Proceedings / Actes Volume 29, 2008

Transcription

Annual Conference of the Administrative Sciences Association of
Canada
Congrès annuel de l’Association des sciences administratives du Canada
ASAC 2008
Proceedings / Actes Volume 29, 2008
Case Track Division/ Études de cas
Edited by/ Édités par
Rosemary A. McGowan, PhD
Wilfrid Laurier University, Brantford Campus
Case Abstracts/ Résumés des cas
Halifax, Nova Scotia May 24-27, 2008 / 24 au 27 Mai, 2008
Copies of these Proceedings
may be obtained by contacting:
Il est possible d’obtenir des
exemplaires en communiquant
avec:
Adri Spyker
SBE Case Publications Office
School of Business & Economics
Wilfrid Laurier University
Waterloo, ON
Canada N2L 3C5
Telephone/Téléphone: 519-884-0710 ext. 6999
Fax/Télécopieur: 519-884-9408
E-mail/courriel: [email protected]
ACKNOWLEDGEMENTS
REMERCIEMENTS
I would like to thank everyone who
submitted cases to the 2008 ASAC Case
Track.
Je tiens à remercier tous ceux et celles qui
ont soumis un cas à la 2008 ASAC Études
des cas.
I would also like to thank the reviewers for
their great work. Their cooperation was
remarkable and their valuable comments
will no doubt help the authors strengthen
their case work.
Je tiens surtout à remercier les évaluateurs de
manuscrits pour leur excellent travail. Leur
coopération fut remarquable et leurs
commentaires aideront sans doute les
auteurs.
Sincere thanks to Shripad Pendse,
Division Chair, Donna Stapleton,
Academic Reviewer, Adri Spyker,
Case Track Administrator, and
Mike Daly for their support during
the preparations for ASAC 2008.
Sincere thanks also to Shamsud
Chowdhury for his support of our
conference work.
Merci à Shripad Pendse (le président de la
division), Donna Stapleton (responsable de
l'évaluation), Adri Spyker (Administrateur
des Études de cas), et Mike Daly pour leur
support tout au long de la préparation du
congrès.Un merci sincères également à
Shamsud Chowdhury pour son appui de
notre travail de conférence.
In addition, I would like to thank my
colleagues who volunteered to serve in the
role of Discussant and/or Chair during the
various conference sessions. A special
thank-you also to Tupper Cawsey for his
ongoing support of the ASAC Case Track.
J’aimerais remercier mes collègues qui ont
offert de participer soit à titre de président (e)
et de commentateur (trice) au cours des
différentes sessions de la conférence. Un
merci spécial aussi à Tupper Cawsey pour
son appui continuelle des Études de cas.
I would also like to thank our sponsors Pearson Education Canada and the School
of Business & Economics, Wilfrid Laurier
University.
Rosemary A. McGowan
Leadership
Wilfrid Laurier University,
Brantford Campus
J’aimerais aussi remercier notre
commanditaire - Pearson Education Canada
et l’École de commerce et d’économie de
l’Université Wilfrid Laurier.
Rosemary A. McGowan
Leadership
Wilfrid Laurier University,
Brantford Campus
REVIEWERS / ÉVALUATEURS
Ann Armstrong
Kara Arnold
Céleste Grimard-Brotheridge
Tupper Cawsey
Julie Cloutier
Gail Lynn Cook
Pat Fitzgerald
Ann-Marie Fray
Mary Furey
Paul Leonard Gallina
Vincent E. Georgie
E. Stephen Grant
Rana Haq
Wayne King
Irène Lépine
Jiao Li
Stephen Lynch
Ken MacAulay
Herb MacKenzie
Rosemary A. McGowan
Susan Myrden
Lukas Neville
Detlev Nitsch
Shirley Noseworthy
Bryan Joseph Poulin
Joanne Pyke
Emmanuel Raufflet
Christopher A. Ross
Akbar Saeed
Jean-Yves Saulquin
Robert W. Sexty
Peter Sianchuk
Lynne Siemens
Richard Soparnot
Bill Taylor
Andrew Templer
David Tulett
Amy Warren
Nelson Waweru
Elden Wiebe
Lourdes Zubieta
University of Toronto
Memorial University
Université du Québec à Montréal
Wilfrid Laurier University (Retired)
Université du Québec à Montréal
Brock University
Saint Mary’s University
Groupe ESCEM
Memorial University
Bishop's University
HEC Montréal
University of New Brunswick
Laurentian University
Memorial University
Université du Québec à Montréal (Retraités)
University of Western Ontario
University of Guelph
St. Francis Xavier University
Brock University
Memorial University
Queen's University
Memorial University
Lakehead University
Cape Breton University
HEC Montréal
Concordia University
University of Western Ontario
Groupe ESCEM
Memorial University
Mount Allison University
University of Victoria
Groupe ESCEM
Concordia University
University of Windsor
Memorial University
Memorial University
York University
Saint Mary’s University
Bishop's University
TABLE OF CONTENTS / TABLE DES MATIÈRES
Track One:
Organizational Behaviour/ Comportement organisationnel & Human
Resources/ Ressources humaines
Copper Mountain, Amending Compensation: Pay-for-Performance One Year
Annual Review
Mark Magee (University of Guelph)
Stephen Lynch (University of Guelph)
Full Case Available on CD
A Story of Sweet Success
Zeina Farhat (University of Windsor)
Francine Schlosser (University of Windsor)
Human Resource Implications of Foreign Corporate Ownership
Jannifer David (University of Minnesota Duluth)
Ahmed Maamoun (University of Minnesota Duluth)
Past Perfect
James M. Tolliver (University of New Brunswick, Retired)
Céleste Grimard-Brotheridge (Université du Québec à Montréal)
Samantha Doesn’t Say “No”
Tania Casado (University of San Paulo)
Leticia Fantinato Menegon (ESPM; EAESP-FGV)
Laura Menegon Zaccarelli (Universidade Presbiteriana Mackenzie)
British Petroleum (PLC) and John Browne: A Culture of Risk Beyond
Petroleum (A) and (B)
Murray Bryant (University of Western Ontario)
Trevor Hunter (King’s University College)
Quality Building Cleaners
Mark Julien (Brock University)
Monica Draayer (Brock University)
Medical Equipment Inc. in Saudi Arabia
Joerg Dietz (University of Western Ontario)
Laura Guerrero (University of Western Ontario)
Managing Kate
Christina Waddy (Corporate Research Associates)
Elizabeth Kelley (Dalhousie University)
Track Two:
Entrepreneurship/ Entrepreneuriat
ShoeGuru.ca: Drop-Shipping Proposal
Gordon Lucyk (Grant MacEwan College)
Daniel Mireault (Grant MacEwan College)
Making Green Delicious: Sustainability at Jamie Kennedy Kitchens
Melissa Leithwood (York University)
Oana Branzei (University of Western Ontario)
Honorable Mention Case Award
Microfinance and the Kipsigis of Southwest Kenya
Glenn Brophey (Nipissing University)
Robin Wiszowaty (Free the Children)
British-Thai Synthetic Textile Company, Ltd.
