14 Sep Prompt: For the first milestone of your final project, you will submit a managing operations case study analy
Prompt: For the first milestone of your final project, you will submit a managing operations case study analysis that uses the tools and techniques that
operations managers use. This case study analysis will be incorporated into the final summative analysis. This milestone is due in Module Two.
Refer to the case study (located in the Reading and Resources area of Module One), your own independent research, and the course materials to complete this
milestone. Specifically, the following critical elements must be addressed:
I. Generating Value
A. Evaluate how the company in the case study uses operations management functions to provide products and generate value for its customers.
Support your claims with examples from the case study or outside sources.
B. Assess how this company achieves a competitive advantage using operations management. Provide examples found in the case study or outside
sources to support your reasoning.
C. Compare and contrast service operations and manufacturing operations at the company in the case study. How are they the same? How do they
differ? How does each of these operations provide value for their customers?
II. Theories and Techniques
A. Compare and contrast the critical path method (CPM) and the program evaluation and review technique (PERT). What types of projects at this
company would favor PERT over CPM? Why? What types of projects at this company would favor CPM over PERT? Why?
B. Explain the steps used to develop a forecasting system. How would these steps be specifically utilized by this company? What do you predict
would be the result of implementing a forecasting system for the top-selling product line at this company?
C. List the major categories of supply chain risk and associated risk reduction tactics. How could the company mitigate exposure to supply chain
disruptions caused by natural disasters? For example, consider the 2011 earthquake and tsunami that devastated parts of Japan.
Guidelines for Submission: The format for this assignment will be a Word document using a business writing format of your choice. There is no minimum page
length requirement, but the submission should be double spaced, and no more than four pages in total. If you used a program such as Excel to complete any of
the assignment, copy and paste this into your Word document for submission. You may also include your original document from another program as
supplementary material if you believe this will strengthen your contribution.
Volume 17, Number 1 Printed ISSN: 1078-4950 PDF ISSN: 1532-5822
JOURNAL OF THE INTERNATIONAL ACADEMY FOR CASE STUDIES
Editors
Inge Nickerson, Barry University
Charles Rarick, Purdue University, Calumet
The Journal of the International Academy for Case Studies is owned and published by the DreamCatchers Group, LLC. Editorial content is under the control of the Allied Academies, Inc., a non-profit association of scholars, whose purpose is to support and encourage research and the sharing and exchange of ideas and insights throughout the world.
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Journal of the International Academy for Case Studies, Volume 17, Number 1, 2011
Authors execute a publication permission agreement and assume all liabilities. Neither the DreamCatchers Group or Allied Academies is responsible for the content of the individual manuscripts. Any omissions or errors are the sole responsibility of the authors. The Editorial Board is responsible for the selection of manuscripts for publication from among those submitted for consideration. The Publishers accept final manuscripts in digital form and make adjustments solely for the purposes of pagination and organization.
