Wishbone Greeting Cards are the creation of David Booth, a retired dentist, who had to solve several problems before the cards could be manufactured. While all manufacturing problems were solved, the major problem, finding distributors, has not been solved. The primary use of this case is to get students to develop a strategy for marketing these cards. They might decide to approach other traditional and non-traditional sources, they might choose to sell the patents and trademarks to another company, or they may simply decide that the company and its product are not viable and should be abandoned. This case could be used in entrepreneurship/small business classes or in basic marketing courses at the undergraduate level.
 
 

David Booth believed for twelve to fifteen years that people would enjoy getting "wish" greeting cards with a wishbone enclosed. In 1996 he decided to act on his belief and set about designing that special card. He had a number of problems to solve before the card could be mass-produced. First, he learned that he could not purchase enough real wishbones to include with his cards. He finally developed a special plastic, which he patented that met all of his specifications. Second, he had to experiment with a number of glues before he found one that would hold the wishbone on the card but would not come off on the bone. Finally, he had to include a notice that the card required additional postage even though it met the requirements for regular postage.

The real difficulty arose when David tried to find a company to distribute the cards. All of the distributors he contacted, card companies, retailers, drug store chains, etc., thought the product was innovative and appealing, but they were not interested in actually representing Wishbone Greeting Cards. David has to decide whether he should continue searching for a distributor, sell the rights to his product to another company, or give up his idea and move on to another project.
 
 

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Contact Person: Robert L. Anderson, School of Business, College of Charleston,
Charleston, SC 29424. (843) 953-8108, Fax (843) 953-5697

This case demonstrates the multiple external factors that can influence an organization. The primary emphasis here is the impact of new governmental regulations on the fresh juice industry. The repercussions to many small businesses are enormous. Students are taught the importance of "keeping their finger on the pulse" of possible strategy modifiers. The students are encouraged to consider options to an existing approach to business, should the new regulations preclude it. In addition to governmental policy, the importance of personal relationships outside of the organization is described as a major factor of success. Also, examples of threats that are generally not discussed in business schools (such as coercion) are provided.

The teaching note was written primarily for undergraduates in a strategic management or small business course. There is little emphasis given on quantitative aspects of the business. The focus on this case is on external environmental factors and what to do about them. Therefore the case is most appropriately used when discussing firm opportunities and threats.

Boyd Taylor took over the family business from his father Reed, the original entrepreneur. Together they have established a relatively prosperous small business selling fresh-squeezed orange juice, juice squeezing machines, and more recently, plastic containers. Their largest customers are grocery stores such as Kroger, Big Bear, and Super Wal-Mart. Recent crises involving food contamination have motivated regulatory agencies to consider new processes to ensure consumer safety. The changes could require all fresh juice to be pasteurized or contain labels warning the consumers about the possible hazards of fresh juice.

Boyd knows that he needs to make some decisions soon. The FDA, after much industry lobbying and feedback, is planning on announcing their final decree during the summer of 1999. Boyd needs to be prepared to respond to the possible threats and opportunities as rapidly as possible.

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Contact Person: Steven R.Ash, Franklin University, Columbus, OH 43215
Mail: Franklin University, Columbus, OH 43215, USA
Voice: (614) 220-8936; Fax: (614) 228-8478, e-mail: ashs@franklin.edu

The case describes the strategic and marketing decisions facing a start up company that has developed a DeCopier Technology – a technology that wipes clean 40 different types of toners at high speeds from photocopied paper and printed-paper. The case describes the founding of the company, the technology used, the industry environment and its trends, the target market, the marketing strategy, the financials, the milestones, and the risks faced by the company.

DeCopier Technologies, Inc. is a case appropriate for courses in strategic management/business policy, strategic marketing, small business, entrepreneurship, and in Innovation and Technology courses at the undergraduate, graduate, and executive levels.

"DeCopier Technologies, Inc." was founded by Sushil Bhatia. He developed a machine that could remove 40 different types of toners, at high speeds, from photocopied or printed paper, wipe the paper clean and bind it into reams thus reducing paper waste and saving companies money. At the time of the case, the prototype for the product has been developed but the product has not yet been brought to the market.