Prescott C. Ensign (University of Ottawa)
Rajkumar Haldar (SMART Technologies)
Surf’s Up
Tim Redmer (Regent University)
Mike Gray (Regent University)
Green Leaf Hotel
Adam Fikis (University of Guelph)
TravelHangar.com
Prescott C. Ensign (University of Ottawa)
Anthony Woods (INCOHO, Inc.)
Track Three:
Strategy/ Stratégie
Wal-Mart: Unfriendly Vancouver
Robert W. Sexty (Memorial University)
Punit Anand (Memorial University)
Moncton Flight College
Robert A. MacDonald (Atlantic Baptist University)
Heather Steeves (Atlantic Baptist University)
Laurier School of Business and Economics Best Case Award
Security Breach at TJX
Ramasastry Chandrasekhar (University of Western Ontario)
Nicole Haggerty (University of Western Ontario)
Muskoka Recreational Property Development
Ron Craig (Wilfrid Laurier University)
Trent Tucker (Wilfrid Laurier University)
Trio Lounge: A Capital Allocation Decision
Adam Fikis (University of Guelph)
NuComm International: Making a Call on China
Detlev Nitsch (Wilfrid Laurier University)
Tupper Cawsey (Wilfrid Laurier University, Retired)
The Home Depot Canada: Supporting Local Communities
Makarand Gulawani (Grant MacEwan College)
Don’t Be Evil – Google’s Way
Pratima Bansal (University of Western Ontario)
Marlene Le Ber (University of Western Ontario)
Devine Steakhouse: The Right to Grow
Quentin Lewonas (University of Guelph)
Track Four : Marketing
Tyndale Treasures Community Store
Dave McKenzie (Concordia University)
Christopher A. Ross (Concordia University)
The Rooms: Room to Grow
Jordan Wright (Memorial University)
Donna Stapleton (Memorial University)
Excel Toronto Airport Hotel
Air Miles Canada: Rebranding the Air Miles Reward Program
Niraj Dawar (University of Western Ontario)
Ramasastry Chandrasekhar (University of Western Ontario)
District of Nipissing Social Services Administration Board: Improving Childcare
Service Quality
John Nadeau (Nipissing University)
Dawn Carlyle (Nipissing University)
Barkerville: After the Gold Rush
Robert J. Ellis (University of Northern British Columbia)
Sungchul Choi (University of Northern British Columbia)
Elizabeth Croft (University of Northern British Columbia)
The WaterHarvester: Making Waves in Rural Kenya
Sebastian Hermann (Nipissing University)
Glenn Brophey (Nipissing University)
Denyse Lafrance Horning (Nipissing University)
Anything But Ordinary
Harish Kapoor (Acadia University)
Track Five:
Resources/ Ressources humaines & Strategy/ Stratégie & Marketing
CMTEK
Irène Lépine (Université du Québec à Montréal, Retraités)
Julie Cloutier (Université du Québec à Montréal)
Presenté par: Céleste Grimard-Brotheridge (Université du Québec à Montréal)
Mohamed Horani et HPS: Pour la gloire des paiements électroniques (A + B)
Brahim Allali (HEC Montréal)
Cases complets disponible sur CD
La mise en œuvre d’une GRH reponsable ou comment une PME devient une référence sociale
Elise Bonneveux (Groupe ESCEM)
Aude Rychalski (Groupe ESCEM)
Richard Soparnot (Groupe ESCEM)
Le dilemme du directeur
Vincent Calvez (ESSCA)
Jollibee
Vincent Calvez (ESSCA)
Jean-Yves Barbier (ESSCA)
Une transformation organisationnelle de type stratégique chq LAVO Ltée.
Jean-Pierre Noblet (ESSCA)
Eric Simon (ESSCA)
Hôtellerie Champêtre: à la conquête du marché américain
Jocelyn D. Perreault (Université du Québec à Trois-Rivières)
Léonard Dumas (Université du Québec à Trois-Rivières)
Claude Ananou et la Résidence Grand Large
Johanne Dion et TRANS-HERBe ou la passion des tisanes
Innover grâce à une image de marque distinctive et à un programme novateur de recrutement des
membres hôteliers
Léonard Dumas (Université du Québec à Trois-Rivières)
Custime.com: le temps à l’image du swiss made
Lassaad Ghachem (Université de Neuchâtel)
Ali Kizildag (Custime Sàrl)
ASAC Case Track Best Case/ Division études de meilleur cas
SlimFast Weight Management Products
Lisa Giguere (Wilfrid Laurier University)
Chatura Ranaweera (Wilfrid Laurier University)
ABSTRACTS / RÉSUMÉS
CASES ACCEPTED FOR PRESENTATION*
CASES ACCEPTED FOR PROCEEDINGS‡
LES CAS ACCEPTÉE POUR PRÉSENTATION
LES CAS ACCEPTÉE POUR LES ACTES
Track One:
Resources/ Ressources humaines
Mark Magee, University of Guelph
Stephen Lynch, University of Guelph
ASAC 2008
Halifax, Nova Scotia
COPPER MOUNTAIN, AMENDING COMPENSATION: PAY-FOR-PERFORMANCE
‡
ONE YEAR ANNUAL REVIEW
On March 26, 2007, Copper Mountain, located in the heart of Summit County, Colorado, USA,
completed the 1st annual evaluation of the room attendants' new pay-for-performance
compensation program. John Mather, Housekeeping Manager, was approached by his manager
Kevin Johnson, Director of Hospitality, on April 9, 2007. Johnson requested that Mather evaluate
the recommendations made within the 1st year annual review and compile a list of the ones he felt
most critical, based on their impact on financial success, operational excellence and employee
engagement. In addition, Johnson requested that Mather submit any additional recommendations
that may be required. Johnson required the final list of recommendations by April 16, 2007, so
they could be implemented in the 2008 Business unit planning, scheduled to be completed May
18, 2007. Mather continued to his office, and thought to himself, that this was not the best way to
start the beginning of the week.
