Performance Evaluation of DeGrandis Sporting Goods Case Studies

This case study analyzes three projects undertaken by DeGrandis Sporting Goods: the launch of private-label running shoes, a partnership with the Australian Olympic Committee (AOC), and the introduction of a new apparel line. The analysis evaluates each project's alignment with strategic goals and ethical standards, highlighting issues such as unethical sourcing, bribery, and poor market research. It examines the ethical violations, including the use of child labor by suppliers and the lack of due diligence in market research for the apparel line. The case study provides a project performance scorecard (PPS) snapshot for each project, offering conclusions and recommendations for improvement. It underscores the importance of ethical conduct, thorough market research, and quality assurance in project management to protect brand reputation and ensure customer satisfaction. The analysis also references various academic articles to support its findings.

Running head: CASE STUDY
Case study
Name of the student
Name of the university
Authors note

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CASE STUDY
Table of Contents
Project A.........................................................................................................................2
Project B.........................................................................................................................2
Project C.........................................................................................................................3
References......................................................................................................................4

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CASE STUDY
Project A
The case of DeGrandis Running Shoes violates some of the ethical issues that are
severe in nature. The company has launched their private labelled shoes successfully and it is
earning huge revenue to the company. The product has been designed, developed and
marketed within the assigned time despite of some increased cost (Davies, 2016).
In spite of all these positive facts, there is an issue of unethical dealing by the
company (Mitonga-Monga, Flotman & Cilliers, 2016). The project team have not consulted
with the board of directors while deciding the manufacturer and suppliers (Lashley, 2016).
They assigned the job to a company in China who use child labours in their factories.
The company managers must reconsider their decision of supplier selection and try to
allot the second slot of manufacturing to the suppliers who have not violated any important
ethical principles (Schnebel & Bienert, 2016).
Project B
DeGrandis established its partnership with Australian Olympic Committee to supply
required equipment for the Australian Olympic team. The AOC partnership was an important
deal for the company, but it suffered immensely for the unethical behaviour of one of the
member of executive team (Dawson, 2018).
The code of conduct of this company strictly prohibits any immoral payments like
bribes in their general business (Mitonga-Monga & Flotman, 2017, Mella, & Gazzola, 2015).
As the member violated this ethics the company has to face degradation in their reputation as
this scandal was revealed to the media (Lindebaum, Geddes & Gabriel, 2017).
In such situation the company need to confess their wrong doing and take required
action against the accused executive (Tunley et al., 2018).

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CASE STUDY
Project C
In the third case, the DeGrandis Company’s decision of launching a environment
friendly clothing range backfired. The company has not done required market research before
launching (Mitonga-Monga & Cilliers, 2015). As a result the apparel quality do not match the
demands of the customers(Bowles & Ruhanen, 2018). The company had to withdraw their
Ladybird collections from the market because of the continuous customer complaint of cheap
quality.
The primary responsibility of this lies on the marketing team who have not considered
the context of market research and quality assurance (Moghaddam, Akhavan, & Mehralian,
2015). The bad quality of the new products influenced the brand reputation in negative way.
First, the company need to chalk out the amount of loss and should start to plan the
initiative again (Wallace & Sheldon, 2015). The environment friendly-apparel is a positive
idea. But the company also need to take care of the product quality (Huhtala & Feldt, 2016).
Getting quality product for their money is the ethical right of the customers and the company
must need to keep it in mind in their product designing (Valentine & Godkin, 2016).

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CASE STUDY
References
Bowles, L., & Ruhanen, L. (2018). Disseminating environmental ethics and values: a
study of ecotourism business owners. Tourism Review, 73(2), 252-261.
Davies, P.W., (2016). Current issues in business ethics. Routledge.
Dawson, D. (2018). Organisational virtue, moral attentiveness, and the perceived role of
ethics and social responsibility in business: The case of UK HR practitioners. Journal
of Business Ethics, 148(4), 765-781.
Huhtala, M., & Feldt, T. (2016). The path from ethical organisational culture to employee
commitment: Mediating roles of value congruence and work engagement.
Scandinavian Journal of Work and Organizational Psychology, 1.
Lashley, C. (2016). Business ethics and sustainability. Research in Hospitality
Management, 6(1), 1-7.
Lindebaum, D., Geddes, D., & Gabriel, Y. (2017). Moral emotions and ethics in
organisations: Introduction to the special issue. Journal of Business Ethics, 141(4),
645-656.
Mella, P., & Gazzola, P. (2015). Ethics builds reputation. International Journal of
Markets and Business Systems, 1(1), 38-52.
Mitonga-Monga, J., & Cilliers, F. (2015). Ethics culture and ethics climate in relation to
employee engagement in a developing country setting. Journal of Psychology in
Africa, 25(3), 242-249.
Mitonga-Monga, J., & Flotman, A. P. (2017). Gender and work ethics culture as
predictors of employees’ organisational commitment. Journal of Contemporary
Management, 14(1), 270-290.

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CASE STUDY
Mitonga-Monga, J., Flotman, A. P., & Cilliers, F. (2016). Workplace ethics culture and
work engagement: The mediating effect of ethical leadership in a developing world
context. Journal of Psychology in Africa, 26(4), 326-333.
Moghaddam, J. Y., Akhavan, P., & Mehralian, G. (2015). Intellectual capital, ethical
climate and organisational performance: an interaction analysis. International Journal
of Learning and Intellectual Capital, 12(3), 232-250.
Schnebel, E., & Bienert, M. A. (2016). Tangible Ethics: Commitments in Business
Organisations. In Globalisation and Business Ethics (pp. 131-154). Routledge.
Tunley, M., Button, M., Shepherd, D., & Blackbourn, D. (2018). Preventing occupational
corruption: utilising situational crime prevention techniques and theory to enhance
organisational resilience. Security Journal, 31(1), 21-52.
Valentine, S., & Godkin, L. (2016). Ethics policies, perceived social responsibility, and
positive work attitude. The Irish Journal of Management, 35(2), 114-128.
Wallace, M., & Sheldon, N. (2015). Business research ethics: Participant observer
perspectives. Journal of Business Ethics, 128(2), 267-277.