On January 31, 2000, an Alaska Airlines MD-80 crashed in the Pacific off the coast of
California. A company with a sense of independence and strong culture, Alaska Airlines
responded quickly to the NTSB investigation of the accident and the media assault that focused
on Alaska’s sloppy maintenance records as a contributing factor to the crash. Brand equity,
employee morale, and stockholder confidence emerged essentially unscathed as a result. A little
more than one year later, though, the entire airline industry was forced to deal with the
consequences of the 9/11 tragedy. Today, Alaska Airlines is among the most recognized for
service and quality in the industry, but is facing financial challenges as the industry moves
toward a low-cost model. The company must now decide how to strengthen its financial position
without sacrificing its service and quality. 10 pp. Case #04-09. (2004)

Speculation surrounds the rumored agreement between General Motors and AM General to
market and manufacture the civilian version of the HMMWV, known as the “Hummer” H1.
Plant expansion would be critical to AM General’s ability to manufacture and sell the vehicle.
Success of the deal and ultimately the plant expansion is dependant on city cooperation, a
contract with the UAW, and most importantly the relocation of nearly 50 local residences from
their lifelong homes. 5 pp. Case #00-21. (2000)

In August of 2002, maintenance workers find fractured locomotive brackets and brake discs on Amtrak’s
high-speed Acela line between Washington and Boston. As a result, the Acela is taken out of service for
three years and Amtrak continues to lose money and struggle with funding for everything from
infrastructure maintenance to passenger service amenities. CEO David Gunn is faced with the most
critical circumstances in the 34-year history of the troubled passenger rail service. While Japanese and
European high-speed train services continue their profitable operations, the United States has yet to
devise a model that works. Brand strategy and building trust are at the center of the challenge for
Amtrak. 9 pp. Case #06-05. (2006)

In the early morning hours of November 8, 2010, fire broke out in the aft engine room of Carnival Splendor, a 113,300 ton passenger cruise ship carrying over 3,000 guests. Although the fire was quickly suppressed, Cruise Director John Heald and the ship’s crew found themselves stranded in the Pacific Ocean, 200 miles south of San Diego. With no electricity, poor sanitation, and spoiling food supplies, Carnival Cruise Lines must determine how best to manage this unforeseen event and ensure the safety of those onboard. This crisis management case exposes the reader to the decision-making and communication challenges faced by senior leaders in the tumultuous environment following such a crisis. Case, 8 pp. (2011)

On Friday, January 13th, 2012, around 9:40 p.m. local time, the Costa Concordia, a luxury cruise ship carrying 4,200 passengers, punctured its hull off the coast of Italy. What followed the collision was a chaotic evacuation, irresponsible actions from the ship’s captain, and a lack of communication from the parent company, Carnival, all leading to a public relations disaster. 14 pp. Case # 12-05

Facing a large budget deficit, the CTA discontinues service on some of its least profitable routes.
Unfortunately, many of those routes are in some of Chicago’s poorest neighborhoods. The CTA,
already under pressure for its lack of efficiency and convenience for the riders of the system,
must try to maintain the public’s trust and confidence. 4 pp. Case #00-27. (2000)

Luxury retail brand, Canada Goose, faces opposition from a prominent animal rights group
surrounding the sourcing of materials used for its jackets. Several regulatory agencies have
questioned the advertising practices of Canada Goose. Canada Goose now faces a decision
regarding its brand and the ethical sourcing of fur and down. 12 pp. Case #19-12. (2019)

In 2018, Harley-Davidson found itself in controversy as the company began expanding its business overseas. At the same time, the company became a victim of pointed criticism by the President of the United States. This case describes the circumstances that led to Harley-Davidson creating a new global strategy, and the complications that ensued from a public spat with President Trump. Case #19-12 (11 pp.)

