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OUTLINE FOR CASE ANALYSIS

Title Page (APA formatted)

Case Name:

I. Major Facts

(State here the major facts as you see them. Make statements clear and concise for your own understanding as well as for the understanding of the other students and the instructor.)

II. Major Problem

(State here the major problem as you see it. Emphasize the present major problem. You may wish to phrase your statement in the form of a question. In a few cases, there may be more than one major problem. A good problem statement will be concise, usually only one sentence.)

III. Possible Solutions

A. (List here the possible solutions to the major problem. Let your imagination come up with alternative ways to solve the problem. B. Do not limit yourself to only one or two possible solutions. These solutions should be distinct from each other. C. However, you may wish to include portions of one solution in another solution, as long as each solution stands alone. Only in this manner will your subsequent choice be definitive. D. Briefly note advantages and disadvantages of each possible solution.) etc.

IV. Choice and Rationale

(State here your choice, A or B or ___ and the detailed reasons for your choice. You may also state your reasons for not choosing the other alterative solutions.)

V. Implementation

(Prepare a plan to implement your choice) Appendix (Answer case study questions) Reference Page (APA formatted) 22 Reading the Tea Leaves at Tea and More: Resolving Complex Supply Chain Issues1 Abstract Tea and More is facing growing pains from its rapid expansion over the last decade. The case provides a summary of the challenges faced by the company in the areas of supply chain management, marketing plans, the creation of economic value and the development of a long-term strategy for profitable growth. Introduction Jack Reynolds hadn’t panicked often since he and two business partners bought Tea and More (TAM) from its founders almost sixteen years ago. As a purveyor of fine teas and assorted food specialties to upscale restaurants and gourmet shops, TAM had achieved a steady growth in market share and profitability since those early days when gross revenues were less than U.S. $1 million and Jack knew most of his customers on a first-name basis. Jack had bought out his partners along the way, making decisions eas- ier. He had grown used to calling the shots on even the most insignificant aspects of operations and sales. But by early 2009, revenues had grown to almost U.S. $25 million. Jack was putting in killer days and had earned a reputation within the company as a temperamental “time bomb” isolated in his corner office, where he regularly dispatched scorching e-mails and voicemails about his latest discontents. There was no denying that the company ached with growing pains. Jack snapped another pencil in half. Why did he always have to come up with the next good idea? TAM employees from top to bottom were privately feeling the weight of Jack’s heavy hand on the tiller. Turnover was beginning to be a major problem, with valuable management time seemingly being wasted on try- ing to train yet another new hire. Jack dashed off an e-mail to his senior staff announcing a summit conference of sorts— a weekend retreat where they (or he) would get to the bottom of the problems facing the company: competitors fighting hard for more of TAM’s market share; maddening delays