The Journal of the International Academy for Case Studies is owned and published by the DreamCatchers Group, LLC, PO Box 1708, Arden, NC 28704, USA. Those interested in communicating with the Journal, should contact the Executive Director of the Allied Academies at [email protected]
Copyright 2011 by the DreamCatchers Group, LLC, Arden NC, USA
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Journal of the International Academy for Case Studies, Volume 17, Number 1, 2011
EDITORIAL BOARD MEMBERS
Irfan Ahmed Sam Houston State University Huntsville, Texas
Devi Akella Albany State University Albany, Georgia
Charlotte Allen Stephen F. Austin State University Nacogdoches, Texas
Thomas T. Amlie SUNY Institute of Technology Utica, New York
Ismet Anitsal Tennessee Tech University Cookeville, Tennessee
Kavous Ardalan Marist College Poughkeepsie, New York
Joe Ballenger Stephen F. Austin State University Nacogdoches, Texas
Lisa Berardino SUNY Institute of Technology Utica, New York
Thomas Bertsch James Madison University Harrisonburg, Virginia
Steve Betts William Paterson University Wayne, New Jersey
Narendra Bhandari Pace University North Brunswick, New Jersey
Barbara Bieber-Hamby Stephen F. Austin State University Nacogdoches, Texas
W. Blaker Bolling Marshall University Huntington, West Virginia
Lisa N. Bostick The University of Tampa Tampa, Florida
Michael W. Boyd Western Carolina University Cullowhee, North Carolina
Thomas M. Box Pittsburg State University Pittsburg, Kansas
William Brent Howard University Washington, DC
Michael Broihahn Barry University Miami Shores, Florida
Gary Brunswick Northern Michigan University Marquette, Michigan
Carol Bruton California State University San Marcos Poway, California
Gene Calvasina Southern University Baton Rouge, Louisiana
Russell Casey Penn State University Worthington Scranton Dunmore, Pennsylvania
Yung Yen Chen Nova Southeastern University Davie, Florida
Wil Clouse Vanderbilt University Nashville, Tennessee
Clarence Coleman Winthrop University Rock Hill, South Carolina
Michael H. Deis Clayton College & State University Morrow, Georgia
Carol Docan CSU, Northridge Northridge, California
Scott Droege Mississippi State University-Meridian Campus Meridian, Mississippi
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Journal of the International Academy for Case Studies, Volume 17, Number 1, 2011
EDITORIAL BOARD MEMBERS
Martine Duchatelet Purdue University Calumet Hammond, Indiana
Steve Edison University of Arkansas at Little Rock Little Rock, Arkansas
Andrew A. Ehlert Mississippi University for Women Columbus, Mississippi
Henry Elrod University of the Incarnate Word San Antonio, Texas
Mike Evans Winthrop University Rock Hill, South Carolina
Werner Fees Georg-Simon-Ohm-Fachhochschule Nuernberg Nuernberg, Germany
Troy Festervand Middle Tennessee State University Murfreesboro, Tennessee
Art Fischer Pittsburg State University Pittsburg, Kansas
Barbara Fuller Winthrop University Rock Hill, South Carolina
Ramaswamy Ganesan BITS-Pilani Goa Campus Goa, India
Joseph J. Geiger University of Idaho Moscow, Idaho
Issam Ghazzawi University of La Verne La Verne, California
Michael Grayson Jackson State University Jackson, Mississippi
Richard Gregory University of South Carolina Spartanburg Spartanburg, South Carolina
Robert D. Gulbro Athens State University Athens, Alabama
Allan Hall SUNY Institute of Technology Utica, New York
Karen Hamilton Appalachian State University Boone, North Carolina
Heikki Heino Governors State University University Park, Illinois
Terrance Jalbert University of Hawaii at Hilo Hilo, Hawaii
Marianne L. James California State University, Los Angeles Los Angeles, California
Marlene Kahla Stephen F. Austin State University Nacogdoches, Texas
Joseph Kavanaugh Sam Houston State University Spring, Texas
William J. Kehoe University of Virginia Charlottesville, Virginia
Wasif M. Khan Lahore University of Management Sciences Lahore, PU, Pakistan
Marla Kraut University of Idaho Moscow, Idaho
S. Krishnamoorthy Amrita Institute of Management Tamil Nadu, India
