The strategic management study of the Lehigh Valley International Airport (LVIA) encompasses a review of a quasi -governmental agency that has grown from a small air mail emergency landing strip to a major regional airport. The study looks at the history of the airport as a business operation and as a governmental agency. A review of the unique nature of quasigovernmental agencies is mixed with the powers of government to secure property for expansion by eminent domain. The case also looks at the effect that the airport has had on its region, the pro active position in community relations and economic development, and contrasts those issues to the need to expand, the airports competitive position with two nearby international airports, and the effect that outside factors have on the expansion. The case also looks out how the airport's size may be a factor delaying its needed and planned expansion.
 

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The case focuses on higher education and the specific situation of a growing regional, state college. Specific strategic objectives include how the university can determine and meet the needs of its region in the face of expanding competition, inflexible pricing, uncertain budget circumstances, and increasing expectations from the surrounding community. An additional issue is the new competition from non-traditional organizations.

It is designed to be used in an undergraduate or graduate strategy course. Students have enough information to generate alternative strategic solutions as well as a strategic action plan for the university. As such, it fits very nicely near the end of the course segment on business level strategy analysis and formulation. This case can also work well as a written assignment.

The fall, 1997 term of Northern Kentucky University's 29' year began with the arrival of a new president, Dr. James C. Votruba. Votruba, the fourth president of the University, replaced a retiring president who has served for 13 years.

Northern Kentucky University, founded in 1968 and located in the Greater Cincinnati region, was the youngest of Kentucky's eight state Universities. With and enrollment of nearly 12,000 students, Northern had experienced dramatic growth and proportionately declining state support. Higher education reform in Kentucky mirrored national concerns about accountability, need for greater access, workforce preparation, and interest in new, technology based delivery systems. In recent years Northern had experienced a shortage of classroom space, inadequate physical facilities, deferred preventive maintenance, declining competitiveness in staff salaries, inadequate computer and library resources and declining faculty and staff morale. While declining state support and increasing tuition were seen as problems, the Northern Kentucky/Greater Cincinnati region was growing rapidly and prospering with new businesses arriving at a rapid rate.

The new President's first priority was to create a new vision for the University and to establish a set of priorities for the next five years. He built upon the enthusiasm attending his appointment by immediately setting up a process to interact with the many constituencies of NKU to help him address and shape the vision and priorities. At the end of the case, he is anticipating a presentation he would make to the University community in the near future.

The objectives of the case are to:

a) decide whether IDE should take on the solar lantern project in Kenya;

b) evaluate the desirability of IDE's profit-criteria for evaluating economic development

projects; and

c) compare IDE's technology strategy with the technology strategy used by for-profit

organizations.

This case can be used at the following levels and courses:

• Non-profit courses at the graduate and undergraduate levels

• International Management courses at the graduate and undergraduate levels
 

This field-researched case deals with the vision that Paul Polak, the founder-Presi dent of International Development Enterprises (IDE), a non-profit organization, has of providing lowcost solar lanterns to the rural masses of Kenya. The case describes the reasons for the failure experienced by the solar lanterns test-marketed by the World Bank, and Polak's vision for bringing out a technologically superior solar lantern at an affordable price of fifty U.S. dollars, which is half the price of existing solar lanterns in the Kenyan market. Given the recent determination of IDE's Board to remain focused on irrigation projects, Polak faces the dilemma of receiving the Board's approval for the low-cost solar lantern project.

This case examines issues concerning a joint-venture start-up operation by four sponsors organizations. Stormy Seas is the sequel to the case, Setting Sail, which examines the management decision that resulted in the joint venture. It examines the impact of organizational structure on operations, the need for a clear identity of personalities. Based on field research, this case is appropriate for courses in strategic management, some areas of small business or organizational change, public administration or non-profit. The case is suitable for both undergraduate and graduate levels.
 

The circumstances surrounding the first two operating years of a joint-venture start-up are explored. The internal struggles of the strategic alliance are set against a background of significant demand for services. Balancing customer demands, management controls and declining outside funding are among the challenges facing the Executive Director of the venture.

Information is given on the history of the location, the joint venture and its sponsors, as well as the initial two years of operation. Give the tumultuous financial condition of, and relationships between, each organization involved in the joint venture, the v1 ability of the venture is in jeopardy. In addition, the venture must find the most efficient way to meet the needs of its customers while staying within the organizational constraints of the joint venture.
 

This case describes a successful turnaround strategy in a nonprofit company. Based on field research, it is appropriate for courses in Strategic Management, Nonprofit Administration, and Arts Administration-at senior level undergraduate or graduate levels. The study features turnaround strategy, theatre/business interface, strategic management formulation and implementation, leadership issues, and nonprofit financial administration.
 

In 1970 W.L. "Rusty" Mundell approached Herbert Friedman, a businessman in the small town of Chillicothe, Ohio, with the concept of creating an historical outdoor drama. Three days later, local businessmen formed the Scioto Society, Inc., a nonprofit corporation, to create and produce the drama. Three years later, on June 30, 1973, Tecumseh! opened to great acclaim.

From 1973 until 1986, Rusty Mundell produced and directed Tecumseh!. Although a brilliant artist and leader, Rusty was not a strategic businessman. The company faced bankruptcy and divestiture followed the 1986 season. At this point, the board of directors hired Marion Waggoner, a new producer, to attempt a hard-line strategic turnaround.

Marion Waggoner applied the traditional strategy and methodical planning common to the business world, but innovative for the artistic world. He instituted a strict strategic plan of cost cutting, human resource management, debt recovery, marketing, and capital investment. By 1991, the production was grossing over $1 million in annual revenues, and had paid off all but the original construction loan. At the end of the 1993 season, the Scioto Society paid off all remaining loans, making it the first major debt-free historical drama in the nation.

By 1997, The Scioto Society was debt-free, had invested $1.2 million in capital improvements, possessed nearly $2 million in assets with $250,000 in cash reserves, and had a $250,000 line of credit. It is one of the nation's top three attended historical dramas, and is critically acclaimed as the number one quality product of its kind.

The renovation of the Columbus YWCA could definitely be viewed as a 'success story' which gives students an opportunity to examine the critical success factors of a capital campaign. The importance of effective leadership, teamwork, public image and mission statement focus can be studied through this case.

Since 1886 the Columbus YWCA had been a force in the community providing housing, child care, and job training for women. In the decades that followed they advocated for racial justice and women's empowerment. The Griswold Memorial Building, constructed in 1928, became the hub of the YWCA services and community groups regarded it as a focal point for women's services. The building included 104 units of women's housing located near needed social services, government services, jobs, and transportation lines. By the early 1990s the leadership of the YWCA realized that the agency's ability to remain viable would be jeopardized by the building's antiquated infrastructure and support systems.

The board of directors and management team of staff considered the options available to the YWCA. It was decided that the Griswold Memorial Building was central to and inseparable from the work of the YWCA. After identifying the critical infrastructure needs of the agency, a plan was developed that work of the YWCA. After identifying the critical infrastructure needs of the agency, a plan was developed that included meeting the requirements of the American Disabilities Act while also preserving the historical integrity of the building. A $15 million dollar fund-raising campaign was undertaken, the largest ever undertaken by a local YWCA in the United States and one of the largest ever among a social service agency in central Ohio.