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Journal of Applied Case Research
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Journal of Applied Case Research (JACR)

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.

Volume 7, Number 1

Volume 7, Number 1 (pdf)Download

Table of Contents

VistaCare Healthcare

Page 5

  • John J. Newbold, Sam Houston State University


Synopsis

Since its founding in 1995 as a for-profit hospice entity, VistaCare had enjoyed

tremendous growth. In 1997, VistaCare had grown from its initial 2 sites to 7 sites in 4

states. By the end of 2003, VistaCare operated 40 hospice sites in 14 states. And the stock

price reflected this growth: From its IPO in December of 2002, where the stock debuted

at $12, it had risen to over $40 by December of 2003. Recent operational issues

negatively impacting revenue growth and profitability had left Chairman and CEO Rick

Slager and his management team with the unenviable task of informing investors that the

firm had recorded a net loss for the third quarter 2004 of $6.2 million. In December of

2004, just one year after the stock had achieved its all-time high; it now wallowed at less

than half that value.


What had happened in just a year’s time? VistaCare had continued to invest in future

growth by implementing aggressive marketing plans geared to spur the recruitment of

patients for its ever-expanding number of hospices. But admissions growth had slowed.

To make matters worse, VistaCare was plagued by unexpectedly high reimbursement

charges from its primary source of revenue, the federal Medicare system. In effect,

VistaCare had to pay back large amounts of monies received from Medicare because they

had failed to effectively manage their business to comply with Medicare guidelines.


Rick Slager and his CFO, Mark Leibner, were in need of a viable operations plan to turn

VistaCare’s business around quickly. More specifically, Slager and Leibner needed to

decide whether or not to continue the aggressive spending on marketing programs in the

face of deteriorating company financial performance.


Citation:

Newbold, J. J. (2007). VistaCare Healthcare. Journal of Applied Case Research, V7 (1), 5-27. http://swcra.net/Cases/V7_N1.pdf

Odyssey Healthcare

Page 28

  • John J. Newbold, Sam Houston State University


Synopsis

Richard Burnham thought he was easing out of the day-to-day management of Odyssey

Healthcare, the hospice concern he co-founded. He had stepped down as CEO in January

2004 and turned the reins over to his cofounder, David Gasmire. Now, less than six

months later, company performance issues and negative publicity were compelling him to

weigh in on a turnaround plan.


Founded in 1995, Odyssey Healthcare had enjoyed tremendous growth for nearly 10

years. Odyssey had grown its base of business through “same store” growth, acquisitions

and newly constructed operations to become one of the largest for-profit hospice

organizations in the United States. The number of Odyssey hospices had more than

doubled from 2001 – 2003, from 30 to 74.


However, as Burnham and Gasmire navigated into 2004, Odyssey began to experience

some operations-related problems. In February 2004, Odyssey released its earnings for

the fourth quarter of 2003. While the numbers for 2003 came in on target, Odyssey

management advised investors that their earnings estimates for fiscal year 2004 were

being lowered due to operational issues. Based upon this news, the stock price dropped

26% in a single day (Yu 2004). In April, 2004, Barron’s, a widely-read financial

newspaper, wrote an unflattering article about Odyssey which strongly hinted at Odyssey

engaging in less than ethical practices related to patient admissions, patient care and

patient discharges (Ward 2004).


Immediate action was required. As Burnham prepared to meet with his friend and

cofounder, CEO David Gasmire, he wrestled with a number of issues: What could be

done to improve the operations of the firm and restore investor confidence? How could

the organization ensure that individual hospice programs kept their eye on organizational

goals while still behaving ethically?


Citation:

Newbold, J. J. (2007). Odyssey Healthcare. Journal of Applied Case Research, V7 (1), 28-43. http://swcra.net/Cases/V7_N1.pdf

A New Day Dawns for Vietnamese FDI

Page 44

  • Charles A. Rarick, Ph.D., Andreas School of Business, Barry University
  • Stephen O. Morrell, Ph.D., Andreas School of Business, Barry University


Synopsis

On February 28th, 2006 Intel Corporation announced its decision to invest $300

million to create a semiconductor assembly and testing facility in Vietnam. Intel

Chairman Craig Barrett while in Ho Chi Minh City (formerly known as Saigon) stated,

“We applaud the progress the country has made in building up their technology infrastructure and support of education programs to advance the capabilities of the local

workforce.”


The Intel investment represents the largest U.S. non-oil investment in Vietnam.