Dave Kunz Southeast Missouri State University Cape Girardeau, Missouri
John Lawrence University of Idaho Moscow, Idaho
Jonathan Lee University of Windsor Windsor, Ontario, Canada
John Lewis Stephen F. Austin State University Nacogdoches, Texas
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Journal of the International Academy for Case Studies, Volume 17, Number 1, 2011
EDITORIAL BOARD MEMBERS
Rod Lievano University of Minnesota Duluth Duluth, Minnesota
Steve Loy Eastern Kentucky University Richmond, Kentucky
Anne Macy West Texas A&M University Canyon, Texas
Edwin Lee Makamson Hampton University Hampton, Virginia
Jeff Mankin Lipscomb University Nashville, Tennessee
Paul Marshall Widener University Chester, Pennsylvania
James R. Maxwell State University of New York College at Buffalo Buffalo, New York
Steve McGuire California State University, Los Angeles Los Angeles, California
Michael McLain Hampton University Elizabeth City, North Carolina
Todd Mick Missouri Western State University St. Joseph, Missouri
Kenneth K. Mitchell Shaw University Raleigh, North Carolina
Mohsen Modarres Humboldt State University Arcata, California
William B. Morgan Felician College Jackson, New Jersey
Inge Nickerson Barry University Miami Shores, Florida
Inder Nijhawan Fayetteville State University Fayetteville, North Carolina
Adebisi Olumide Lagos State University Lagos, Nigeria
Joseph Ormsby Stephen F. Austin State University Nacogdoches, Texas
D. J. Parker University of Washington Tocama Tacoma, Washington
Karen Paul Florida International University Miami, Florida
Steven K. Paulson University of North Florida Jacksonville, Florida
Terry Pearson West Texas A&M University Canyon, Texas
Rashmi Prasad University of Alaska Anchorage Anchorage, Alaska
Sanjay Rajagopal Western Carolina University Cullowhee, North Carolina
Charles Rarick Purdue University Calumet Hammond, Indiana
Sherry Robinson Penn State University New Albany, Pennsylvania
Ida Robinson-Backmon University of Baltimore Baltimore, Maryland
Durga Prasad Samontaray King Saud University Riyadh, Saudi Arabia
Joesph C. Santora Essex County College Newark, New Jersey
Sujata Satapathy Indian Institute of Technology New Delhi, India
Bob Schwab Andrews University Berrien Springs, Michigan
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Journal of the International Academy for Case Studies, Volume 17, Number 1, 2011
EDITORIAL BOARD MEMBERS
Elton Scifres Stephen F. Austin State University Nacogdoches, Texas
Herbert Sherman Southampton College Southampton, New York
Linda Shonesy Athens State University Athens, Alabama
Mike Spencer University of Northern Iowa Cedar Falls, Iowa
Harlan E. Spotts Western New England College Springfield, Massachusetts
Harriet Stephenson Seattle University Seattle, Washington
Philip Stetz Stephen F. Austin State University Nacogdoches, Texas
Jim Stotler North Carolina Central University Chapel Hill, North Carolina
Jennifer Ann Swanson Stonehill College N. Easton, Massachusetts
Joseph Sulock UNC-Asheville Asheville, North Carolina
Joe Teng Barry University Miami Shores, Florida
Prasanna J. Timothy Karunya Institute of Technology Tamil Nadu, India
Jeff W. Totten Southeastern Louisiana University Hammond, Louisiana
Jack E. Tucci Mississippi State University-Meridian Campus Meridian, Mississippi
George Vozikis University of Tulsa Tulsa, Oklahoma
Rae Weston Macquarie Graduate School of Management NSW Australia
Greg Winter Barry University Miami Shores, Florida
Art Warbelow University of Alaska Fairbanks, Alaska
Thomas Wright University of Nevada – Reno Reno, Nevada
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Journal of the International Academy for Case Studies, Volume 17, Number 1, 2011
JOURNAL OF THE INTERNATIONAL ACADEMY FOR CASE STUDIES
TABLE OF CONTENTS EDITORIAL BOARD MEMBERS …………………………………………………………………………………. III LETTER FROM THE EDITORS ……………………………………………………………………………………. IX PEANUT VALLEY CAFÉ: WHAT TO DO NEXT? …………………………………………………………. 1
Lee E. Weyant, Kutztown University Donna Steslow, Kutztown University
