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.
Page 7
Synopsis
No abstract provided.
Citation:
Howard, D. P., Brown, J., Ibrahim, N. A. (2006). Commercial Driver Training. Journal of Applied Case Research, V6 (3), 7-19. http://swcra.net/Cases/V6_N3.pdf
Page 20
Synopsis
“What a year this has been”, thought Doug Benson, as he stared at the income statements prepared recently by a local accountant. “First, my brother loses his battle with cancer at age 42. Then just short of six months later Mom, who had been a widow for more than 17 years, passes away, leaving me the Drive-Inn. I know Mom wanted me to figure out a way to keep the Drive-Inn open, but now I see that the Drive-Inn has been losing money for the past several years. I need to figure out how to get the place back into the black in a hurry or I’ll have no chance to sell it and might as well shut it down.”
Citation:
Liesz, T., Maranville, S. (2006). Belle's Drive-Inn. Journal of Applied Case Research, V6 (3), 20-23. http://swcra.net/Cases/V6_N3.pdf
Page 24
Synopsis
Charlotte Miller ate her lunch as she continued answering the phone to respond to Miller Electric's customers. The growth in demand for service was forcing the Millers to schedule work appointments eight to ten days in advance whereas in the past two to three days was sufficient. Recently, both Charlotte and her husband Brian, the co-owners of Brian T. Miller Electric, had considered hiring additional employees. However, they were concerned that if demand slowed they would have to fire their new employees, which was against their belief in fostering loyalty with their staff. The growth in competition and the demand for their services had presented Miller Electric with a number of issues they had to address in order for them to continue to grow.
Citation:
Taylor, J., Kavanaugh, J., Reed, P. (2006). Brian T. Miller Electric Inc. Journal of Applied Case Research, V6 (3), 24-32. http://swcra.net/Cases/V6_N3.pdf
Page 33
Synopsis
No abstract provided.
Citation:
Smalley, R. L., Howard, D. P., Ibrahim, N. A. (2006). Very Vera, Inc. Journal of Applied Case Research, V6 (3), 33-45. http://swcra.net/Cases/V6_N3.pdf
Page 46
Synopsis
As Jerry Wilson sat in his trailer office that warm June Tuesday morning, he pondered all that he had been through since starting the company. Boy, the lessons he had learned. And now, after all of it, he had to figure out what the next move should be. What would he do? He had to decide on something. After all, he was still too young to retire.
Citation:
Pesl, J., Kavanaugh, J., Reed, P. (2006). Specialty Facilities Company, Inc., General Contractors. Journal of Applied Case Research, V6 (3), 46-54. http://swcra.net/Cases/V6_N3.pdf
Page 55
Synopsis
The Family Y’s two executives, Jerry Dixon and Gail Fields, sat forlornly in January 2001 discussing the Metropolitan (Metro) Board’s meeting that had just ended. They wondered why the Board was so slow to act. Three years earlier, Mr. Dixon and Ms. Fields had orchestrated a merger between the local Young Men’s Christian Association (YMCA) and the Young Women’s Christian Association (YWCA). They felt that after this merger, the new entity would be poised for growth and expansion. Operationally, the Family Y was doing well, and as a result of a growth in membership, it is “busting at the seams.” The solution for these two executives was clear. The Family Y should move quickly and decisively into nearby growing and prosperous Columbia County. In fact, two years earlier, a consulting company conducted a thorough study for the Family Y, and concluded that the not-for-profit should go into Columbia County immediately. The Metro Board consists of many business leaders. Mr. Dixon and Ms. Fields reasoned that if the Family Y was a business managed or owned by one of these board members, a presence in Columbia County would have already been established.
The Family Y’s executives and Board both agree, however, that some strategic decision needs to be made soon. The current facilities are neither cost effective nor adequate to handle the Y’s membership and programs. However, there are other options available for this not-for-profit organization. The action taken will affect both the community and the Family Y for decades. Before examining the options available, the Family Y’s historical background, mission, facilities, programs and memberships, internal and external environments, and finances are briefly discussed in the next few sections. Finally, the future strategy options that the Board is considering are presented.
Citation
Miller, J. R., Smalley, R. L., Ibrahim, N. A. (2006). The Family Y. Journal of Applied Case Research, V6 (3), 55-70. http://swcra.net/Cases/V6_N3.pdf
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