Zeina Farhat, University of Windsor
Francine Schlosser, University of Windsor
ASAC 2008
A STORY OF SWEET SUCCESS
*
An immigrant small business owner faces leadership, communication and human resource
management challenges when managing the staff of his Dairy Queen Franchise.
Jannifer David, University of Minnesota Duluth
Ahmed Maamoun, University of Minnesota Duluth
ASAC 2008
‡
HUMAN RESOURCE IMPLICATIONS OF FOREIGN CORPORATE OWNERSHIP
This case studies the changes that occur during the acquisition of a U.S. based paper facility when
it is purchased by a Finnish corporation. What changes can be expected based upon the
differences in national culture between the U.S. and Finland? How do corporate entities impart
their values and beliefs into foreign facilities, particularly when these facilities have already
established human resource policies and practices based upon the subsidiary’s national culture.
ASAC 2008
PAST PERFECT
James M. Tolliver, University of New Brunswick (Retired)
Céleste Grimard-Brotheridge, Université du Québec à Montréal
‡
This is a case about leadership and ethics. In it, an older professor encourages one of his better
graduate students to pursue her PhD rather than pursue the “quiet life” she originally wanted.
Although over 30 years have passed by, he is still troubled by having influenced her in the last
years of her life. He asks a young professor if he did the right thing. This case gives senior
graduate students an opportunity to discuss ethics, leadership, and the implication of trying to
make a “positive difference” in terms of the human costs so often involved.
ASAC 2008
Tania Casado, University of San Paulo
Leticia Fantinato Menegon, ESPM; EAESP-FGV
Laura Menegon Zaccarelli, Universidade Presbiteriana Mackenzie
SAMANTHA DOESN’T SAY “NO”
*
This case presents the dilemma faced by Samantha Ventura, a professional in the Human
Resources area who left a company where she had worked for 7 years and in which she had good
experiences. Samantha left to join Patricia, her friend and former boss, who invited her to be the
Human Resources Coordinator for a new organization. In the new job, Samantha felt frustrated
about her work expectations. Samantha decided to quit, but Patricia asked her to stay and try a
little more. After thirty days, Samantha should make her decision and talk to Patricia. On May 1st,
the Labor Day holiday, Samantha needed to go to work. Patricia would be there also and was
expecting to know about Samantha’s decision. Samantha thought about her family, her life, her
relationships and her values. A decision had to be made.
Murray Bryant, University of Western Ontario
Trevor Hunter, King’s University College
ASAC 2008
BRITISH PETROLEUM (PLC) AND JOHN BROWNE: A CULTURE OF RISK
*
BEYOND PETROLEUM (A) AND (B)
In 2007, two reports identified a “culture of risk” and other serious safety lapses through the
global operations of British Petroleum (PLC) (BP), suggesting that profits were valued above
worker and environmental safety. These reports were in response to an oil refinery explosion
which killed 15 people. The revelations severely damaged BP’s recently improved corporate
image. The job of restoring the firm’s reputation fell to the BP Board and its star group chief
executive, Lord John Browne.
Browne, the most respected CEO in the United Kingdom, intended to save the firm before his
retirement. In the midst of damage control from the reports, accusations of impropriety were
made of Browne by a young male escort. Browne admitted lying under oath in a British court,
lost all credibility and was forced to resign far earlier than anticipated, leaving the BP Board
without a seasoned chief executive and in a desperate situation.
ASAC 2008
QUALITY BUILDING CLEANERS
Mark Julien, Brock University
Monica Draayer, Brock University
*
This case focuses on the challenges experienced by a small company as it is forced to confront
the ad-hoc approach it currently takes with human resources management. The symptoms of their
employee problems (widespread employee dissatisfaction, turnover and absenteeism) are a result
of the lack of human resources planning and lack of in-house human resource expertise. This case
is well-suited for an undergraduate introduction to human resources management class.
ASAC 2008
Joerg Dietz, University of Western Ontario
Laura Guerrero, University of Western Ontario
MEDICAL EQUIPMENT INC. IN SAUDI ARABIA
ƒ
Arjun Singh, a recently hired U.S.-trained sales account manager at Medical Equipment Inc.
(Medical Equipment), returned to his office after a meeting with Dr. Matthew Saxman, head of
the Cardiology Department at King Faisal Specialist Hospital and Research Centre in Jeddah,
Saudi Arabia. Although Singh had worked very hard to secure his first sale (US$725,000 for
healthcare equipment), he felt disheartened. Saxman had told Singh that the hospital’s purchasing
director, Sulaiman AL Humaidi, apparently intended to give the order to Hamad Najjar from
MediTech, Medical Equipment’s main competitor in the deal. Najjar and Al Humaidi had known
each other for 10 years, and Saxman implied that Al Humaidi might accept side payments from
Najjar. Singh knew that Medical Equipment’s product was superior and wondered how he could
secure the order without having a history with Al Humaidi and without engaging in practices he
found ethically questionable.
ƒ
Case accepted for presentation and proceedings; case available through Ivey Publishing’s
website: www.ivey.ca/cases
Christina Waddy, Corporate Research
Associates
Elizabeth Kelley, Dalhousie University
ASAC 2008
*
MANAGING KATE
Motivation of employees in a government agency can be challenging; when combined with the
effects of generational differences and union constraints, the level of challenge increases. This
case explores how managers in this situation might deal with these issues.
