Journal of Applied Case Research (JACR) – Volume 10 Number 1

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.


Big Idea: Why Did The Idea Fail?

  • Tim Wise, Southern Arkansas University

Synopsis

The Big Idea case is a description-based case assembled from secondary data, including a book by Big Idea’s founder, Phil Vischer. The names and dates given in the case have not been disguised.
VeggieTales, a computer-animated video series designed to teach religious values to children, was the most successful direct-to-video series in history but, due to a series of misfortunes and miscalculations, Big Idea Entertainment went bankrupt and was ultimately purchased by another firm. Told through the eyes of company founder Phil Vischer, the case tells the story of the firm’s founding and early successes and the difficulties the company encountered in its attempt to enter the mainstream market and compete in an industry dominated by media giants like Disney and Dreamworks.
The case illustrates the problems encountered by successful small business owners as they attempt to grow their firms into large businesses. Changes in corporate structure and governance, the need for different managerial skills, and rising personnel and facilities costs all serve to make this transition difficult or even treacherous. This case is ideal for use in entrepreneurship, and organization theory courses. Students are challenged to analyze and summarize the decisions and events that plunged a commercially-successful business with a popular product into bankruptcy. In addition, the case illustrates some of the managerial challenges faced by businesses that produce religious materials but hire employees from a variety of faith backgrounds.

Keywords:

Organization management, Entrepreneurship, Managing growth, Animation, VeggieTales, Religion

Citation:

Wise, T. (2012). Big idea: Why did the idea fail? Journal of Applied Case Research, V10(1), 1-11. http://swcra.net/Cases/V10_N1a_Big_Idea_Case.pdf

Harley-Davidson, Inc.

  • Dalton E. Brannen, Augusta State University
  • Jeffrey R. Miller, Augusta State University
  • Nabil A. Ibrahim, Augusta State University

Synopsis

This is a descriptive case developed from a variety of secondary sources including: academic, business, motorcycle industry and motorcycling community publications. The case describes a company with a long and proud tradition and the many problems it has faced and overcome. It provides an example of a company being challenged by high quality and lower-priced imports. This case also illustrates how management’s leadership style can significantly impact the operations of a business, for better or worse. During its history, Harley-Davidson has had five distinct management tenures or waves. Each of which had a significant impact on its operations. The five management waves are chronicled along with their contributions and failures.The company has had a dramatic rise in fortune since the 1980’s. Through excellent leadership and risks taken by those who love the Harley-Davidson name, the company rose from the brink of extinction. Harley-Davidson’s story is one of the greatest comebacks in the history of American business.

In recent years Harley-Davidson has undertaken a number of initiatives to respond to the changing demographics of the motorcycle market and to the increased interest for recreation, and more recently as economical transportation in the face of higher energy costs. Harley-Davidson has offered new innovative products, and acquired a company which reached market segments that were quite different from the typical Harley rider, but then soon divested that company. More recently there has been a reversal of some of those initiatives as the company has returned to its traditional products and reduced costs.

Keywords:

Leadership Style, Branding, Competitive Strategy, Family Business, Change Management, Leveraged Buyout

Citation:

Brannen, D., Miller, J., & Ibrahim, N. (2012). Harley-Davidson, Inc. Journal of Applied Case Research, V10(1), 12-44. http://swcra.net/Cases/V10_N1b_Harley_Davidson_Case.pdf

Hasta La Vista: Microsoft and the Vista Operating System

  • James R. “Doc” Ogden, Kutztown University of Pennsylvania
  • Denise T. Ogden, Pennsylvania State University – Lehigh Valley
  • Anatoly Belousov, Kutztown University of Pennsylvania
  • Elsa G. Collins, Kutztown University of Pennsylvania
  • Andrew Geiges, Kutztown University of Pennsylvania
  • Karl Long, Kutztown University of Pennsylvania

