Cumber

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 Breezy Plains Acres: What About Me?

Complete Case details are given below :
Case Name :      Breezy Plains Acres: What About Me?
Authors :           Carol J Cumber, Burton W Pflueger
Source :             North American Case Research Association (NACRA)
Case ID :            NA0228
Discipline :        General Management
Case Length :    14 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Breezy Plains Acres began in 1927 as a small farming operation in Minnesota consisting of a section of land with a homestead. Now run by fourth and fifth generations of the Richter family, it was a five million dollar, complex agri-business that included both owned and rented cropland and pasture, five sites, several hog finishing units, and cattle. This was no simple farm with a cow in the pen, a pig in the sty, and a few acres as depicted in “Little House on the Prairie.” Chuck Richter was in his early sixties and had begun to consider transitioning away from the day-to-day operations of the farm/ranch toward retirement. He realized that with increased complexity came increased challenges in relation to how to sustain the operation within the family for future generations. He had one farming son, seven off-farm children and fifteen grandchildren. He was concerned about who would sustain the farm, and how many of the non-farming children had the interest, and, equally important, the financial resources, to buy-in to the operation. As he considered estate planning, he recalled examples of farm families torn apart and farms being sold to strangers because of the children fighting due to how the estate was divided. Being fair to his children was of central importance. As he reviewed the challenges, he thought, “What can I do to help assure that future generations of Richters will still own and manage Breezy Plains Acres?”

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