Track Two:
Entrepreneurship/ Entrepreneuriat
Gordon Lucyk, Grant MacEwan College
Daniel Mireault, Grant MacEwan College
ASAC 2008
*
SHOEGURU.CA: DROP-SHIPPING PROPOSAL
The college student owner of ShoeGuru.ca, an online sports shoe store, is creating a proposal for
his distributor in the United States which will ask the distributor to adopt a drop-shipping system
for ShoeGuru. The drop-shipping arrangement contemplates the distributor will ship orders
directly from the warehouse to ShoeGuru’s online customers. The distributor has given the owner
of ShoeGuru a three-day deadline to fashion the proposal. ShoeGuru’s owner’s objective is to
create a proposal which provides value both for ShoeGuru as well as the distributor.
ASAC 2008
Melissa Leithwood, York University
Oana Branzei, University of Western Ontario
MAKING GREEN DELICIOUS: SUSTAINABILITY AT JAMIE KENNEDY
ƒ
KITCHENS
The case illustrates the challenges of growing sustainability by tracking the journey of a
quintessentially Canadian chef, environmental champion, and strong advocate of slow food,
seasonality, and local sourcing. Set in May 2007, the case decision has Toronto-based Jamie
Kennedy pondering several expansion options for Jamie Kennedy Kitchens, a corporation with
three main ventures. Jamie Kennedy Kitchens’ annual revenues were more than $7 million and
EBT of 6.7 per cent in an industry typically averaging 3.2 were testimony of the growing appeal
of organic food and wine pairings. With influential cook-books, global accolades, and a fast
growing base of satisfied customers, Jamie Kennedy was well positioned for growth. Yet Jamie
Kennedy grappled with the implications of growth for the core pillars of his business. The case
asks students to anticipate growth alternatives and articulate their points of leverage or disconnect
with Jamie Kennedy Kitchens’ current business model.
ƒ
ASAC 2008
Glenn Brophey, Nipissing University
Robin Wiszowaty, Free the Children
‡
MICROFINANCE AND THE KIPSIGIS OF SOUTHWEST KENYA
A group of business students and their professor travel to rural Kenya to work with Free the
Children, (FTC) an in-situ NGO, that is focused on generational social change through education
for the children from the surrounding villages. This Canadian NGO has had considerable success
in meeting this original objective and they now see health care and economic development
concerns as being the next barriers to expansion of their educational thrust for the local
population.
The business group has focused on microcredit for the ‘hardcore poor’ mothers (mommas) as a
means to economic development as this approach has proven successful with similar populations
in other parts of the world. At the level of the momma, the charitable NGO is considering two
potential models of joint liability group and individual financing (loans or grants?). The business
students have been asked to gather the necessary data, consider the implications of their analysis
and make a recommendation as to which financial structure will be more effective to the NGO’s
management group within Kenya. The students also have been asked to create an action plan for
implementation of their recommendation.
ASAC 2008
Prescott C. Ensign, University of Ottawa
Rajkumar Haldar, SMART Technologies
BRITISH-THAI SYNTHETIC TEXTILE COMPANY, LTD.
*
In early July 2006, Robert Van, British-Thai’s managing director, prepared for his meeting the
next morning with his Thai partner, Surachai Pee and other senior managers, to discuss the future
for British-Thai Synthetic Textile Company, Ltd. A joint-venture company, British-Thai was
formed with Mr. Surachai Pee in April 1972. Robert Van brought his younger sister, Menda, and
appointed her a marketing director. A few years later, Robert Van married the daughter of
Surachai Pee, Supi, and appointed her as financial controller. Their hard work and devotion to the
business generated export demand in international markets and the company expanded the
business further by acquiring 3 more garment factories. The business started with 250 employees
and grew to over 2000 employees and 5 factories in Thailand by 1999.
Tim Redmer, Regent University
Mike Gray, Regent University
ASAC 2008
SURF’S UP
*
Surf’s Up is a nonprofit decision-oriented case featuring Christian Surfers U.S. (CSUS), an
interdenominational nonprofit ministry headquartered in St. Augustine, Florida. The organization
has just lost its lease, is facing a declining membership, and is considering an extensive new
membership drive. Complicating the situation is that CSUS has been without an executive
director for over a year. Chandler Brownlee, the last executive director, was also the strongest
financial contributor to the organization. Earlier in the week, Chandler announced he was
stepping off the board and cutting his active interaction with the organization. The organization is
at a critical time in their 23-year history. Casey needs to find a suitable office in the next few days
and determine if a massive membership promotional program should be implemented, all while
funding issues are becoming a major concern and the organization lacks leadership at the top
level and has questionable board of director support.
Adam Fikis, University of Guelph
ASAC 2008
*
GREEN LEAF HOTEL
This case focuses on the creation of a feasibility study to support an application for refinancing at
an existing hotel. The Green Leaf Hotel is a 102 room, limited service hotel located in Oakville,
Ontario. On January 14, 2007, a meeting took place between the owner and the general manager.
In this meeting, George Pacheco, the owner of the hotel makes it clear that he wishes to explore
the option of refinancing the hotel. He further explains that his intent is to free up capital to be
able to add a new wing to the hotel. Christopher Grant, the General Manager, has been given the
task of completing the initial feasibility study. The study should at minimum contain the
following: an analysis of historical operating results, a competitive set analysis, future demand
and supply projections, a proforma operating income statement and a valuation of the subject
property. The report should conclude with the projected amount of refinancing and
recommendations for the use of the “newfound” capital. George wants the report in his hands no
later than the end of the second quarter of the current business year.
Prescott C. Ensign, University of Ottawa
Anthony Woods, INCOHO, Inc.
ASAC 2008
TRAVELHANGAR.COM
*
TravelHangar was a privately held company located in Toronto, Ontario, Canada founded by
Anthony Woods and Jason Steels – both graduates from Queen’s University with Bachelor of
Commerce degrees. The company sold group travel to students focusing specifically on spring
break and expanded slowly into other group travel scenarios relating to students (i.e., sports team
travel). The value proposition that the company offered was simple: focus sales efforts on one or
two targeted people who would bring along 40 customers with them. The net result was effective
use of sales time/effort with a large reward. The case revolves around the founders’ issues with
their business as they move farther away from the university setting. When the company was
created they did all the work including sales. As they moved on to careers, the pair found students
to replace them on the sales front. The issue is that they slowly moved out of any day-to-day
workings of their business, which has created an issue with their new key sales lead – he was
doing all the work and only getting a portion of the benefits.