Prior U.S. investment had mainly been in low-tech manufacturing such as shoes, food

processing and textiles. Vietnam has experienced a sizable, ongoing increase in FDI in

recent years, and political leaders hope to expand an economy and improve living

standards shattered by wars and poor prior economic performance. While Vietnam has a

number of attractive features to foreign investors, some analysts question the desirability

of investing in a country that has only recently experienced political stability and

economic freedom.


Citation:

Rarick, C. A., Morrell, S. O. (2007). A New Day Dawns for Vietnamese FDI. Journal of Applied Case Research, V7 (1), 44-54. http://swcra.net/Cases/V7_N1.pdf

Columbia Medical Center and the Cocaine-Addicted Pharmacist

Page 55

  • Charles M. Carson, Samford University
  • Alan R. Spies, Samford University
  • Carol J. Cumber, South Dakota State University


Synopsis

Carmen Estrada had seen a lot of eye opening events in her time as Human Resources

Director at the Columbia Medical Center – East hospital in El Paso, TX, none of which

had prepared her for handling Tom Zenor. As she looked through his personnel file she

wondered how Tom went from a promising young pharmacist, to cocaine addict, to

possibly suing his employer for alleged Americans With Disabilities Act (ADA)

violations.


Citation:

Carson, C. M., Spies, A. R., Cumber, C. J. (2007). Columbia Medical Center and the Cocaine-Addicted Pharmacist. Journal of Applied Case Research, V7 (1), 55-67. http://swcra.net/Cases/V7_N1.pdf

Procter & Gamble: Country Cost Of Capital

Page 68

  • Shelly E. Webb, Xavier University
  • Emre Alpargun, Procter & Gamble
  • Rebecca Brattain, Procter & Gamble
  • Jonathan Koopman, Ernst & Young LLP


Synopsis

No abstract provided.


Citation:

Webb, S. E., Alpargun, E., Brattain, R., Koopman, J. (2007). Procter & Gamble: Country Cost Of Capital. Journal of Applied Case Research, V7 (1), 68-76. http://swcra.net/Cases/V7_N1.pdf

Kelloggs' Healthier Cereals: An Ethical Dilemma?

Page 77

  • Thomas D. Tolleson, Texas Wesleyan University


Synopsis

Vicki thought of herself as a good mother. She planned her grocery purchases

and attempted to provide nutritional food for her husband and son. Her three-year-old

son, Chaden, was a “picky” eater, so finding healthy foods that he would eat was a

challenge, especially at breakfast. About the only food that Chaden would eat for

breakfast was cereal. He was particularly fond of Kellogg’s Frosty Flakes and thought

“Tony the Tiger” was super. She had even made Chaden a “Tony the Tiger” costume for Halloween. Vicki could usually get Chaden to eat breakfast when she said that “Tony the

Tiger” was proud of him for eating a bowl of Frosty Flakes and milk.


Vicki was concerned, however, with the sugar content of Frosty Flakes. She had

recently returned to school to pursue a degree in early childhood education and had

researched the impact of sugar on children’s health, especially childhood obesity. She

was relieved when Kellogg’s introduced a low-sugar version of its Frosty Flakes. Vicki

was pleased that Chaden’s favorite cereal was now a healthy choice. Or was it?


Citation:

Tolleson, T. D. (2007). Kelloggs' Healthier Cereals: An Ethical Dilemma? Journal of Applied Case Research, V7 (1), 77-80. http://swcra.net/Cases/V7_N1.pdf

Hana Biosciences, Inc.: A Case Study In Biopharmaceutical Entrepreneurship

Page 81

  • Mark J. Ahn, Victoria University of Wellington
  • Michael D. Meeks, San Francisco State University


Synopsis

Hana Biosciences is a South San Francisco-based development stage biopharmaceutical

company committed to advancing cancer care. Despite breakthroughs in biological

insights in the last twenty-five years, translating scientific progress into increased

biopharmaceutical industry productivity has been elusive, as capital costs continue to rise

and product development timelines lengthen. On average, it takes over $1.0 billion and

12 years to progress a product candidate from target identification to marketing approval.

This case considers decisions faced by a biopharmaceutical start-up as the company

works to build its product pipeline and establish commercial capabilities.


Citation:

Ahn, M. J., Meeks, M. D. (2007). Hana Biosciences, Inc.: A Case Study In Biopharmaceutical Entrepreneurship. Journal of Applied Case Research, V7 (1), 81-106. http://swcra.net/Cases/V7_N1.pdf


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