Case

Case Solution for Litehouse Foods: The Glass Dilemma
Complete Case details are given below :
Case Name :      Litehouse Foods: The Glass Dilemma
Authors :           John J. Lawrence, Anubha Mishra, Marie Pengilly
Source :             North American Case Research Association (NACRA)
Case ID :            NA0288
Discipline :        Marketing
Case Length :    20 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case focuses on whether Litehouse Foods should switch its signature creamy salad dressings from glass to plastic packaging. The central figure in the case is Doug Hawkins Jr., the company’s Senior Business Development Manager (Marketing lead). The company, which is one of three major players nationally in the refrigerated salad dressing market, has been selling its dressings in glass jars for 50 years, and these glass jars are considered an important element in how consumers think about the Litehouse brand. Two of Litehouse Foods’ competitors have recently switched to plastic, however, and this has helped them achieve a significant price advantage over Litehouse at retail. Switching to plastic jars would save Litehouse $1.5 million/year and allow it to narrow the price advantage opened up by competitors. Doug must develop a recommendation to the company’s executive committee that considers the cost savings potential of plastic against the value of the glass packaging to the brand. Complicating this decision are the environmental implications of a switch from glass to plastic, both real and perceived, as well as how a change at this time would mesh with the company’s recently launched growth strategy.

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Case Solution for Connect: The Knowledge Network (B)
Complete Case details are given below :
Case Name :      Connect: The Knowledge Network (B)
Authors :           Joan Winn
Source :             North American Case Research Association (NACRA)
Case ID :            NA0B19
Discipline :        Human Resource Management
Case Length :    05 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Supplementary Material to Product # NA0119

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Case Solution for CONNECT: The Knowledge Network (A)
Complete Case details are given below :
Case Name :      CONNECT: The Knowledge Network (A)
Authors :           Joan Winn
Source :             North American Case Research Association (NACRA)
Case ID :            NA0119
Discipline :        Human Resource Management
Case Length :    12 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In 1992, Maureen Clarry and Kelly Gilmore quit their jobs to start CONNECT: The Knowledge Network, an Information Technology Consulting company. Maureen and Kelly did not take a salary for the first six months of operation, and expected to keep expenses down by working out of their homes. When both women became pregnant, they had to redefine their business model and find a suitable office space. They found an old Victorian house with a separate building to serve as an on-site daycare center and proceeded to create a family-friendly office environment. They focused their business strategy on building a network of consultant “partners” to provide data warehousing and information systems consulting to large companies in the Denver area. In 1998, as companies attempted to expand their workforce in an increasingly tight job market, CONNECT added permanent-placement to their temporary-placement services. This new service line required an increase in CONNECT’s workforce, and within a year, CONNECT expanded from 8 to 20 employees. The economic downturn of 1999-2000 prompted CONNECT to refocus the business once again, forcing a layoff of some long-time staff as well as its recently hired recruiters. This case chronicles the process that Maureen and Kelly and the entire staff of CONNECT went through in making the difficult downsizing decisions.

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Case Solution for The Proposed Merit Pay Program: Should the Winners Take All?
Complete Case details are given below :
Case Name :      The Proposed Merit Pay Program: Should the Winners Take All?
Authors :           Thomas R. Miller
Source :             North American Case Research Association (NACRA)
Case ID :            NA0032
Discipline :        Human Resource Management
Case Length :    07 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Dr. Jeff Foreman, Professor and Chair of the Marketing Department at Carroll State University, had just left a meeting with the Dean of the College and other department chairs about the upcoming salary increase program. Since pay increases had been small in recent years, Foreman was quite pleased that there would be four percent merit money this year, in addition to the previously announced two percent across-the-board (ATB) increase. The ATB raise would be effective in July, and the merit pay would be implemented the following January. At the meeting, the Dean of the College informed the chairs that the merit-pay policy was subject to change, in order to reward the highest performing faculty. He stated that at a recent meeting with the Provost, the idea of a more “aggressive” approach to rewarding top-performing faculty members was discussed. This approach, it was advanced, would help the University retain its most productive and most mobile faculty members – those who had the talents to really advance the programs of the school. Subsequent discussion at the chairs’ meeting was animated, and they expressed a variety of opinions about the advisability of the proposed changes in the merit-pay policy. As the meeting ended, the Dean asked each of the chairs to study the proposal and make a recommendation about the pay plan with a justification, noting that the group would meet again to make a policy decision for the College. Back in his office, Professor Foreman reviewed the existing policy on salary increases, salary information on his faculty, and their performance ratings for the last three years. He thought about the philosophy underlying the aggressive approach to compensation and the implications of rewarding only the top performers. But he also wanted to look at the actual impact of the proposed change on the salaries of his faculty members. What would it do to salary differentials? How would it affect faculty motivation?