Synopsis

This is a description-based case where students will analyze the decisions made during product development and major launch of a product. The case is written utilizing secondary sources with no disguises used for the company/people. The case involves Microsoft Corporation, a company that has great resources and is a market leader in the personal computer market. This case study assesses the Windows Vista operating system and Microsoft’s attempt to introduce customers to this new product.This case is based on events that took place during the Windows Vista product development and launch and Microsoft’s attempt to introduce this new product on a new level with new security features, and new multimedia applications. The case opens with a scenario that took place between Microsoft executives about the problems with Longhorn (the original codename for Vista). Although there were problems from the start, Microsoft decided to launch Vista. The launch did not go as Microsoft expected. Due to problems with Vista, many customers who had purchased new computers decided to downgrade to Windows XP instead of buying a new machine with Vista. Although dissatisfaction was high, Microsoft continued to market the product. The failure to gain acceptance in the market helped rivals gain market share.
The Epilogue at the end of this Teaching Note brings the instructor up to date with the events of the case. The course is appropriate for classes in marketing management, new product management, business policy and public relations.

Keywords:

Computer industry, Strategic marketing, Decision case, Competitive strategy, Public relations, New product launch

Citation:

Ogden, J., Ogden, D., Belousov, A., Collins, E., Geiges, A., & Long, K. (2012) Hasta la Vista: Microsoft and the Vista operating system. Journal of Applied Case Research, V10(1), 45-57. http://swcra.net/Cases/V10_N1c_Hasta_La_Vista_Case.pdf

Unraveling Anonymous Internet Criminal Networks: Lessons From a Cyber Defense Team

  • Gina Vega, Salem State University
  • Benjamin Ngugi, Suffolk University

Synopsis

KnujOn, a virtual consulting firm run by a father and son team, has been fighting spam and other Internet abuses since 2003. Its latest campaign has been to unravel and help shut down domains that sell illegal pharmaceuticals, despite the lack of formal policing on the Internet. Understanding the structure of the Internet itself is key to understanding this case. KnujOn (No Junk spelled backwards) plays a curious role that vacillates between vigilante and guardian angel. Students are challenged to balance the need for anonymity and protection of privacy rights against the need for Internet security, and formal compliance with informal and emergent regulations. The issue of illicit drug sites and resulting illegal and dangerous use of prescription drugs plays an illustrative role in this case study. The case has been field researched, and the protagonists have been interviewed extensively.

Keywords:

Management Information, Cybercrime, Internet, Crime, Cyber Defense

Citation:

Vega, G. & Ngugi, B. (2012). Unraveling anonymous internet criminal networks: lessons from a cyber defense team. Journal of Applied Case Research, V10(1), 58-67. http://swcra.net/
Cases/V10_N1d_KnujOn_Case.pdf

Family Dollar Stores, Inc.

  • Patricia Humphrey, Texas A & M University — Texarkana
  • James L. Harbin, Texas A & M University — Texarkana

Synopsis

This case is a description-based case using secondary sources. While many retailers reported losses and closed their doors in the years following the Great Recession, Family Dollar has thrived. Family Dollar’s 2011 fiscal year revenues were $8.5 billion and their operating profit was up 10.9% over last year. It placed 302 on the 2011 Fortune 500 list of America’s largest corporations. Family Dollar operates over 7000 stores in 44 contiguous states. Cashing in on the new value-oriented American consumer, Family Dollar is attracting new affluent shoppers. They are upgrading their store facilities and computer payment systems. Their product mix strategy consists of adding consumable items to lure customers into their stores while reducing higher profit discretionary items such as clothing and apparel. Their recent addition of food and consumables has increased traffic in their stores, but at what cost? As they upgrade their stores and offer more services, will they be able to maintain their low prices and profit margins? If the economy improves, will they keep or lose these new affluent customers? Or if the economy is slow to recover, will they too suffer with their low-income target market. These and other problems face Family Dollar as they continue to expand in the highly competitive discount retail industry.

Keywords:

Strategic management, Industry analysis, Discount store chain industry, SWOT analysis, Wheel of Retailing theory, Competitive strategy

Citation:

Humphrey, P. & Harbin, J. (2012). Family Dollar Stores, Inc. Journal of Applied Case Research, V10(1), 68-84. http://swcra.net/Cases/V10_N1e_FamilyDollar_Case.pdf