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In January 2009, Ed Huegel, owner of InsulTec, a small foam insulation installation company in Alta Vista, Iowa, needed to make a decision. Ed had owned InsulTec for nine years.
The Connie Tang & Princess House case touches on topics of crisis management, community, the direct selling business model, the Hispanic market, leadership, childhood and adult influences and
Two homeschooled Florida teenagers meet in a homeschool group arranged by their moms, start community college at 14 years of age and discover a shared passion for social entrepreneurship.
The CEO of 23andMe started the firm in 2006 to sell saliva test kits with ancestry and health related genetic reports direct to customers (DTC).
PinnacleJobs.com has been an active website providing a focal point for northern California job position postings.
This decision-based case discusses whether Road Warrior Parts (RWP), an automotive recycling business owned equally by five brothers, should expand and divide its operation to better serve custom
Theranos became one of the most exciting start-ups in Silicon Valley when it introduced a simplified blood testing method that had the potential to help countless people.
Artism Creativity Center (ACC) was a nonprofit organization based in California. Its purpose was to help teach art to children with Autism Spectrum Disorder.
This case explores the costs and benefits of being a ride share driver as either a full or part-time job.
Leslie Arbury, a young graduate student and lover of clothes and shopping, was intrigued by the idea of opening her own boutique.
Team SōPOD, a student-lead business startup, was required to follow Lean Startup Methodologies and utilize the Business Model Canvas to validate their business idea.
This case concerns a local entrepreneur’s decision to either expand his product line by reselling another company’s product, Nature Safe, or create a new product, Healthy Garden from a mix of Nat
Gary and Darla Beggs, after long, professional tenures in large corporations, decided to become business owners.
This descriptive case was designed for use in an undergraduate course in social entrepreneurship, corporate social responsibility, or business ethics.
In 2007, after raising nearly $1.5 million in seed money, Eric Frank and Jeff Shelstad quit their jobs and founded Flat World.
This decision oriented case illustrates the critical abilities needed for starting and developing a small business.
John Stuve was a professor who had recently moved to Charlotte, North Carolina. John met Steve Finley at a church social event.
Hammerhead Systems (HS) evolved from the incubator stage inside a venture capitalist (VC) firm.
Laird Jennings, a long time senior software engineer at Circle 6 Corporation became increasingly concerned about his future employment due to a series of events that threatened the survival of th