Citing industry trends, projections, and numerous other statistical figures, the owners of the company saw a huge potential market for this product. They visualized a global market for the DeCopier because of the various problems associated with destroying or recycling paper. One potential market was the security industry both domestic and international. Other potential markets included domestic and international recycling with both commercial and government customers. Shredders and other paper destroyers were not seen as competition but rather as additional security maintaining devices for confidential documents and as additional potential marketing channels for the DeCopier Technology. Students should recognize the basic soundness of the business concept and that the market is untested and there is uncertainty of market acceptance.

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Contract Person: John Friar, College of Business, Northeastern University, Boston, MA 02115 PHONE: (617) 373-4784; FAX: (617) 373-8366.  E-mail:Jfriar@cba.neu.edu
 

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This case illustrates the difficulties an entrepreneur, who has technical competence in a field but no managerial experience may encounter in starting a new business. It also deals with such important economic and marketing concepts as opportunity cost of time and resources, identification of profitable target markets and determining appropriate promotional strategies to reach those lucrative segments. Additionally, the case calls upon the student to explore resources available to an entrepreneur who lacks adequate business skills to cope with the development and growth of the business.

The primary audience for this case was presumed to be both undergraduate and graduate classes in entrepreneurship, policy and marketing strategy.

Alba Adventures was a 3-year-old company based in Glasgow, Scotland, that provided outdoor adventures such as canoeing, archery, gorgewalking, rock climbing and abseiling (repelling) to social and community groups. John Johnston, the owner, had done a good job of organizing the outdoor activities. However, by May of 1999, he perceived that he needed some assistance with the management of the business. He was aware that he needed to define a strategy for the future that would include identification of appropriate customer groups, development of a profitable pricing policy, selection of an adequate staff to carry out the strategy identified, and definition of a marketing strategy that would reach the identified customer groups. John wondered, where he could find resources to assist him with these decisions and their implementation.

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Contact Person: Marlene Mints Reed, Samford University, Birmingham, AL 35229.
Phone: (205) 726-2542. Fax: (205) 726-2464; e-mail: mmreed@samford.edu.

This case illustrates how an entrepreneurial spirit and determination can lead to a successful business. It explores the issues facing a successful venture as they attempt to plan strategically for the future. Students are asked to examine a variety of issues including the importance of financial analysis in evaluating strategic alternatives. Students are also encouraged to explore the long-term ramifications of each alternative.

The teaching note was developed for an undergraduate course in Strategic Management or Small Business. It illustrates the importance and difficulty of analyzing various strategic alternatives with an emphasis on the value of financial analysis. The case demonstrates how various objectives conflict and how the tradeoffs must be weighted in reaching strategic decisions. It could be used most effectively during the early to middle section of the course when financial statements are explored.

Amy’s Bread details the experience of a young, female entrepreneur who has established a successful bakery in New York City. Amy’ Bread sells hand-shaped, specialty breads to wholesale and retail customers in Manhattan. The company was established four years ago and is now faced with a critical decision: expand or stand pat? Amy’s Bread has a waiting list of wholesale customers but can a single entrepreneur manage larger production operations at two different locations? The case explores her options for expansion and the dilemma of whether to expand wholesale and retail operations or just wholesale. Should she buy or lease? The case grapples with the options available to Amy and the problems of how to obtain the financing needed for expansion.

The case highlights the issues of producing a labor-intensive product in a highly competitive environment. It emphasizes many of the challenges faced by young entrepreneurs and the determination and sacrifice required for success.

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Contact Person: Paula S. Weber, St. Cloud State University, St. Cloud, MN
Mail: 4835 Holly Lane, Plymouth, MN 55446
Voice: (612) 559-3119 email: weberp@cobalt.vic.uh.edu

This case was written to explore the concept of entrepreneurship. It was intended to show the role that entrepreneurial leadership plays in establishing direction in a given corporate environment and to describe the specific elements on an entrepreneurial strategy.

The case may be used in an introductory course in entrepreneurship or in a beginning management course. It may be used to familiarize students with contemporary entrepreneurial characteristics and practices.

Argonics, Inc., in 1996, was a newly established, rapidly growing, polyurethane manufacturing firm with corporate headquarters in Marquette, Michigan. Each of its owners had exhibited entrepreneurial characteristics in the early development of the company. They recently had participated in a formal visioning exercise for the firm to help them determine where they were going, how they were going to get there, and the steps to be achieved along the way. Out of the exercise came a goal to achieve annual sales of $6,000,000 for the company by the year 2001. To accomplish this they felt they needed more production capacity, floor space, and oven capacity in the company’s manufacturing facility. The company president had recently heard of a state grant program, which when combined with a request for a loan from a local financial institution would finance the expansion. An executive decision concerning the additional funding was necessary to move the proposal forward.