COMPETING IN THE AGE OF WAL-MART: A BOUTIQUE BUSINESS CASE STUDY ……………………………………………………………………… 11
Michael L. Thomas, Georgia Southern University Linda Greef Mullen, Georgia Southern University J. Michael McDonald, Georgia Southern University
BYD OF CHINA: ELECTRIFYING THE WORLD'S AUTOMOTIVE MARKET ……………… 19
Charles A. Rarick, Purdue University Calumet Kasia Firlej, Purdue University Calumet Arifin Angriawan, Purdue University Calumet
PEGASUS RESEARCH INSTITUTECTHE DEVELOPMENT OF A COST ACCOUNTING AND PROJECT MANAGEMENT SYSTEM FOR A SMALL DEFENSE CONTRACTOR………………………………………………………………………………. 29
Richard E. McDermott, Weber State University AUSTRALIAN DREAM: AN AMERICAN DREAM…………………………………………………… 49
Stephen L. Loy, Eastern KentuckyUniversity Steven Brown, Eastern Kentucky University Mark Case, Eastern Kentucky University
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Journal of the International Academy for Case Studies, Volume 17, Number 1, 2011
CHIROPRACTIC MARKETING: MARKET SEGMENTATION & GROWTH STRATEGY …………………………………………………………………………………………….. 65
Jeanny Y. Liu, University of La Verne Stephanie N. Van Ginkel, University of La Verne
ST. LOUIS CHEMICAL: COST OF CAPITAL ……………………………………………………………….. 83
David A. Kunz, Southeast Missouri State University Benjamin L. Dow III, Southeast Missouri State University
FEMSA 2007: THE FINANCIAL STATEMENT ANALYSIS IMPACT OF DIFFERENCES IN MEXICAN AND US GAAP……………………………………………………………… 89
Kevin L. Kemerer, Barry University …………………………………………………………………….. 89 Michael L. Tyler, Barry University
ANDERSON’S DEPARTMENT STORE: A COSMETIC DILEMMA ……………………………. 109
Regina A. Julian, Stephen F. Austin State University Elton L. Scifres, Stephen F. Austin State University
MIXED SIGNALS AT GABBA ENTERPRISES …………………………………………………………… 115
Kurt Jesswein, Sam Houston State University HSN, INC.: WEATHERING THE RETAIL STORM ……………………………………………………… 121
Alexander Assouad, University of South Florida St. Petersburg William T. Jackson, University of South Florida St. Petersburg James A. Fellows, University of South Florida St. Petersburg
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Journal of the International Academy for Case Studies, Volume 17, Number 1, 2011
LETTER FROM THE EDITORS Welcome to the Journal of the International Academy for Case Studies. The editorial content of this journal is under the control of the Allied Academies, Inc., a non profit association of scholars whose purpose is to encourage and support the advancement and exchange of knowledge, understanding and teaching throughout the world. The purpose of the JIACS is to encourage the development and use of cases and the case method of teaching throughout higher education. Its editorial mission is to publish cases in a wide variety of disciplines which are of educational, pedagogic, and practical value to educators. The cases contained in this volume have been double blind refereed, and each was required to have a complete teaching note before consideration. The acceptance rate for manuscripts in this issue, 25%, conforms to our editorial policies. The Instructor’s Note for each case in this volume will be published in a separate issue of the JIACS. If any reader is interested in obtaining a case, an instructor’s note, permission to publish, or any other information about a case, the reader must correspond directly with the Executive Director of the Allied Academies: [email protected] We intend to foster a supportive, mentoring effort on the part of the referees which will result in encouraging and supporting writers. We welcome different viewpoints because in differences we find learning; in differences we develop understanding; in differences we gain knowledge and in differences we develop the discipline into a more comprehensive, less esoteric, and dynamic metier. The Editorial Policy, background and history of the organization, and calls for conferences are published on our web site. In addition, we keep the web site updated with the latest activities of the organization. Please visit our site and know that we welcome hearing from you at any time.