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Case Solution for Governance and Talent Management in a Professional Services Firm
Complete Case details are given below :
Case Name :      Governance and Talent Management in a Professional Services Firm
Authors :           Yuliya V. Ivanova, Joan Winn
Source :             North American Case Research Association (NACRA)
Case ID :            NA0044
Discipline :        Human Resource Management
Case Length :    14 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The Academy for Professional Development (APD) was launched in 1993, shortly after Perestroika and the turbulent time of Soviet disintegration. With the support of the Soros Foundation and a local Ministry of Privatization, APD became the most prestigious professional business education and consulting firm in the country. Assembling and training a “team of talents” is always difficult, more so in this case because of the nature of local business practices, the proliferation of professional service firms competing for business and state-director clientele, and the lure of opportunities in more stable environments. As APD gained experience in business education and consulting, different directors implemented new programs and brought different styles of management. As the organization experiences turnover of its professional staff, its founder and Chairman of the Board is concerned about the role he should take as the organization matures.

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Case Solution for Governance and Talent Management in a Professional Services Firm
Complete Case details are given below :
Case Name :      Governance and Talent Management in a Professional Services Firm
Authors :           Yuliya V. Ivanova, Joan Winn
Source :             North American Case Research Association (NACRA)
Case ID :            NA0078
Discipline :        Human Resource Management
Case Length :    14 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The Academy for Professional Development (APD) was launched in 1993, shortly after Perestroika and the turbulent time of Soviet disintegration. With the support of the Soros Foundation and a local Ministry of Privatization, APD became the most prestigious professional business education and consulting firm in the country. Assembling and training a “team of talents” is always difficult, more so in this case because of the nature of local business practices, the proliferation of professional service firms competing for business and state-director clientele, and the lure of opportunities in more stable environments. As APD gained experience in business education and consulting, different directors implemented new programs and brought different styles of management. As the organization experiences turnover of its professional staff, its founder and Chairman of the Board is concerned about the role he should take as the organization matures.

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Case Solution for Cooperation for Advancement Rehabilitation and Education (CARE): Leadership in Social Sector Organizations
Complete Case details are given below :
Case Name :      Cooperation for Advancement Rehabilitation and Education (CARE): Leadership in Social Sector Organizations
Authors :           Arif Butt, Humaira Butt, Shezeen Hemani
Source :             North American Case Research Association (NACRA)
Case ID :            NA0092
Discipline :        Human Resource Management
Case Length :    22 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case documents the history and development of philanthropic work in providing quality education by CARE (Cooperation for Advancement Rehabilitation and Education) under the leadership of its chairperson, Seema Aziz. Seema started CARE in 1988 as a small voluntary effort to help the flood victims of the Sheikhupura town, Lahore (Pakistan) and later directed the organization’s focus towards providing quality education to underprivileged children. After over a decade of efforts which led to the establishment of 6 CARE owned schools and adoption of 20 schools from the Government of Punjab, Seema was faced with an important decision which would shape the future of CARE. In September 2002, the government of Punjab offered CARE to adopt another 140 government schools. The offer had left Seema at a crossroads as accepting the offer would achieve CARE’s mission by accelerating the process of spreading education. However, it would invite challenges associated with managing a rapidly growing organization, providing for additional funds and other organizational resources, and establishing a professional and well motivated Human Resource base to support the expansion decision which would have to be taken within a few months. On the other hand, refusing the government’s offer would enable Seema to take CARE through a gradual process of growth ensuring control over policymaking and implementation, minimizing risks related to financial sustainability, building organizational and human resource capacities and above all preparing leadership capabilities necessary for a growing organization. For Seema it was indeed a tough decision. She felt that as she contemplated the offer to prepare CARE to take up the challenge, thousands of children lost hope for basic education and an opportunity to live like the privileged part of the society. While Seema’s heart was truly tempted to take up the government’s offer, her mind was well aware that she must choose her options wisely.

