Global Retail Company Case

Our organization is a global retail company.  For several of our stores (in shopping malls and brick-and-mortar's), we have identified opportunities for significant growth.  We are seeking a firm and consultants who can provide strategic support on developing multi-year growth plans for several of our stores in certain regions of the United States and other thriving regions throughout the globe.  We are interested in aspects like:

• Market research to better understand who our competitors are in those markets.

• Data collection and convergence of all data to better understand who are customers are in those markets.

• Customize discounts, coupons, and promotions based on the holistic data.

• Use in-store employees to make robust product suggestions based on analyzed POS data.

• Use email advertisements and marketing and SMS marketing to drive traffic to our stores.

•  Send out price changes, promotions, coupons, event notifications, flash sale and VIP sales event notices, and back-in-stock and out-of-stock notifications.

• Consider developing or incorporating an already developed Apple or Android technology APP.  App coupons can be used in-store and apps should have a "locate nearest store" feature.

• For in-store technology use "Virtual Try-Ons", Smart Display-Enabled Fitting Rooms, and/or "3D Body Scanners" retailers are beginning to use.

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Plastics Manufacturing Organization Case

Our company is a plastics manufacturing organization.  Some of our customers are in chemicals, food & beverage, and cosmetics.  When developing new products, we face increased absenteeism, production costs issues, and manufacturing tools complaints from personnel and customers. What are the performance issues from leaders perspectives?  What are the performance issues from follower's perspectives?  Followers titles are of CAD, packaging, development, manufacturing, materials, engineer, production, and production control technician employees.  We are also interested in feedback from key plant employees and know change management initiative is needed.

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Global Specialty Property & Casualty Insurer Case

We are a global specialty property & casualty (P&C) insurer seeking firms and consultants who can work directly with a c-suite/Executive Leadership Team to drive the implementation plan for our corporate strategy.  Ideally, responsibilities will include, but are not limited to: problem solving and collaborate with Executive Leadership Team, developing executive level/board of directors presentations for a variety of assignments and multi-day strategy off-site meetings with the Executive Leadership Team, interviewing key leaders and performing the appropriate analysis to support deep-dives, collaborating with cross-functional teams, and ​independently performing data analyses.

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National Surgical Facilities (Hospital) Case

Our organization is a national surgical facilities company.  For several of our hospitals, we have identified opportunities for significant growth.  We are seeking a firm and consultants who can provide strategic support on developing multi-year growth plans for 3 or 4 of our surgical hospitals.  We are interested in aspects like (a) physician recruitment opportunities (who are top physicians we should seek to recruit to work at our facilities), (b) in-market acquisitions (do other physician clinics or surgery facilities exist we should consider acquiring), (c) what is our facility’s capacity, how much more patient volume can we handle, and (d) establishing best-in-class strategies to common topics across our facilities?  For instance, surgical robot strategy:

• We need to identify facilities where we are currently using them, to conduct assessments to answer the question of how are they performing?

• We need to identify facilities where it is logical to place surgical robots in.

Risk Management Programs Case

Does a variety of risk management programs exist?  If so, how can we know which programs are best to implement in our corporation to predict and manage risks that may impact the achievement of our business objectives?

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Small-Medium-Sized Insurance Company Case

Our firm is a small-medium-sized enterprise (SME) insurance company based in the United States, Berlin, Amsterdam, Tokyo, Abu Dhabi, Lima, Brussels, Hong Kong, Kuala Lumpur, and Lisbon.  We provide mortgage, auto, renter's, boat, and other insurances to consumers and commercial organizations and believe the firm is open to risk because of poor selection of software providers.  Dilemmas we have encountered are software force placing auto insurance on customers and mortgage software glitches that denied qualified veterans for refinances.  What kind of crisis or recovery plan can we develop in advance of risk issues to be proactive rather than reactive?

 

Local Co-operative Bank Case

Even after implementing a new statement of ethics, various branch managers at our banks continue to engage in unethical business practices, provoking regulatory compliance issues.  What processes can we put in place to ensure all employees adhere to local and federal mandated boundaries (laws, codes, and regulations) and voluntary boundaries (company vision, culture, policies, standards, procedures, etc.)?

Innovations In Organizations Case

From a resources standpoint, when should innovation(s) take place?

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Where should innovations occur in our firm, while considering competitors in our industry strategies?

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From a technology perspective, how should innovations happen in our corporation?

 

Taking into account the structure and culture of our company, should (if) innovations should occur?

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In harnessing, intrepreneurs, what innovations should take place?  Or how can our firm spark an innovation mentality within our institution?

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Medium-Sized Regional Company Case

Our company is a medium-sized manufacturing company located in Sydney, London, and Toronto.  The business is creating a new product to stay competitive in our industry.  Our employees were encouraged to submit interest to be part of a design team to develop the new product.  The human resources department compiled files for 12 candidates for consideration.  With the new product, we are attempting to break into an international market and as a result, desire a diverse team with team members deriving from various departments.  From a diversity, statistical, and data analysis standpoint, which candidates are best to assemble the NPD team, which team members stemming from sales, information technology, customer service, and any other two additional departments in the company?

 

Market Expansion & Company Growth Case

Which markets are best for our organization to expand into our tackle?  Or which innovation territories are best for our company?

 

Which markets(s) have the best growth cluster(s) for our new products or organization?

Evaluation of Team Performance & Quality Case

What is the best approach to evaluate the performance of teams in our administration, top down?

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How can we know if we should implement a continuous improvement plan, total quality management (TQM), or continuous quality improvement plan (CQI) for our organization holistically?

 

Company Quality & Productivity Case

Or is a TQM or CQI plan only necessary for certain departments or teams in our company?

