Case studies

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  • Koala Bank of Australia
    Set in the Australian banking industry when regulative, competitive and technological environment is in a state of rapid change. To be used when considering relationship of technology to possible corporate strategies.
  • Kodak (Australasia)
    Kodak has been on a continuous improvement cycle based on quality improvement in order to be competitive, yet international standards keep getting higher
  • Landco Farm Equipment Company
    This case describes a diversification move by a medium sized company from agricultural machinery to the production of lawnmowers. A detailed description is given as to how the company's personnel goes about it.
  • Lilliput Town
    New business venture proposed by a group of Melbourne businessmen, a vehicle for teaching marketing decision making with particular emphasis on demand analysis, product development and on the financial aspects of decision making
  • Liquor Industry Union and Liquor Control in Victoria
    Summary of recommendations of the Victorian Branch of the Federated Liquor and Allied Industries Union of Australia to the Review of the Liquor Control Act.
  • Longpole Farming Operations
    This case relates how motivation can be affected when job satisfaction is low.
  • Management of IT at Amcor Ltd
    This case documents the management, organization and use of information technology (IT) and systems at one of the world's leading packaging companies, Amcor Ltd. Amcor has three core business groups with different products, organization structures and man
  • Managing the Training Function
    The case presents the basic information needed to create the yearly budget of a Training Department. Suggestions for use are included with the case.
  • Maniotopo Gas
    A work site is experiencing gradual improvements in trust between management and workers, but now rationalisation of facilities and multi-skilling threaten to create increased anxieties.
  • Marketing Services Division
    A government department has to make changes to its structure in response to altered government policy, and senior staff fail to communicate a sense of direction or successfully involve more junior personnel.