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Case Solution for Improving Customer Service in Sunpharma Pharmacies
Complete Case details are given below :
Case Name :      Improving Customer Service in Sunpharma Pharmacies
Authors :           Katarina Lackova, Michaela Polakova, Joan Winn
Source :             North American Case Research Association (NACRA)
Case ID :            NA0207
Discipline :        Human Resource Management
Case Length :    20 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Sunpharma Group, a chain of pharmacies in Slovakia, had recently come under new ownership, and the new CEO recognized the need for better customer service in order for the company’s expansion strategy to be successful. The company had, as its stated strategic goal, “to be a long time favorite and most in-demand pharmacy renowned for world class professionals, comprehensive services, and individual approach.” Typical pharmacy training only addressed physiological and pharmacological concerns, so it was up to the company to address customer service needs for its pharmacists and technicians. Results from a “mystery shopper” project, which investigated the quality of services in pharmacies in standard situations, highlighted the lack of interpersonal skills among pharmacy staff. This case describes the first steps undertaken by the Human Resources department to analyze work behaviors and identify training needs. The student is asked to design a training program for the company that the HR manager can present to the CEO.

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Case Solution for Daktronics (C): Downsizing a Billion Dollar Dream
Complete Case details are given below :
Case Name :      Daktronics (C): Downsizing a Billion Dollar Dream
Authors :           Marlene M Reed, Charles M Carson, Carol J Cumber
Source :             North American Case Research Association (NACRA)
Case ID :            NA0236
Discipline :        Human Resource Management
Case Length :    20 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case focuses on the necessity of developing a human resource strategy for downsizing Daktronics, Inc., a company that was founded in 1968 in Brookings, South Dakota as a small producer of scoreboards for collegiate wrestling matches. By 2009, the company was generating a half billion dollars in revenue annually by producing electronic scoreboards, programmable display systems, and large screen video displays using light emitting diode (LED) technology. The dream of the founder was to grow the company to a billion dollars in revenue. However, by the spring of 2010 the recession that the United States had been suffering since 2008 had now produced negative earnings for Daktronics. Carla Gatzke, VP of Human Resources, realized that she needed a strategy to further reduce personnel costs during the duration of the recession, yet respect company culture and its relationship with communities. The plan would also need to position the company strategically for continued growth.

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Case Solution for Maria Gonzalez
Complete Case details are given below :
Case Name :      Maria Gonzalez
Authors :           Karen E. Boroff
Source :             North American Case Research Association (NACRA)
Case ID :            NA0276
Discipline :        Human Resource Management
Case Length :    14 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Maria Gonzalez, a unionized employee of Global Communications, was arrested in an off-duty incident involving drugs, guns, and possible pornography. The news account published the names of those arrested, including Maria, but listed her name as Yvonne Gonzalez. Maria, as she was known in the office, was a customer service representative (CSR) at Global. She had access to private information about Global’s customers and was the point of contact for them. Gonzalez reported out sick following the arrest and her immediate boss, unaware of the drug bust and Gonzalez’s associated arrest, simply thought this was a typical sick-day call-out. Subsequently and quite by accident, Gonzalez’s managers learned that her absences were directly related to events at the drug bust. In turn, when she wanted to report back to work, the managers became concerned about what the appropriate course of action should be regarding Gonzalez’s behavior. They were troubled by the potential customer and employee impact, as well as negative publicity that could tarnish Global’s overall reputation.

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