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Contact Person: James W. Camerius, Professor of Marketing, Northern Michigan University,
1401 Presque Isle Avenue, Marquette, MI 49855-5359
Voice (906) 227-1245; FAX (906)227-2930; e-mail: jcameriu@nmu.edu

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The main objective of this case is to show that strategic management is applicable to small businesses. In particular, the need for planning, human resource development, and target marketing is emphasized. This case is field researched and is appropriate for courses in strategic management or small business. The case is best suited for the undergraduate level.

Black & Riling Co. (B&R) has been in the heating and air conditioning business since 1953. B&R is currently owned by Douglas Kline, who began gaining control of the company in 1968, at that time, he purchased one third of the company stock. Upon the death of Mr. Black and Mr. Riling, the company was divided amongst Mr. Kline and another partner, who in 1991 sold his interest to Douglas. Douglas has been with B&R since September of 1962, when he was hired not only as a technician, but also as the predecessor for Mr. Black and Mr. Riling.

Black and Riling has 20 employees. B&R typically runs 14 trucks (technicians, installation, etc.) at any one time. B&R has primarily focused their marketing and servicing efforts in the Nacogdoches area. They do, however, service some outlying areas, up to about 45 miles. Approximately 43 percent of Black and Riling’s revenue is derived from residential replacement work. The remaining revenue is made up of service, commercial replacement, and new construction (residential and commercial).

Today, Douglas is trying to determine whether to grow his company, and if so, how; or how to maintain their current market position. Black and Riling has always pursued a strategy of market penetration but Douglas is now not sure what needs to be done. Should the decision be made to grow the company?

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The case can be used to discuss the following topics: 1) The details that need to be attended to in starting a business; 2) Where new small business owners can go for help; 3) The impact of government regulations (e.g., workers compensation) and taxes on small businesses; 4) Ethical issues that small business owners may face; 5) Options for growing a small business, including franchising.

The case is designed for use in a Small Business Management course at the undergraduate level. It could also be used in an Introduction to Business course.

Bob and Kelly Allen started Bob's Home Repair 18 months ago, when Bob lost his job as a skilled tradesman working for the city. The business was their sole source of income because Kelly had left her accounting job to care for their young son and to complete her MBA. She was expecting their second child, and they hoped to start an accounting service out of their home as well. Bob enjoyed being his own boss and had stopped looking for another job. He now had more calls than he could handle alone and the Allens' were planning on how they could grow the business.

This case demonstrates many of the problems of "would-be" retailers, who want to turn their hobby into a business. To do so, requires planning, estimates of potential, forecasting of sales and a good understanding of the market. With the information in the case, students are asked to evaluate the marketing research, the methods used to determine market potential and the competitive analysis of other retailers of NASCAR memorabilia.

The case could be used in several different courses. It could be used in an undergraduate marketing research case, a retailing class or at the graduate level in a marketing management class. It might also be used in a small business class to illustrate some of the pitfalls involved in starting one’s own business.

The Rines, Karen and Larry, want to turn their hobby of collecting NASCAR and Dale Earnhardt collectibles into a retail business selling these collectibles. They have attended a class on writing a business plan, and consulted the local small business center where they learned that they needed an estimate of market potential. For this, they obtained the services of a graduate student at a local university who also conducted a competitive analysis of other NASCAR collectibles stores in the area. Based on the information obtained by Karen from government documents about NASCAR businesses, the demographics of their market area, and the market potential estimate and competitive analysis done by the graduate student, they must make a decision about opening the store.

That decision, however, depends on issues other than financial ones. Implicit, but not stated in the case are issues of the Rines’ ability as managers, their lack of business background, a clear understanding of their market and competitive advantage. Do they have a service to offer that their competitors don’t? Do they understand the importance of foot traffic in building volume or are they focused too intently on collectors who spend more, but are fewer in number? Can they manage a business?