Inge Nickerson, Barry University
Charles Rarick, Purdue University, Calumet
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Journal of the International Academy for Case Studies, Volume 17, Number 1, 2011
PEANUT VALLEY CAFÉ: WHAT TO DO NEXT?
Lee E. Weyant, Kutztown University Donna Steslow, Kutztown University
CASE DESCRIPTION
The primary subject matter of this case involves the management of a quick service restaurant (QSR). The case has a difficulty level of three, appropriate for junior level courses in management or hospitality management. The case is designed to be taught in 1, 75 minute class period and is expected to require 2 hours of outside preparation by students.
CASE SYNOPSIS This case focuses on the operational and strategic management issues faced by a family owned quick service restaurant (QSR). The case explores the operational issues with a multi- unit restaurant. What are the operational decisions necessary to effectively manage QSR facilities? What are the strategic issues facing a QSR owner? [NOTE: This case is a fictionalized version of a real-life situation. Names and other potentially identifying information have been changed to protect identities. The applicable fact situation is true to the real case.]
THE PEANUT VALLEY CAFE Peanut Valley Café is a family owned, ethnic food quick service restaurant (QSR). The company has two locations in the southwestern part of the United States. The two facilities are 20 miles apart with one facility located in Plainsville and the other in Pleasant Valley. Both facilities are equidistant, about 8 miles, from a major military base that is in the process of expanding operations. The population of Plainsville is nearly 33,000 and the population of Pleasant Valley is approximately 11,000. Plainsville is the county seat for Mountain County. The city has a small, regional shopping mall, a civic center, a hospital, and Mountain Community College. Pleasant Valley is the county seat for Lovely County. The town has an ethanol processing plant, milk processing facility, several peanut processing facilities, and Regional State University (RSU). RSU is a small regional university providing undergraduate and graduate programs for approximately 4,000 students. Both cities are about 100 miles from a metropolitan area with a population greater than 50,000 and more than 120 miles from a population centers greater than 150,000. (See Appendix C: Map).
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Peanut Valley Café started in 1967 serving Mexican-American fast food. Sam Snow joined the company in 1969 as a management trainee after graduating from a prestigious land- grant college with a degree in Hotel, Restaurant Management (HRM). By 1970, Peanut Valley Café had grown to five locations. In 1971, the owner of Peanut Valley Café offered Sam the opportunity to buy the Plainsville restaurant. This facility was located in front of a new shopping center, across the street from the Plainsville Park, and within a block of the Plainsville High School. In 1971, this was an ideal location since the highway had been expanded to three lanes to handle the traffic to the hospital and the military base located west of town. In 1975, Sam received permission from Peanut Valley Café general management to open a restaurant in Pleasant Valley across the street from a RSU dormitory and the RSU administrative building. Additionally, this location was along the main highway to Desert Sun, a city of 55,000 located about 90 miles southwest of Pleasant Valley. In 1979, Peanut Valley Café’s operations were facing financial difficulties. Originally, the locations in small towns resulted in little competition with national franchise operations such as McDonald’s and Burger King. With increased competition from national chains, three of the five Peanut Valley Cafés reported their third consecutive annual loss. Only Sam’s operations in Plainsville and Pleasant Valley posted profits during this time. When Peanut Valley Café’s general management decided to close the business, Sam offered to buy the company’s name and continue operating his two facilities. On January 1, 1980, Peanut Valley Café was officially sold to Sam Snow’s new corporation – High Plains Restaurant Management, Inc., dba Peanut Valley Café. Sam has operated the two restaurants in the same location since 1975. Over the years Sam has experienced the typical business cycles of all small businesses. Likewise he has experienced his share of attempting new projects. For example, from 1998 to late 2004 Sam operated a food court version of his café in the local mall with a limited menu. Also, during this time period, his corporation owned an Orange Julius franchise in the local mall. For simplicity, the gross revenue figures for the Plainsville operation during those years reflect these additional