short cases for discussion
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8/2/2019 Short Cases for Discussion
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Short Cases forDiscussion
Imran Wazir
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Case Study #1:Restaurant Chain
►Restaurant chain put a
new restaurant in a smalltown but had little money
to do the usualadvertising blitz.
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Case #2:Carpet Cleaning Company
►Carpet cleaning company
has tons of clients but theclients only have theircarpet cleaned on theaverage every threeyears.
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Case #3:Newsletter Publisher
►Newsletter publisher
wanted to increase profitsby selling very high
markup non-prescriptionhealth products.
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Case #4:Lumber Mill
►Lumber mill had a scientific lumber “kilm drying” process that reduced
energy consumption and increased thepercent of higher quality lumberoutput. So their profits were at least20% higher than other lumber mills.
However, due to high shipping costs itwas not profitable to ship lumberoutside a 700-mile radius.
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Case #5:Landscape Maintenance
Landscape company in a 100,000person small city had been doubling
sales each year until they got to the$6 million range. In order to growmore they decided to sell theirbusiness operating system andcustom storage system on trucks tothe other landscape companies whowere in other areas of the country.
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Case #6:Pharmacy
►Pharmacy in a small
town is losing moneyon filling prescriptions
paid for by insurancecompanies.
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Case #8:Tax Preparation Company
► Tax Preparation
Company wanted to makemore profit without
having to do more work during tax season.
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Case #9:Realtor
►One of the top-selling
realtors in the world wastotally booked so far as thenumber of hours he wanted
to work, but he wants tomake more money.
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Case #10:Psychiatrist
►Psychiatrist was not
effective ingenerating newpatients.
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Case #11:Ceiling Fan Store
►Ceiling fan store had
terrible sales becausethat summer was
much cooler thannormal.
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Case #12:Car Wash Company
►Car wash company had asales process that allowsthem sell 10% more hotwaxes and other high profitservices. But they couldonly attract clients fromtheir local area.
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Case #13:Software Company
►Software company
was not growing.Sales were sporadicand unforecastable.
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Case #14:Fed Ex
►Overnight delivery companywanted to increase saleseven though they werecharging up to 30 times
more than the cost of postage.
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Case #15:Icey Hot
► Company had an analgesic balmproduct (Icey Hot) which had greatrepeat use and thus a great backend.
►The net lifetime value of a client wasabout $15.00 and the product whichsold for $3.00 (and only cost about 25
cents to make, bottle and ship). Butthe company had no money formarketing.
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Case #16:Tree Surgeon
►Tree Surgeon was
operating reactively to one-shot business wheneverpeople called.
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Case #17:Consultant
►Computer consultant
had challengesgrowing her clientele.
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Case #18:Software Company
►Software company
wanted to grow theirbusiness.
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Case #19: Accounting Firm
► Accounting and Tax
Company wanted to growtheir business.
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Case #20:Networking Company
►Networking Company
wanted to grow but couldn’tget larger firms to takethem as a serious vendor.
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Case #22:Pizza Delivery
► A local pizza parlor
wanted to become moreprofitable and expand.
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Case #23:Business Center
►Business Center providing short-term offices with full
administrative support serviceshad discovered a marketingsystem which allowed them toincrease their occupancy from the
normal 65% to 80% occupancy.(This more than doubled theirprofits). They wanted to expand.
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Case #24:Investment Management Firm
►Investment management
firm was increasinglyunable to differentiate
itself in the market.
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Company A
►Used to have a monopoly in its market,supplying office equipment. Yourcompany’s share has fallen to 17
percent in the face of powerfulcompetition, and is still falling. Yourindirect/direct cost ratio is double thatof your toughest competitor; you use
nine times as many suppliers; yourrejects are ten time higher; productlead-times are twice as long; you haveseven times as many defects per 100
products. What do you do?
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Company B
►has No. 1 positions in nearly allmarkets, mainly for industrialproducts, but your are determined
to stay on top – and you suspectthat performance could beradically improved in the factory
(where overheads are nearly threetimes direct labor costs) and insales and services. What do youdo?
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Company C
►is an engineering maintenanceoperation. After a history of
strikes, constant friction andfights over every pay deal,management has firmly assertedthe right to manage: the shop
floor is now under firm discipline.But the parent’s profits are fallingfast, and you are under pressureto cut costs. What do you do?
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Company D
►a very large service business, haslost its monopoly. You face new
regulations and regulators, newshareholders and new technology(a massive change). Also, by your
own admission, you’re providingsome of the worst service in theindustry. What do you do?
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Company E
►runs a service business in theconsumer field that has been
growing rapidly, thanks to anexcellent concept, backed upby heavy advertising on TV.
But the feedback fromcustomers is unsatisfactory,which is a threat to futureexpansion. What do you do?
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Company F
►is in high technology, but it has adifficult history of mergers,changing ownership, losses,
product overlaps and poorcompetitive performance in abusiness dominated by a singlerival. Customers have low opinion
of your performance, and themarket is changing radically fromthe tied-customer relationship youhave always enjoyed. What do youdo?
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Company G
►is a service business which hasturned itself around effectively
from losses by cutting costs,raising prices and curbing some of its services. But the customers areall unhappy. You think that you
are providing 85 % on one keydimension of performance. Yourbiggest customers say it is only 70%. What do you do?
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Company H
►will drop out of its high-tech businessunless it can meet increasinglyexacting demands from customers andpartners. The company has onlyrecently been created by merger. Oneof the pre-merger cultures is very usedto meeting rigorous standards, the
other less so. You have to achieve thesame levels throughout – and raisethem. What do you do?
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Company I
►has been given less than 18 months toset up a major new entrant in a big,sales-driven financial services market.
In that time, you must hire and train600 people, create an entire productline, install all the necessary systemsand convert sales agents form their
traditional methods to your ownphilosophy and practices. What do youdo?
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Company J
►is NO. 12 in a science-basedcomponents market where the topcompetition is vastly more
powerful. The business is a recentcross-frontier merger, which hassuccessfully improved its technicalperformance. But the businesscycle turns down and catches youunprepared: you lose money andhave to face major job cuts. What
d d ?
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