In the aftermath of the 9/11 attacks, security on the nation’s commercial airlines becomes a
significant issue for the government, carriers, and passengers who fly each day. In response to a
request from a U.S. Defense Department contractor, JetBlue turns over detailed information
about passengers traveling on the discount carrier, including travel dates, destinations, home
addresses and credit card numbers. After initially denying the charge, JetBlue officials later
defend their actions. Privacy advocates, homeland security officials, and other commercial
airlines wait for public reaction to JetBlue’s actions and statements. 9 pp. Case #04-06. (2004)

In the face of declining revenues throughout the airline industry, a struggling economy, and an
overcrowded marketplace, David Neeleman decided in early 2000 to launch an entirely new
airline. With $130 million in venture funding, JetBlue began daily operations from JFK in New
York to Florida, California, Colorado, and Las Vegas. After September 11, 2001, industry
analysts were asking whether a discounter who promised first-class service could sustain the
brand promise. 12 pp. Case #03-01. (2003)

Mitsubishi Corporation is a 49% owner of a joint venture with the Mexican government called
Exportadora de Sal S.A. de C.V. (ESSA). ESSA produces and exports solar-produced salt. The
ESSA production facility is located in an environmentally sound area of Mexico with various
species of animals living in the habitat. In December of 1997, ninety-four endangered black sea
turtles were found dead near the salt facility as a result of the salt production. Mitsubishi and
ESSA are under intense criticism by environmentalists and the public because of the sea turtle
incident and ESSA’s plans to expand its production capabilities. 4 pp. Case #00-25. (2000)

On September 14, 2005, Northwest Airlines filed for Chapter 11 bankruptcy. During the weeks
leading up to the decision, Northwest was burning through $4 million in cash a day, carried $8.1
billion in long-term debt, and had pension plans underfunded by $3.8 billion. With fuel prices
increasing at record rates, a shortage for demand in the airline industry, and a mechanics strike
leaving unfruitful negotiations, something had to be done. Under the protection of bankruptcy,
CEO Douglas Steenland, believes that Northwest can settle labor issues and reorganize the firm’s
cost structure to compete with the discount airlines. Steenland hopes Northwest can emerge
from the bankruptcy stronger than ever. Critics wonder what tactics Northwest might employ to
survive this turbulent industry. 8 pp. (2005).

On September 14, 2005, Northwest Airlines filed for Chapter 11 bankruptcy. During the weeks leadingup to the decision, Northwest was burning through $4 million in cash a day, carried $8.1 billion in long-term debt, and had pension plans underfunded by $3.8 billion. With fuel prices increasing at recordrates, a shortage for demand in the airline industry, and a mechanics strike leaving unfruitfulnegotiations, something had to be done. Under the protection of bankruptcy, CEO Douglas Steenland,believes that Northwest can settle labor issues and reorganize the firm’s cost structure to compete withdiscount airlines. Steenland hopes Northwest can emerge from the bankruptcy stronger than ever. Criticswonder what tactics Northwest might employ to survive this turbulent industry. 8 pp. Case #06-02.(2006)

Opened in 1992, the Pittsburgh International Airport midfield terminal complex was designed
and built for the hub operations of USAir. Fifteen years and two bankruptcies later, US Airways
has reduced what was its largest hub to a focus city with only 68 daily flights. As the airport sits
half abandoned, the Allegheny Country Airport Authority is working against an industry in
turmoil to rebuild service at the airport. 20 pp. Case #08-10. (2008)

This case will examine the complex challenges of a global business which must maintain healthy
communications with customers, investors, and suppliers. The Boeing 787 Dreamliner is by most
accounts a success story of modern innovation, yet its production delays present a unique challenge for a
corporate communication officer. 7pp. Case #08-06. (2008)

On January 16, 2013, Boeing had its newest and most advanced aircraft, the 787 Dreamliner, grounded worldwide due to fires that started in the airplane's batteries. The Lithium-Ion technology used in the 787 aircraft was a new feature used in commercial aircraft as a solution to save weight. Several prior delays had already affected the introduction of the Dreamliner 787, one of the most revolutionary planes to date. Boeing is faced with high demand, costs, and pressure to respond quickly, while responding to both safety concerns and general industry concerns and loss of revenue. (Case #13-01)

