, Tom Smith. In addition, the company and its products have been well publicized in the national business press and in the local newspapers. Further, product details and other information on TASERs and other less-lethal weapons has been published in numerous police and military sources. Finally, TASER Internationals website has been a rich source of supplemental information to support the writing of the case.

Brake Lights at the Border: Going International Twenty-Two Miles Away

Russ Clark is a successful NAPA Auto Parts franchisee in Yuma County, Arizona. He sees opportunity in the neighboring Mexican city of San Luis Rio Colorado. But crossing the border with an after-market auto parts store will require building relationships with others, lots of learning to overcome the significant barriers, and some savvy decision-making, in addition to the usual evaluation of business opportunities. Clark must cope with the barriers to doing business in Mexico, a completely foreign environment, even though the projected location of his new store is only 22 miles away from home. Further, his mistrust of lawyers has thoroughly turned him off to the common practice of hiring a lawyer to intercede for him with the Mexican authorities, and he must consider some alternate plan to make the important contacts that could have been easily facilitated by the lawyer. Clark must consider a location decision, product mix, human resource issues, and how to promote the new business in an uncertain context. Clearly, his current American business model will require a great degree of adaptation to make the venture a success. Note: Teaching Notes for this case can be requested from the authors. For contact information, see case.