Track Three: Strategy/ Stratégie
Robert W. Sexty, Memorial University
Punit Anand, Memorial University
ASAC 2008
WAL-MART: UNFRIENDLY VANCOUVER
*
Businesses face challenges in their relations with government at all levels, but the challenge at the
municipal or local level does not receive the attention it should in business courses. The case uses
Wal-Mart’s application for its first store in Vancouver as an illustration of the demands placed
upon businesses by local government. The case briefly describes zoning regulation followed by
giving background on Vancouver municipal government and Wal-Mart. Wal-Mart’s proposal is
outlined along with the issues confronting the company and how it responded to them. The case is
written from the perspective of an architect, Peter Busby, who assisted Wal-Mart in designing the
store. The case ends prior to city council’s voting on the proposal, but Busby is wondering what
could have been done differently, or what can be done if the proposal is rejected.
Robert A. MacDonald, Atlantic Baptist University
Heather Steeves, Atlantic Baptist University
ASAC 2008
‡
MONCTON FLIGHT COLLEGE
For the small or medium-sized enterprise, decisions regarding strategic direction are often
complicated by limited resources and situational effects. This case traces the historic development
of the Moncton Flight College and presents the strategic decision that must be made regarding the
organization’s future.
Ramasastry Chandrasekhar, University of Western Ontario
Nicole Haggerty, University of Western Ontario
ASAC 2008
ƒ
SECURITY BREACH AT TJX
In February of 2007, TJX, parent company of Winners and HomeSense, revealed a security
breach to their systems resulting in the largest loss of data in retail history. With $200 million lost
and threats remaining from unstructured security practices, Owen Richel is hired as Chief
Security Officer and must quickly come up with a plan to re-architect TJX security practices.
ƒ
ASAC 2008
Ron Craig, Wilfrid Laurier University
Trent Tucker, Wilfrid Laurier University
MUSKOKA RECREATIONAL PROPERTY DEVELOPMENT
‡
A real-estate investor has found two Muskoka lakefront sites suitable for development and has a
basic recreational property development plan for each. Cost and revenue estimates are provided
for each site. Now she needs to determine the potential profitability of developing these sites.
Since most of the expense and revenue information is uncertain, a best/worst/expected case
analysis is appropriate. Monte Carlo simulation could provide even better information. Other
development issues are also raised.
ASAC 2008
Adam Fikis, University of Guelph
‡
TRIO LOUNGE: A CAPITAL ALLOCATION DECISION
This case focuses on a capital budgeting decision. Jamie, the Director of Food and Beverage at
the Lotus Hamilton Hotel, has been given the directive by his boss, the General Manager, to
prepare a detailed proposal for the conversion of the Trio Lounge into an alternative revenue
generating concept.
ASAC 2008
Detlev Nitsch, Wilfrid Laurier University
Tupper Cawsey, Wilfrid Laurier University
‡
NUCOMM INTERNATIONAL: MAKING A CALL ON CHINA
NuComm is a provider of outsourced call centre services headquartered in St. Catharines,
Ontario, which recently established its first offshore operation in Manila. Real Bergevin, the
CEO, is now dealing with a proposal for further expansion into China which entails making
decisions about the location, mode, and scale of the entry in the context of a difficult corporate
financial situation.
The case includes data on China’s market potential, discussion of the business culture and its
heavy focus on relationship-building, as well as specific information about the alternatives to
assist students in developing a recommendation with regard to the Chinese initiative.
Makarand Gulawani, Grant MacEwan College
ASAC 2008
*
THE HOME DEPOT CANADA: SUPPORTING LOCAL COMMUNITIES
This interesting case explains how The Home Depot Canada (THDC) supported local community
in Edmonton, AB. THDC practiced innovative and effective ways to give back while developing
and strengthening relationships with communities. This case is a story of THDC supporting
building an ice rink for Ritchie Community in Edmonton. By studying this case, students will be
able to understand how corporations support local communities. In addition, students will be able
to understand why corporations choose community projects to support and their selection criteria
for support. Studying this case will help students understand a big picture practice of giving back
by corporations.
Pratima Bansal, University of Western Ontario
Marlene Le Ber, University of Western Ontario
ASAC 2008
ƒ
DON’T BE EVIL – GOOGLE’S WAY
Wall Street’s darling, Google Inc., offered more than a pretty financial picture. Poverty,
communicable diseases and climate change – some of the world’s largest problems – were also
key interests of Google’s cofounders. By applying innovation and significant resources, Google’s
cofounders hoped that their efforts in these areas would one day eclipse Google itself in
worldwide impact. On February 22, 2006, Google Inc. announced the appointment of an
executive director of the newly created Google.org. With one per cent of Google Inc.’s equity and
profit as seed money, Google.org’s mandate was to address climate change, global public health,
economic development and poverty. Although charity by successful entrepreneurs was not
unusual, this press release signaled a new organizational form, a for-profit philanthropic
company. The new executive director’s task ahead was unprecedented. How could he leverage
the company’s for-profit status to make the biggest impact possible with the resources trusted to
Google.org? What decision-making criteria should be used for strategic investments? How would
he measure Google.org’s success?
ƒ
Quentin Lewonas, University of Guelph
ASAC 2008
‡
DEVINE STEAKHOUSE: THE RIGHT TO GROW
As the foodservice marketplace becomes increasingly competitive, market saturation, maintaining
growth, revenues, and recruiting a competent service-oriented workforce are just a few issues
multi-unit restaurant operators are faced with. This case examines the various strategies that
multi-unit restaurant operators employ to sustain growth and maintain a competitive edge in the
marketplace. The case study is used to examine how a specific multi-unit restaurant company has
developed and grown over time, and the impact they have had within the business of restaurants.