ventures. Moreover, in 1996 Sam was offered the opportunity to buy the gas station adjacent to the Pleasant Valley facility. This venture accounts for approximately 10% of the total revenue at the Pleasant Valley facility. (See Appendix A for current organizational chart and Appendix B for selected financials.) Last July, Sam met with Dr. Abraham, Associate Professor of Management, RSU. Dr. Abraham was designing the curriculum to support a new Hospitality Management degree at RSU and needed the input of industry leaders such as Sam Snow. Their initial conversation covered a variety of topics including the local economy, community growth, entrepreneurship, and the need for a hospitality degree in the area. During this conversation, Sam stated that he wished he had the time to implement the systems that would really help his business. “My managers are not a part of this operation. Sure, they try, but there is no follow through on items. I feel like we are not on the same page.” Sam asked Dr. Abraham if he could help in facilitating a discussion between Sam and his managers. Dr. Abraham agreed to assist Sam, but wanted to observe the
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operation before conducting the meeting. Over the next several months, Dr. Abraham visited each facility, met with the employees, and received a tour of the operation. By November, it was agreed that Dr. Abraham would attend the employee meetings being conducted by Sam. The employee meeting for the Pleasant Valley facility was scheduled for late November. Following his normal procedure for these meetings, Sam decided to close the facility at 8:30PM versus 10. About ten minutes into the meeting a bus from Mountain Plains University arrived with the women’s basketball team and coaches. The team had played the RSU women’s team earlier in the evening. When the coach came to the door, a member of Sam’s management team answered the door and told the coach they were closed. Without prompting, the Peanut Valley Café employees asked Sam to open the restaurant for the team. Sam agreed and the team was invited into the facility. While the restaurant employees were busy preparing the food for the team, Sam overheard one of his Assistant Manager’s remark “We can’t afford to let that much revenue be turned away. I can’t believe this meeting is more important than servicing the community!” After the team completed their meal, Sam resumed the employee meeting. During a conversation about hours, one of the morning managers, Jesus, started complaining about the lack of support from the other managers, especially Daniel. This continued for several minutes with both managers and their respective subordinates trading barbs about the operational procedures. Finally Sam stopped the meeting and looking at Jesus stated “We’ll continue this conversation in private after the meeting.” The meeting ended with Sam and Jesus going to the manager’s office. As Dr. Abraham was collecting his materials, several employees stopped to talk. One employee commented, “This has been brewing for some time. Jesus and Daniel have not gotten along since Daniel was promoted to manager. Jesus is a great cook, but he is not a strong manager.” Another employee added, “You know this all began when Daniel started going to RSU for his management degree and doesn’t have to work the early morning shifts.” The next day Sam called Dr. Abraham to apologize for the incident with Jesus. “He probably has the best overall culinary skills of all my managers. But he is very narrow-minded about what needs to be done. He is not a good manager and tries to tell the others how things should be done. I had planned to talk to him about his overall performance for several weeks but never got the time to drive to Pleasant Valley for the talk”. About a week later, Sam and Dr. Abraham were coordinating a time for Sam to be a guest speaker in a hospitality management class when Sam stated, “Well, Jesus quit. Called me at 6:25AM last Tuesday and quit. That hurt since we open at 6:30AM. I had a young employee waiting outside the door for about 45 minutes until I got there to open. The young man was upset that he had to wait and tersely told me about 20 people stopped by and wanted to know why the restaurant was closed. When I explained what happened, he added ‘I should have known. Jesus and Daniel had words yesterday’.” During the spring, Sam and Dr. Abraham met to discuss managerial operations. They discussed the employee training programs. They reviewed the various videotapes Sam had collected over the years concerning customer service, sales, and safety. Sam stated that the Plainsville facility has an extra room above the restaurant that can be used for small groups or
