JACR is a publication of the Southwest Case Research Association (SWCRA). JACR publishes teaching cases in all business disciplines. Cases may be grounded in primary and/or secondary data sources. Whether primary or secondary, sources must be well documented.
A Downtown Stadium for the Augusta GreenJackets Baseball Team
Synopsis
The Georgia Golf Hall of Fame’s Botanical Gardens in Augusta closed their gates on June 30th, 2007 due to a lack of visitors and government support. Over four years later the land lies overgrown and unused. One potential use is as a multiuse baseball stadium for the local Class A minor league team, the Augusta GreenJackets. The proposed $38.7 million development would seat 5,500 spectators as well as incorporate private suites and a club room. However, there is some opposition to the proposal and uncertainty over the role of the state and local governments in the deal. What effect would this proposal have on local economic development? This case would be appropriate for a course in public finance, local economic development or sport management. It is a public policy case not a business policy case. It would be appropriate for both undergraduate and graduate classes.
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Shopper-Centric Sales and Operations Planning: CCD’s Journey to Demand-supply Integration
Synopsis
This case deals with organizational behavior, supply chain management, demand and supply integration, supply chain risk, sales and operations planning, category management, trade promotion and corporate culture. This case is about an overseas manufacturer of over-the-counter (OTC) remedies for which the U.S. is the largest market. Customer-facing supply chain managers in the U.S. were challenged to deal with low availability of popular brands, resulting in complaints from, and penalties imposed by customers (retailers). These U.S. managers realized that the firm’s overseas production managers, with their strong emphasis on efficiency, dominated the firm’s production planning process, creating production plans that emphasized efficient production over responsive availability of its products. It seemed clear that for the firm to achieve its strategic and financial goals in the U.S. it would have to change its sales and operations planning methods.