Track Four:
Marketing
Dave McKenzie, Concordia University
Christopher A. Ross, Concordia University
ASAC 2008
‡
TYNDALE TREASURES COMMUNITY STORE
Tyndale Treasures Community Store is a small store selling used goods, most of which is
clothing. The store is owned and operated by Tyndale St. Georges Community Centre, a not-forprofit organization serving the underprivileged and economically disadvantaged population of
Little Burgundy in Montreal, Quebec. The management of the store would like to develop a plan
to increase the sales of the store while it remains true to the ideals of the Community Centre.
Issues revolve around how to increase sales in the face of severe competition, lack of resources
and remaining true to the original ideals of the Tyndale St. Georges.
Jordan Wright, Memorial University
Donna Stapleton, Memorial University
ASAC 2008
‡
THE ROOMS: ROOM TO GROW
Since opening in 2005, The Rooms has hosted over 150,000 visitors, despite not possessing a
mature marketing program. Hence, attention in 2007 will shift towards furthering the facility’s
marketing efforts. In response, Deanne Hayward, marketing director at The Rooms, identified the
need to appeal to a young adult target market and design outreach and educational activities
specific to this audience. In addition, Deanne also had a goal to increase traffic and sales at the
Rooms’ Gift Shop and Café.
ASAC 2008
EXCEL TORONTO AIRPORT HOTEL
*
After the first quarter, the Excel Toronto Airport Hotel is projecting $850,000 short of planned
revenue at year-end. It is the responsibility of the sales team to drive business into the hotel and
make up the shortfall. How will the new Director of Sales (DOS) lead her team towards this goal?
ASAC 2008
Niraj Dawar, University of Western Ontario
Ramasastry Chandrasekhar, University of Western Ontario
AIR MILES CANADA: REBRANDING THE AIR MILES REWARD PROGRAM
*
Air Miles, the largest third party loyalty program in Canada, has more than 9 million subscribers.
Competition in the loyalty card market is heating up with the entry of Aeroplan and the myriad of
proprietary loyalty programs launched by retailers and other brands, and Air Miles seeks to
tighten its relationship with customers. Paradoxically, for a data-driven company focused on
influencing customers individually, Air Miles opts to develop and launch a mass advertising
campaign to reconnect with customers, and, just as importantly, to re-energize internally.
John Nadeau, Nipissing University
Dawn Carlyle, Nipissing University
ASAC 2008
DISTRICT OF NIPISSING SOCIAL SERVICES ADMINISTRATION BOARD:
*
IMPROVING CHILDCARE SERVICE QUALITY
In this case, the decision maker is confronted with several issues facing the district’s childcare
service providers (staff turnover, inadequate personnel levels, employee burnout, inadequate or
sporadic funding levels). These issues impact the quality of childcare services provided. She sees
service quality suffering from insufficient program plans (i.e. school readiness) and inappropriate
use of behavior modification techniques. Her solution is to provide a transparent auditing system
and initiate a supply of childcare programming kits. Students are asked to develop a marketing
plan for implementing the program. Discussion questions provide an alternative means of
presenting this case.
ASAC 2008
Robert J. Ellis, University of Northern British Columbia
Sungchul Choi, University of Northern British Columbia
Elizabeth Croft, University of Northern British Columbia
‡
BARKERVILLE: AFTER THE GOLD RUSH
This case describes the background, economic environment, and marketing strategy of a major
historic tourist attraction located in British Columbia. For the past five years Barkerville has been
under the stewardship of the Barkerville Heritage Trust, a board comprised of representatives of
the nearby communities, the related volunteer association, and the area’s tourism association. The
role of on-site management was assumed by a new CEO Judy Campbell in 2006, and she faces
the task of marketing and promoting the site as a tourist attraction to potential regional, national
and international visitors. Attendance figures have dropped in recent years and renewed efforts
are required to create new interest in the site and to encourage repeat visits. Increasing attendance
is crucial to the longterm sustainability of the townsite and to the viability of the for-profit
businesses operating at and around the site.
ASAC 2008
Sebastian Hermann, Nipissing University
Glenn Brophey, Nipissing University
Denyse Lafrance Horning, Nipissing University
*
THE WATERHARVESTER: MAKING WAVES IN RURAL KENYA
Sebastian, a 4th year Business Marketing student at Nipissing University, is faced with a
marketing decision that entails some unique marketing challenges he has not encountered before
in his marketing studies. He is faced with decisions of how to produce and sell an important
health improvement product in a situation where people are having difficulty acquiring food for
their families.
He and a small group of business students, nurses, and professors are in Kenya’s Rift Valley
Province, working with Free the Children and the local community of Motony on numerous
development issues. Many different approaches can be taken to improve the health of the
population and to tackle the region’s economic development with one crucial precondition being
the availability of clean water. Clean water improves health and liberates people from diseases so
that they can pursue economic betterment for their individual households.
The issue in many African nations is that the available water is highly contaminated, leaving
families in much despair. While the ‘just poor’ are able to use their tin roofs to collect water, the
‘hardcore poor’ are dependant on the contaminated river water, as their thatched roofs do not
allow for water to be collected. With this problem in mind, the group set out to develop a system
that would allow the ‘hardcore poor’ to collect rainwater on their roofs. The result was the design
and testing of a project that became known as the WaterHarvester.
The dilemma Sebastian is facing is as simple as it is devastating. His involvement with FTC had
convinced him of the merit of their philosophy that simply giving the WaterHarvester to a family
would not truly help in the long run. Yet he knew it was important for their health to see it used.
How was he going to convince people to use what little money they had for something for which
they did not truly understand or appreciate its importance? For generations they had been
gathering river water and they probably wondered why they should change their age-old customs.
In addition, if they did purchase a WaterHarvester, some families would likely have to deny their
families food. Sebastian wondered just how hard he should push this product to the ‘hardcore
poor’ of Kenya.
Harish Kapoor, Acadia University
ASAC 2008
ANYTHING BUT ORDINARY
*
Jeff Giles – a successful entrepreneur, author and the former President of the Canadian Football
League and Toronto Argonauts - has built his career successfully launching and restructuring
companies. When asked about the secret to success, Jeff has stated that he firmly believes 85%
of a person’s success at work is based on his/her soft skills and only 15% related to their technical
skills. Over the years Jeff has often found himself wondering, “Why it is that educational
institutions do not teach the soft skills that he believes are so critical to an individual’s success”?