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Contact Person: Martha R. McEnally, University of North Carolina at Greensboro, Dept. of Business Administration, Bryan School of Business, UNCG, Greensboro, NC 27402-6165
Phone: (336)-334-4529; Fax (336)-334-4141; e-mail: martha_mcenally@uncg.edu

This case demonstrates the interrelationships between the external and internal forces that are often present in a company turnaround situation. Also, interpersonal issues are featured as prominently in the case as more traditional variables such as technology, finance and strategy. The case focuses on the difficulty in developing and maintaining

an effective management approach while both the external market conditions and internal company factors are quickly deteriorating. The decision point for this case is July 2, 1998. Recent semiconductor industry forecasts have turned positive and profitability has returned for many companies in the chip-manufacturing tier of the industry. For second tier equipment manufacturers and third tier measurement instrument suppliers such as UVM, business performance has continued to decline. The current financial condition for UVM is dismal. Also, the behavioral style and teamwork assessment data collected by an external consultant suggest teamwork is declining. The CEO has a less positive outlook for the immediate future than industry experts do. Therefore, the student is encouraged to develop and evaluate options that will allow UVM to survive now and thrive in the future.

The case was designed for graduate level courses in Entrepreneurship, Strategic Management, , and Organizational Behavior. Ideally, the case should be used in the latter part of the course term to take advantage of the student’s accumulated experiences with analyzing prior cases that have multiple critical variables and more than one decision focus. The integrative nature of the UVM case also may be useful in senior level undergraduate courses in Organizational Theory, Strategic Management and Organizational Development where skills in cross-functional analysis and systems thinking are stressed.

On July 1, 1998 Clarence Tucker experienced the most challenging day of his ten-year tenure as CEO of Ultimate Value Measurement, Inc. (UVM). It was the end of the first quarter of the new fiscal year and he had developed six options to deal with the fate of UVM. Industry experts had predicted a turnaround in the semiconductor industry several months ago. However, a number of interrelated items had caused Clarence to be less optimistic than the external experts. Some of the overlapping items that had influenced his selection of options were: (1) Clarence had not fully recovered from a knee operation in January, (2) the demand for UVM products in the Pacific Rim had not increased, (3) Clarence had not focused as much as usual on the quality of management teamwork, (4) there had been three straight quarters of financial losses on the company P&L’s, and (5) he had downsized the company twice that year. It appeared that UVM was in a downward spiral.

As company resources dwindled over the last year, Clarence was faced with the decision of whether to focus on external factors or internal factors in order to survive. He had anticipated a break-even first quarter financial report based on his management decisions over the last six months. Clarence had hoped to use this anticipated positive financial news as the backdrop for the annual UVM strategic planning meeting. Prior to receiving the quarterly company financial reports, Clarence heard about another sharp downturn in the financial and political stability of key Pacific Rim companies. Therefore, when Clarence had to select his best option on July 2, 1998, everything seemed to be interrelated including his knee and backaches.

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Contact Person: George L. Whaley, San Jose State University, San Jose, Ca 95192. Mail: One Washington Square, College of Business, San Jose State University, San Jose, Ca 95192 USA
Voice (408)-924-3564; FAX (408)-924-3555; e-mail: whaley_g@cob.sjsu.edu.

Students are placed in the role of two entrepreneurs who founded a housecleaning business and saw sales grow quite rapidly and then plateau with inadequate profits to compensate the owners. The case is designed to present a complex problem involving marketing and operations which are intertwined. Both strategic and implementation issues are present. The business is simple enough for students to understand without prior background or experience.

This case is suitable for use at the undergraduate and graduate level for courses in Entrepreneurship, Small Business, Business Policy, Marketing and Operations Management.

Pleasant Homecoming (PH) was a small housecleaning business founded in Lansing, Michigan in 1993 and operated by two entrepreneurs, Alice and Beth. PH seemed to have reached a plateau in sales after four years of operation and both owners had stopped taking a salary in order to conserve cash. They pondered what was the major problem facing the business and what could be done to make it worth continuing their entrepreneurial venture? The problems the small business faced were both marketing and operational. In addition to the Lansing operation, franchising had been attempted with poor results. The case was the result of field research.

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Contact Person: Robert P. Crowner, Eastern Michigan University, Ypsilanti, MI 48197
Mail: 3719 Meadow Lane, Saline, MI 48176
Phone: (734) 429-5032; Fax: (734) 429-5032

This case illustrates the strategic and financial analysis to evaluate whether a small business owner should remain in a highly mature, declining industry or hedge his risk by starting a new business as a dealer in a highly mature, but slightly more attractive industry. Strategic literature on mature/declining industries and product life cycle strategies is applied to this question. Cost-volume-profit analysis, strategic analysis and market estimation is required to evaluate the financial risk.

