3-1
CASE 3
Everyone Does It
I. CASE ABSTRACT
When Jim Willis, Marketing VP learns that the launch date for the
company’s new satellite will be late by at least a year, he is told by the
company’s president to continue using the earlier published date for the
Decision Date: No Date FY Sales: Unknown
FY Net Income: Unknown
II. CASE SUBJECTS AND ISSUES
Electronic Satellite Imaging
Aerospace
Ethics
Industry Practice
Decision–Making
Code of Ethics
Moral Relativism
Role Conflict
Policies & Procedures
Marketing Strategy
Evaluations & Control
Competitive Tactics
Stakeholders
Corporate Culture
III. STEPS COVERED IN STRATEGIC DECISION–MAKING PROCESS
(See Figure 1.5 on pages 54 and 55)
Strategy Formulation
Strategy
Implementation
Evaluation &
Control
IV. CASE OBJECTIVES
CASE 3
Everyone Does It
3-2
1. To provide students with an understanding of the internal factors
2. To evaluate and determine an ethically responsible course of action
for ISI.
3. To offer students an opportunity to identify and evaluate possible
5. To illustrate Kohlberg’s levels of moral development.
7. To provide a vehicle to apply the three basic approaches to ethical
behavior: utilitarian, individual rights, and justice approach, plus
Kant’s two categorical imperatives.
V. SUGGESTED CLASSROOM APPROACHES TO THE CASE
1. Assign this case along with Chapter Three: Ethics and Social
2. Treat the case as a role–play and assign students to play the roles of
3. Ask the class how this case might illustrate the concepts of moral
relativism and Kohlberg’s levels of moral development. Which level of
moral development seemed to fit Jim Willis and his boss, Fred Ballard?
4. Ask the students if a code of conduct would have resolved Jim Willis’
dilemma. This is an opportunity to discuss the value of a code of
ethics and the sorts of things that such a code would include.
Split the class into four groups. Have each group discuss how a
particular approach to ethical behavior could be used to resolve Jim
VI. DISCUSSION QUESTIONS
1. What are sources of the factors, which created the ethical dilemma?
2. Is it ever appropriate to withhold negative information from the
client?
CASE 3
Everyone Does It
3-3
3. What should ISI do?
4. What is meant by the term, “industry practice”? Is this an example
of moral relativism?
VII. CASE AUTHOR’S TEACHING NOTE by Steven Cox and Shawana P. Johnson *
(The Case Abstract, the first three Case Objective, the first three
Discussion Questions, and second Suggested Classroom Approach were
written by the case authors)
______________
*Reprinted and adapted by permission of the case authors.
The type of situation discussed in the case is unfortunately not
uncommon. Sales people are routinely asked to withhold information
concerning shipping delays, production delays, possible labor
unrest, product quality issues, and other customer relevant
information. One of the greatest threats to a sales person’s
1. What are sources of the factors, which have created the ethical
dilemma?
There are several internal and external forces at work here.
• Internal forces included:
1. Jim Willis’ boss, Frank Ballard, has given Jim a specific
instruction not to disclose the information.
2. The company did not permit the disclosure of company
proprietary information without prior approval.
jeopardized.
• External forces included:
1. Jim Willis’ boss, Frank Ballard, has given Jim a specific
instruction not to disclose the information.
CASE 3
Everyone Does It
3-4
2. Is it ever appropriate to withhold negative information from the
client?
3. What should ISI do?
VIII. EFAS, IFAS, AND SFAS EXHIBITS
IX. FINANCIAL ANALYSIS