Combined with his belief in the importance of soft skills and his passion to help others make a
difference in their lives, Jeff recently decided to write a book on the topic, appropriately titled,
Anything But Ordinary! The message of his book – a book targeted at the new generation of
worker, workers that he typifies as bold, restless and eager to make a difference – is that “to effect
a successful change, people must change first”.
Jeff’s previous book, Bigger Balls, a best seller in Canada which chronicled the behind the scenes
story of the CFL's turnaround in the late 1990's was published and marketed using the traditional
channels of marketing. While writing Anything But Ordinary, Jeff wondered about the ways he
could publish and distribute it as broadly as possible. One obvious way was to follow the
traditional path as he had for his last book, that is, to work with a publisher and launch the book
nationwide. But he is concerned that with the different target market for Anything But Ordinary
the traditional approach may not be appropriate. He notes with interest the vastly different media
habits of the college-age population as evidenced by the explosive use of internet and, in
particular, social networking sites such as Youtube.com, Facebook.com and MySpace.com. To
make an optimum decision on how to release his book, Jeff evaluates the retail publishing
industry in Canada.
Track Five:
Resources/ Ressources humaines & Entrepreneurship/ Entrepreneuriat &
Strategy/ Stratégie & Marketing
ASAC 2008
Irène Lépine, Université du Québec à Montréal (Retraités)
Julie Cloutier, Université du Québec à Montréal
Presenté par: Céleste Grimard-Brotheridge, Université du Québec à
Montréal
*
CMTEK
Ce cas montre comment une PME en technologie de l’information utilize ses resources humaines
pour supportes sa stratégie et se donnee un avantage competitif.
This case examines how a small IT company uses human resources to support its strategy and
gain a competitive advantage.
ASAC 2008
Brahim Allali, HEC Montréal
MOHAMED HORANI ET HPS: POUR LA GLOIRE DES PAIEMENTS
‡
ÉLECTRONIQUES (A + B)
Ce cas raconte l’histoire de Mohamed Horani, PDG de Hightech Payment Systems (HPS), une
PME marocaine d’édition de logiciels de paiement électronique integers et multi-canal. Il montre
que la détermination et la persévérance conjuguées avec la compétence, le respect des valeurs et
l’esprit d’équipe, font partie des principaux ingrédients du succès managérial. Le cas montre
également que la technologie n’est pas l’apanage des enterprises des pays industrialisés et que,
grâce à l’innovation et à la proximité avec la clientèle, une PME d’un pays en développement
peut concurrencer les leaders mondiaux de l’industrie. Le cas est divisé en deux parties. La partie
(A) est focalisée sur le principal acteur du cas: Mohamed Horani, alors que la partie (B) porte sur
l’entreprise HPS. Le cas a été écrit de manière à ce que chacune des parties puisse être utilisée
saule ou avec l’autre.
ASAC 2008
Elise Bonneveux, Groupe ESCEM
Aude Rychalski, Groupe ESCEM
Richard Soparnot, Groupe ESCEM
LA MISE EN OEUVRE D’UNE GRH RESPONSIBLE OU COMMENT UNE PME
*
DEVIENT UNE RÉFÉRENCE SOCIALE
Le cas relate la situation d’une PME de 180 salariés crée en 1933 et spécialisée dans le secteur
des travaux publics et le génie civil. Cette entreprise est confrontée depuis plusieurs années à un
risqué majeur : la perte de marchés par manque de personnel qualifié. Une crainte d’autant plus
légitime que le bâtiment d’attrie plus les jeunes diplômés et que le pays manque de main d’œuvre
qualifiée. Sous l’impulsion de son dirigeant, l’entreprise s’est engagée de façon proactive dans
une gestion des ressources humaines responsable. L’enjeu est de devenir une entreprise plus
attractive, de qualifier et de fidéliser son personnel. Pourtant, cesactions restent peu formalisées et
son dirigeant entend passer un cap dans l’élaboration d’une politique de GRH responsable. Pour
cela, in réunit un comité dont le role est de définir le cadre général d’une politique GRH
responsable cohérente et amitieuse.
ASAC 2008
LE DILEMME DU DIRECTEUR
Vincent Calvez, ESSCA
*
Le directeur d’une « business school » américaine est informé qu’un patron important et bien
connu veut interrompre sa politique de dons envers l’école. En creusant un petit peu, il s’agit
d’une réaction à une campagne critique envers son entreprise organisée par des étudiants de
différents campus. Ces derniers souhaitent en savoir davantage sur la politique de sous-traitance
de l’entreprise qui semblerait porter préjudice à la santé et à la dignité des travailleurs dans les
pays à bas salaire. Que doit faire le directeur, comprendre et agir face au mécontentement de
l’industriel ou accepter les actions de ses étudiants ?
ASAC 2008
Vincent Calvez, ESSCA
Jean-Yves Barbier, ESSCA
*
JOLLIBEE
En 1975, aux Philippines, la famille Tan ne possédait que deux établissements de crèmes glacées.
Près de trente ans plus tard, le groupe compte près de 1200 enseignes réparties dans 8 pays.
Situation atypique, Jollibee est n°1 aux Philippines avec près de 65% de parts de marché.
Véritable réussite pour son fondateur, Tony Tan Caktiong, et terrible affront pour son concurrent
principal, le géant McDonald's, la Jollibee Food Corporation présente un cas de réussite
entrepreneuriale dans un secteur ultra concurrentiel et dominé par quelques acteurs.
L'objectif de ce cas est de s’interroger sur les raisons du succès de l'entreprise crée et dirigée par
Tony Tan Caktiong dans un secteur, paradoxalement, sujet à une concurrence acharnée et dans un
pays à forte influence américaine. Le cas permet d’aborder la problématique entrepreneuriale,
notamment dans sa dimension de croissance par la franchise. Il conduit également à traiter des
thèmes de la culture d’entreprise, des stratégies de développement et d’internationalisation des
entreprises de services.
Jean-Pierre Noblet, ESSCA
Eric Simon, ESSCA
ASAC 2008
UNE TRANSFORMATION ORGANISATIONNELLE DE TYPE STRATÉGIQUE CHQ
‡
LAVO LTÉE.