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How can we alleviate unresolved work-habit problems and productivity issues from impacting other employees performance or morale?

Local Co-operative Bank Case

Our bank is a co-operative and has 3 locations with loyal customers, but was recently audited and scored low on board governance, and it is not the first time.  Over the last 3 years our bank has had several audits and performed low in the area of board governance, but scored high in other areas.  The board of directors has given human resources (HR) 3 to 6 months to correct the board governance issue, labeling the issue as an ethical organization-wide issue, establish a "see something, say something" organizational culture, and review the code of ethics that was updated again 2 months ago.  What is the best approach for HR to resolve a board problem?

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Administration Board Governance Case

What kind of documents and process can we apply to our specific organization to combat unethical board, leadership, and employee issues?

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Organization Corporate Governance Case

We hire a variety of independent contractors for teaming, tier I contracting, tier II and III subcontracting, and project work.  What kind of corporate governance documents can we use or can we implement to protect employees and the company from unethical activities or inappropriate work behaviors?  Particularly, since inappropriate work behaviors can have a variety of meanings.

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Multi-national Corporation Case

The multinational corporation we operate with divisions will soon change in structure to be global with subsidiaries. Now, we will have subsidiaries in various nations instead of a footing, doing business with clients and consumers in other nations.  What should we be considering from a corporate governance perspective? Are there certain kinds of corporate governance documents, standards, or universal ethical policies we can use to comply with other nations practices? 

Hair Care Product Enterprise Case

To improve our market position and achieve financial growth, we developed a new hair care product.  The product has been doing well with in the North American market, but we want to expand into Latin American, Africa, and the Middle East.  Who are our competitors there, what are their sales numbers, and is there customer service sound?

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Pharmaceutical & Medical Supplies Wholesaler Case

We are a Fortune 100 pharmaceutical and medical supplies wholesaler trying to create value propositions and solutions for manufactures to help them increase sales for their medical consumable products using online channels, a direct to consumers/patient's approach.  Subject matter expertise and/or primary and secondary research to answer questions we have, but the two key questions listed next are needed.  Is there a reason a manufacturer would use their B2B wholesaler to gain access to such channels as opposed to approaching customers directly themselves?  To what extent are various manufacturers needs similar and distinct when selling through (a) omnichannel retailers, (b) using direct-to-consumer sites, or (c) via online marketplaces?  Essentially, we are a product management small-medium-enterprise (SME) in MedTech (medical/health technology) looking to increase sales and drive business development.

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Food & Beverage Franchisor Case

Our food & beverage operation has franchises and a new food and drink products will be added to the menu in certain countries.  How can we be sure customers in one country will show interest in the products versus in another market?

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Our competitors are rapidly development new products to dominant market share.  What is the best solution for us to keep up?  Should we innovate?  Do we have the capacity to innovate?  How can we know?

Local Skin Beauty Technology Enterprise Case

We are a skin beauty technology enterprise and allow beauticians to purchase our equipment and we share the revenue generated from sales and services.  Recently we developed and disseminated a quantitative customer survey and now need to statistically analyze the results.  What is the best approach?  Should we have designed our own survey?

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Global Retail Bank Case

The global bank our company now is was once small.  We have customers all over the world.  However, we continue to lose our customers trust, loyalty, and business due to frequent class action lawsuits from unethical employee's sales referrals.  How can the bank less the potential for class-action lawsuits? Should we legally punish employee's, use earnings management software, increase customer's data security, or exercise a hybrid approach?

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Local Co-operative Bank Case

Our bank is a co-operative and has 3 locations with loyal customers, but was recently audited and scored low on board governance, and it is not the first time.  Over the last 3 years our bank has had several audits and performed low in the area of board governance, but scored high in other areas.  The board of directors has given human resources (HR) 3 to 6 to correct the board governance issue, labeling the issue as an ethical organization-wide issue, establish a "see something, say something" organizational culture, and review the code of ethics that was updated again 2 months ago.  What is the best approach for HR to resolve a board problem?

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Family Owned Bank & Acquisition Case

The bank we operate has 6 locations and is family owned.  We are planning to acquire a small community bank near a rural area and would like to know if the customers would be interested in or favor the acquisition.  How can we directly approach customers to receive their feedback?  We want the acquisition to help and not hinder our organization reputationally and financially.

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Global Consumer Packaged Goods Company Case

Our organization is a global consumer packaged goods (CPG) company, specializing in packaged foods, beverages, over-the-counter drugs, and toiletries.  We want to analyze trends and data that will assist with informing our employee paths to career advancement and employee development program.  To do so, we would like to use external market demand data, but mainly original research and data to compare external market demands to internal employee profile data and current aptitudes, ultimately to create a program to up-skill, re-skill, and transfer employees skills inside and outside of the company.  We define external market demands as future skills in demand, skills growing in demand, and roles most difficult to fill in the industry.  What is the best approach to accomplish our objectives, from a human resources (HR) analytics standpoint?

Organization Development, Design, & Human Capital Case

How can we help the executive leaders of our firm effectively communicate expectations to their teams?

 

How can we help the leaders of our institution engage others to achieve organizational results? 

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Should we or how can we modify the power structures (executive leadership architectures) of our regional executive leadership teams so executive leaders can lead better and influence teams?

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Organization Commitment & Turnover Case

How can we know what the design of the regional executive leadership structures within our organization should be so regional locations and subsidiaries can function effectively?

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Our enterprise constantly has executive leadership voluntary turnover, what could the cause of the turnover be?

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Our corporation constantly has employee voluntary turnover, in teams, groups, and the organization, in general, what is causing the turnover and how do we fix and control it?