The teaching note was written primarily for undergraduate courses in small business/entrepreneurship. The case may also be useful in other business courses including retailing and business policy.

Tony Cironi, the owner and the chief operating officer of Cironi's Sewing Center is the dominant sewing machine dealer in the Akron, Ohio area. His business has grown over eighteen years by adding sewing machine lines, including several for which he holds exclusive territories, and expanding store merchandise and services. However, the sewing machine industry is mature and Tony's sewing machine sales appear to have plateaued. In response, Tony recently added a line of Oreck products (vacuum cleaners, air cleaners and water purifiers) that have been profitable. However, Oreck has changed their distribution strategy and he intends to offer an exclusive license for an Akron area Oreck-only store.

Tony does not have the alternative of continuing as a multi-line dealer of Oreck products. He must either seek an Oreck license or establish an Oreck Floor Care Center, or defer on the opportunity. The decision is complex because the floor care industry, which is larger than the sewing industry, is also a mature industry. Therefore, Tony must assess the relative advantage of a dealership in the floor care industry in light of his sewing machine business experience, his evaluation of future market potential, his judgment regarding changes in product distribution, and his own personal preferences and plans.

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Contact Person: Gary B. Frank, George W. Daverio School of Accountancy, University of Akron, Akron, OH 44325-4802
Voice (330)-972-7242; FAX (330)-972-8597; e-mail: gfrank1@uakron.edu

The main objective of this case is to show that strategic management is applicable in religious organizations. In particular, the need for planning, funding, and target marketing is emphasized. The mission and objectives of a church are discussed and compared with the needs of various stakeholders (pastor, congregation, and community). Additionally, the constraints that resource dependency and volunteer reliance can have upon decision making are demonstrated. Based upon field research, it is appropriate for courses in strategic management or small business. The case is best suited for the undergraduate level.

Elkins Lake Baptist Church (ELBC) was organized in 1970. The church experienced moderate growth during the early years, expanding its physical plant in 1978 and again in 1991. The church was nearing capacity while the 10-acre building site was ill suited for major expansion. In 1986 the church purchased 23 additional acres for a future building site. And in 1995, construction began on the new facility and was completed in March of 1997.

While the new church building corrected some of the space problems, its rather austere interior seemed to add to the under-current of conflict among the congregation’s various constituents. Pastor Hugghins increasingly finds himself trying to create harmony between and among: older and younger target markets, conservative and liberal adherents, and Elkins versus non-Elkins residents. Some of his actions have both gained and lost members. What path should ELBC and Pastor Hugghins take?

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Contact person: Paul R. Reed, Management & Marketing Department, Sam Houston State University, Huntsville, Texas 77341.
Phone: (409) 294-1281 or (409) 294-1256 Fax: (409) 294-3612.

This case would be appropriate in the undergraduate classes of Management Consulting, Small Business Management, or Entrepreneurship. The case is intended to shown the difficulty in starting a new business and securing capital. Students will identify important factors in starting a new business.

Sonny Carson is interested in building a recreation complex in a medium size city. CosmicBowl and Fun Center is presently in its start-up stage. CosmicBowl and Fun Center is a proposed recreation center which will provide several new, unique types of recreation. As soon as funds are available, construction will begin. The dominant driving force of the business is the need for recreation in the area. This center is a new "innovative" concept which includes cosmic bowling..

Sonny has tried to obtain financial assistance from private investors without success. He has done quite a bit of research on bowling nationwide and has developed a detailed marketing plan. However, without obtaining capital, he visited a consultant to see if he should forget the venture or make changes in his business plan. The plan lacks financial data, such as an income statement, cash flow statement, and projected payback statements. Currently he is securing $3 million for equipment and construction costs.

The case has sections on vision/mission, marketing, management team, and exhibits with pictures of the proposed recreation center. A power point presentation comes with the case which shows the colorful events associated with Cosmic Bowling.

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Contact Person: Marilyn Young, The University of Texas at Tyler, 3900 University Boulevard, Tyler, TX 75799.   Phone: (903) 566-7438. E-mail: myoung@mail.uttyl.edu.