LAVO Ltée., enterprise familiale, dont le siège social est à Montréal, et qui commercialise des
produits de lessive et d’entretien ménager depuis plus d’un demi-siècle, décide en 2001 de
regrouper ses trios usines en un seul endroit afin de demeurer cométitif et d’augmenter sa
capacité de production. En 2002, LAVO Ltée. Inaugure une toute nouvelle usine, très automatisée
et hautment performante, située à l’est de Montréal. Votre mission sera de dresser un diagnostic
de la situation, et d’analyser cette transformation organisationnelle, et les conditions du
changement.
ASAC 2008
Jocelyn D. Perreault, Université du Québec à Trois-Rivières
Léonard Dumas, Université du Québec à Trois-Rivières
HÔTELLERIE CHAMPÉTRE: À LA CONQUÊTE DU MARCHÉ AMÉRICAIN
*
Ayant réussi à faire sa marque dans son secteur d’activités au Québec, le Réseau Hôtellerie
Champêtre se retrouve aujourd’hui avec un défi important à relever, soit celui d’améliorer sa
capacité à attirer la clientèle du tourisme d’agrément en provenace des Etas-Unis. Le cas suscite
done une réflexion quant à des modifications souhaitables devant être effectuées au niveau de
l’offre de services elle-même; à la stratégie de prix et à l’utilisation accrue de nouveaux modes de
distribution tel qu’Internet.
ASAC 2008
CLAUDE ANANOU ET LA RÉSIDENCE GRAND LARGE
Brahim Allali, HEC Montréal
*
Ce cas raconte l’histoire de Claude Ananou, propriétaire-dirigeant de la Résidence Grand Large
(RGL), un petit éstablissment para-hôtelier en Martinique. Il met l’emphase sur la détection
d’opportunités à partir de l’observation, de l’écoute de la clientèle, et d’aurtres déclencheurs.
Brahim Allali, HEC Montreal
ASAC 2008
JOHANNE DION ET TRANS-HERBe OU LA PASSION DES TISANES
‡
Ce cas raconte l’histoire de détermination et de persévérance de Johanne Dion, présidente de
TRANS-HERBe, leader québécois de fabrication de sachets de tisanes et de thé. Il montre en
particulier que la confiance en soi et la force de caractère, conjuguées avec le savoir-faire,
permettent de surmonter les difficultés les plus dures auxquelles sont confrontés les porteurs de
projets. Qui plus est, étant femme, Johanne Dion a également souffert d’un environnement particulièrement hostile. Sans le sou et avec une maison grevée de trois hypothèques et deux filles à
élever, Mme Dion crée TRANS-HERBe dans le sous-sol de sa maison. Quinze ans plus tard,
l’entreprise occupe un prestigieux local de 84 000 pieds carrés, fabrique plus d’un million et demi
de sachets par jour représentant près de 85 % de toutes les ventes au Québec et exporte aux quatre
coins de la planète.
ASAC 2008
Léonard Dumas, Université du Québec à Trois-Rivières
INNOVER GRÂCE À UNE IMAGE DE MARQUE DISTINCTIVE ET À UN
PROGRAMME NOVATEUR DE RECRUTEMENT DES MEMBRES HÔTELIERS*
Le réseau Hôtellerie Champêtre est un regroupment québécois d’hôtelliers indépendants créé en
1990 afin de valoriser le développement d’un produit de séjour de villégiature au Québec. La
création de cette bannière répondait à un besoin de mieux promouvoir des produits/services de
qualité situés en dehors des grands centres unbains de Montréal et de Québec. En 2007, Hôtellerie
Champêtre regroupe 25 établissements hoteliers.
Le réseau dispose d’un budget annuel d’environ 800 000$. Or, malgré les nombreuses réalisations
de la bannière, un des partenaires associés a annoncé son intention de réduire sa contribution
annuelle de 150 000$ dès l’an prochain. Le comité de régie du réseau Hôtellerie Champêtre doit
relever le défi et proposer des solutions afin de consolider l’image de marque de la bannière dans
le but de la rendre plus attrayante aux yeux d’éventuels nouveaux members hôteliers et de
proposer un plan d’action concret visant le recrutement de 15 noveaux membres hôteliers.
ASAC 2008
Lassaad Ghachem, Université de Neuchâtel
Ali Kizildag, Custime Sàrl
CUSTIME.COM: LE TEMPS À L’IMAGE DU SWISS MADE
‡
Crée au Coeur de la Watch Valley Swisse, Custime Sàrl est une pureplayer qui offre des montres
suisses entièrement presonnalisées sur Internet. C’est le seule enterprise helvétique qui propose à
la fois la modularization et la personnalisation de montres. Grâce à ce concept, la création d’une
montre sur Internet devient un moment ludique et créatif. Custime.com se spécialise aussi dans la
gestion d’un système d’affiliation novateur premiettant à des sites partenaires d’ouvrir leur propre
boutique virtuelle de montres. L’enterprise cible les particuliers et les organizations accordant une
importance particulière à la publicité par l’objet notamment les fédérations, associations et clubs
sportifs suisses.
Track 6:
ASAC Case Track Best Case Presentation/ Division études de meilleur cas
ASAC 2008
Lisa Giguere, Wilfrid Laurier University
Chatura Ranaweera, Wilfrid Laurier University
SLIMFAST WEIGHT MANAGEMENT PRODUCTS
‡
SlimFast, marketed by Unilever was the most recognized name in weight loss products and
possessed the largest market share in the category. However, some consumers were beginning to
view the brand as irrelevant. Moreover, the weight management category was fad driven and
consumers, fickle. Market share had increased significantly during the first half of 2007 and
SlimFast was expecting positive growth for the first time in three years. However, this was due to
strong advertising and promotions during the first quarter that included significant exposure
through the Oprah Winfrey show. It was unclear whether SlimFast’s current growth could
continue, given the increasing competition from numerous competitors including retailer private
labels, and substitutes. Frank MacDonald, the Brand Manager for SlimFast was therefore faced
with the challenge of developing a marketing plan for 2008, which also had to incorporate a long
term strategy for the brand.

Proceedings / Actes Volume 29, 2008

Transcription

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