Management: Case Study Assignment


Review the attached guidelines and rubric for Case Analysis.
Complete a Case Analysis of Case Study 3.1:  HY DAIRIES, INC found on page 90 of your text (note:  follow the criteria outlined in the assignment guide and rubric.  Answering the questions at the end of the case does not constitute a thorough case analysis).  
This is a detailed assignment.






 Syd Gilman read the latest sales figures with a great deal of


satisfaction. The vice president of marketing at Hy Dairies,


Inc., a large Midwestern milk products manufacturer, was


pleased to see that the marketing campaign to improve sagging sales of Hy’s gourmet ice cream brand was working.


Sales volume and market share of the product had increased significantly over the past two quarters compared


with the previous year.


 The improved sales of Hy’s gourmet ice cream could be


credited to Rochelle Beauport, who was assigned to the


gourmet ice cream brand last year. Beauport had joined Hy


less than two years ago as an assistant brand manager after


leaving a similar job at a food products firm. She was one of


the few women of color in marketing management at Hy


Dairies and had a promising career with the company.


 Gilman was pleased with Beauport’s work and tried to let


her know this in annual performance reviews. He now had


an excellent opportunity to reward her by offering her the


recently vacated position of market research coordinator.


Although technically only a lateral transfer with a modest


salary increase, the marketing research coordinator job


would give Beauport broader experience in some high-


profile work, which would enhance her career with Hy


Dairies. Few people were aware that Gilman’s own career


had been boosted by working as marketing research coordinator at Hy several years before.


 Rochelle Beauport had also seen the latest sales figures


on Hy’s gourmet ice cream and was expecting Gilman’s call


to meet with her that morning. Gilman began the conversation by briefly mentioning the favorable sales figures, and


then explained that he wanted Beauport to take the marketing research coordinator job. Beauport was shocked by


the news. She enjoyed brand management and particularly


the challenge involved with controlling a product that


 directly affected the company’s profitability. Marketing


 research coordinator was a technical support position—a


“backroom” job—far removed from the company’s bottomline activities. Marketing research was not the route to top


management in most organizations, Beauport thought. She


had been sidelined.


 After a long silence, Beauport managed a weak, “Thank


you, Mr. Gilman.” She was too bewildered to protest. She


wanted to collect her thoughts and reflect on what she had


done wrong. Also, she did not know her boss well enough


to be openly critical.


 Gilman recognized Beauport’s surprise, which he


 assumed was her positive response to hearing of this


wonderful career opportunity. He, too, had been delighted several years earlier about his temporary transfer


to marketing research to round out his marketing


 experience. “This move will be good for both you and


Hy Dairies,” said Gilman as he escorted Beauport from


his office.


 Beauport was preoccupied with several tasks that


 afternoon but was able to consider the day’s events that


evening. She was one of the top women and few minorities in brand management at Hy Dairies and feared that


she was being sidelined because the company didn’t want


women or people of color in top management. Her previous employer had made it quite clear that women


“couldn’t take the heat” in marketing management and


tended to place women in technical support positions


 after a brief term in lower brand management jobs. Obviously Syd Gilman and Hy Dairies were following the


same game plan. Gilman’s comments that the coordinator job would be good for her was just a nice way of saying that Beauport couldn’t go any further in brand


management at Hy Dairies.


 Beauport now faced the difficult decision of whether to


confront Gilman and try to change Hy Dairies’ sexist and


possibly racist practices or to leave the company.




 Discussion Questions


 1. Apply your knowledge of stereotyping and social identity theory to explain what went wrong here.


 2. What other perceptual errors are apparent in this case




 3. What can organizations do to minimize misperceptions


in these types of situations?




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