Journal of Applied Case Research (JACR)

Page 1

• Mark J. Ahn, Victoria University of Wellington
• Rebecca Bednarek, Victoria University of Wellington

Synopsis

The warm interior of the bookstore was a welcomed reprieve from the wild and

windy winter weather bombarding the central city business and shopping area of

Lambton Key. The Borders bookstore was a relatively new edition to the retail

options in Wellington - New Zealand’s capital city. As Julia Marshall, the founder

and managing director of Gecko Press, surveyed the vast expanse of the

multinational bookseller’s publications and merchandise, she thought again about

how easy it was for the products of a small local children’s book publisher to get

lost in it all. Even though New Zealand’s market was small, it was dominated by

imports with a wide array of differentiation and pricing. However, global book

distributors such as Borders also represented an exciting opportunity to

significantly expand the reach of Gecko Press, a children’s book publishing

company she founded three years ago.

During Gecko Press’ three years of operation Marshall created a distinctive high-quality brand with clearly defined and communicated values. Gecko Press’ sales

and number of new publications had increased each year, and each product

reaffirmed Marshall’s focus on ‘curiously good books’ for children based on

translated versions of outstanding non-English children’s titles.

The issue now was how to achieve transformational business growth in a slow

growth industry. As she walked past Border’s large table of ‘half-price’ books she

reflected: “What was the best way to leverage the niche, values and brand we’ve

created to turn Gecko Press into a high- growth business?”

Citation:

Ahn, M. J., Bednarek, R. (2009). Going for Growth at Gecko Press. Journal of Applied Case Research, V8 (1), 1-24. http://swcra.net/Cases/V8_N1.pdf

Page 36

• Jeffrey R. Miller, Augusta State University
• Robert E. Stevens, Southeastern Oklahoma State University
• David Loudon, Samford University
• C. William McConkey, University of Louisiana Monroe

Synopsis

Mark Babb and his wife, Jennifer, are considering opening an adult day care center where

caregivers can drop off adults so they can take care of their own needs. Mark has a university

degree in business administration and has been involved in his family's medical supply business

for years. Jennifer is a registered nurse who has been working in the adult day care field for

years. The Babbs feel that an excellent opportunity exists where they live to start such a

business. There are, however, many marketing, management, and financial factors to consider.

The Babbs will need to: (1) examine the factors that influence the adult day care market and how their potential day care center fits into that market; (2) understand consumers' needs in specific market segments; (3) analyze the current and potential competition; and (4) assess the potential opportunities for the adult day care center. They sought help from a local university’s Small Business Development Center and were assigned a team of students to help complete the preliminary analysis needed before launching the business.

Citation:

Miller, J. R., Stevens, R. E., Loudon, D., McConkey, C. W. (2009). Adult Day Care, Inc. Journal of Applied Case Research, V8 (1), 36-50. http://swcra.net/Cases/V8_N1.pdf

Page 62

• Mark J. Ahn, Victoria University of Wellington
• Rebecca Bednarek, Victoria University of Wellington

Synopsis

Mesynthes is a New Zealand-based tissue regeneration company that uses a novel

technology platform for developing a wide range of medical devices, but is initially

focused on applications in wound healing and soft tissue reinforcement. The market for

bioengineering scaffolds was in an early stage of development, but already the worldwide

market for skin substitutes and regenerative matrices was forecasted to grow at over 30%

annually to $180 million by 2009. This case considers decisions faced by a medical

device start-up as the company builds its product pipeline, considers commercialization

channels from a small country context, and obtains venture capital to accelerate growth.

The specific decision facing the CEO of Mesynthes is whether to initially develop

products locally then expand across borders into larger markets or immediately establish

operations in larger international markets in the first instance.

Citation:

Ahn, M. J., Bednarek, R. (2009). Setting a Course for Tissue Repair: Mesynthes. Journal of Applied Case Research, V8 (1), 62-77. http://swcra.net/Cases/V8_N1.pdf