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individuals to view the tapes. “Unfortunately, I do not have the same luxury in Pleasant Valley. It’s a space issue. So I will periodically show a tape at Pleasant Valley as part of the employee meeting.” When asked who is responsible for the training, Sam stated it was the General Manager and Assistant Manager’s responsibility. “But they don’t have time to do the training. We get done what we can. I know some of my people are not very good at teaching others, but when you live on the margins, you do what you have to.” Additionally, Sam and Dr. Abraham discussed the menu. Dr. Abraham raised the issue, “Sam, there appears to be a lot of items on the menu from traditional Mexican cuisine of tacos and burritos to American cuisine of hamburgers and fried chicken. Doesn’t this cause inventory and production issues?” Sam responded “Not really. I use the same ground beef for the hamburgers that I use in the tacos and burritos. There is a longer prep time for the hamburger, but it’s not a big seller and whoever wants a burger is willing to wait.” As they talked about the size of the menu, Sam stated that he was proud of the fish taco. “I was in Hawaii for a conference and saw a restaurant similar to mine offering a fish taco. It’s been great, though not a big seller. I think we sold 10 fish tacos last week between the 2 facilities. I use fresh fish and created my own seasonings. Since we are using fresh fish, I’ve created a separate prep area to eliminate any cross contamination.” During a meeting in April, Sam lamented that he was 62. He had been in this business for is entire life. “I started with this venture on a lark. No clear plan. This was just a stopover until I found what I really wanted back in the northeast. Here I am 40 years later. I’ve done well. Had several years when I did not take a salary. Man, that was the closest to bankruptcy I’ve ever been. I enjoy this business, but for how long? I know I need help. I’m sorry my son lost his job with a major corporation. But he got a good buyout and has decided to come live with us for the next six months to help me get some of the systems I’ve always wanted to do in place.” About a month later, Dr. Abraham was ready to facilitate the meeting between Sam and his managers. Sam arranged to have the meeting in a location away from the restaurants. After introductions, Dr. Abraham started the meeting.
“The purpose of today’s meeting is to discuss Peanut Valley Café – where you are, where you want to go, and your role in the journey. To start we will begin with “Through the Looking Glass”. Our initial goal is to identify as many items as possible. So please hold your comments until later. We will list the ideas on the flip chart and post these on the wall for ease of reference. Let’s begin. Where do you see Peanut Valley Café five years from now?”
Please refer to Figure 1.
“Look out the window. What do you see?” Please refer to Figure 2.
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Figure 1 Through the Looking Glass – Peanut Valley Café in 5 years
Participate in city events More automation Better advertising Tours by elementary schools Training programs More family friendly Higher presence in community Keeping up with IT More managers Bigger Pleasant Valley store Double sales – customer count Work with Military base General Manager Faster service Menu redesign/simplify Advertise birthday parties Online orders Expand
Figure 2
Out the Window – What do we see? RSU Businesses Banks Fire department Hospital Schools: Public and Private Travelers Military Base School Athletic teams Competitors (Partial List) McDonald’s Dairy Queen Burger King Taco Bell Wendy’s Juan’s Authentic Mexican Restaurant Price of Gas Increasing
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Journal of the International Academy for Case Studies, Volume 17, Number 1, 2011
“What are the roles the people in the room should have?” Please refer to Figure 3.
Figure 3
Managerial Roles Sam Face of the Business Provide vision leadership Be supportive Marketing Vendor support Update stores Moral support Son Implement programs/IT Short term – implementation Training development Your Face of the store – true managers Hiring employees Smoother running crews Better customer …
,
QSO 300 Final Project Milestone One Guidelines and Rubric Prompt: For the first milestone of your final project, you will submit a managing operations case study analysis that uses the tools and techniques that operations managers use. This case study analysis will be incorporated into the final summative analysis. This milestone is due in Module Two. Refer to the case study (located in the Reading and Resources area of Module One), your own independent research, and the course materials to complete this milestone. Specifically, the following critical elements must be addressed:
I. Gen
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