This case study examines a long-standing dispute regarding fair competition and government subsidies
between The Boeing Company and Airbus Industries. Boeing claims that it is being subjected to an
unfair competitive disadvantage because the European Union provided Airbus soft loans in the form of
launch aid. This case reviews communication strategy, the potential impact on suppliers and
communities, and the upcoming WTO dispute and possible outcomes.
10 pp. Case #06-20. (2006)

No industry was hit harder than the travel industry following the 9/11 attacks. While big
companies like the airlines received government support, small businesses like Anthony Travel, a
local travel agent, suffered greatly from the tragedy. Families were also affected as vacations
were postponed or canceled due to fears of flying. The Travel Industry Association of America
has to convince Americans why they need to travel again. (A) Case, 8 pp. (B) Case, 4 pp. Case
#02-11. (2002)

United Airlines struggles to meet basic customer expectations in the summer of 2000. Labor
disputes, weather problems, and the basic airline infrastructure create problems that are
beginning to defile the airline’s name. Airline Quality Ratings are down, revenues are down, and
the media are taking advantage of United’s embarrassing situation. United enacts a 12-point
customer service plan. It improves technology for customers and customer service
representatives. Finally, United launches an advertising campaign to regain customer trust and
loyalty. 12 pp. Case #01-06. (2001)

ValuJet, targeting cost-conscious consumers, was growing, proving that value can mean profits.
Tragically, the success ValuJet was enjoying was stripped away when a DC-9 jet crashed in
Florida killing 110 people. ValuJet, while seemingly sabotaged by its maintenance contractor
SabreTech, denied culpability in the accident. 8 pp. Case #00-26. (2000)

The Coronavirus / COVID-19 crisis of 2020 resulted government restrictions on travel, accompanied by a public loss of confidence in the safety of air transport, all of which led quickly to a decline in revenue for airline companies. American Airlines has implemented a number of important changes, but their survival in an unstable environment and unpredictable consumer market depends on whether these changes are sufficient to ensure safe travel and encourage the flying public to take to the air again. Case #20-02

Electric automaker Tesla’s Autopilot technology aims to make driving safer and more convenient. Consumer misuse, however, and numerous vehicle collisions contradict Tesla’s goal. As Tesla continues to release new Autopilot updates to the public, concerns regarding the system remain. How should Tesla proceed with respect to consumer safety, consumer perceptions, and its beta testing model? 17 pp. Case #21-11 (2021)

Norfolk Southern Railway: A Disastrous Train Derailment in East Palestine, Ohio Coil, I.; Upadrasta, S.; Skukla, Y.; and O’Rourke, J. S. (editor)

A Norfolk Southern Railway train derailed in the small town of East Palestine, Ohio, releasing a large volume of hazard chemicals into the surrounding environment. Norfolk Southern CEO Alan Shaw has just become aware of the disaster and must decide how to respond, as intense criticism mounts. 13 pp. Case #23-03 (2023)

Key Words: Railroad Safety, Norfolk Southern, Disaster Response, Hazardous Materials, Crisis Communication

Uber Technologies, Inc.: Surge Pricing and Consumer Reaction Tonongbe, G.; Pontarelli, A., and O'Rourke, J.S. (editor)

Ride-sharing giant Uber Technologies, Inc. has begun using algorithms to employ dynamic pricing strategies, popularly known as surge pricing. The company, long viewed as a disruptive force in the collaborative consumption sector now faces controversy, as well as legal and regulatory challenges. While surge pricing aims to optimize supply and demand, stakeholders' perspectives vary widely, prompting debate on fairness and unpredictability. Can surge pricing become more equitable and beneficial for all parties involved. 18 pp. Case #23-06 (2023).

Keywords: Uber, Surge Pricing, Dynamic Pricing, Ride Sharing, Ride-Sharing, Fair Pricing.