HR Challenge: Oral Argument
Order Instructions
In this two-part assessment, you will write a 2-3-page script for an oral argument presentation from the perspective of the CapraTek defense attorney in the case Capshaw v. CapraTek, as outlined in the multimedia presentation. For the second part of the assessment, you will write a 2-3 page script for an oral presentation by the head of HR at CapraTek to explain the possible changes to HRM policies and practices to improve fairness, productivity, and worker morale as it relates to workplace discrimination.
“I believe in the dignity of labor, whether with head or hand, that the world owes no man a living but that it owes every man the opportunity to make a living.” —John D. Rockefeller, Jr.
This assessment explores the tasks of constructing and presenting an oral argument. Frequently, human resource professionals must present case facts and fact patterns to executive managers and counselors concerning internal investigation, hiring practice, or workplace issues. How the HRM professional prepares and presents a case provides a platform for employers and counsel to make informed and succinct decisions concerning its viability. Key topic areas in this assessment include information and research sources, use of legal language, case mapping, building case strategy, partnering with counsel, and method for oral presentation.
Introduction
In today’s workplace climate, the sexual harassment case between Joanna Capshaw and CapraTek is extremely relevant. It is likely that you will face a similar situation some time in your HRM career and you will need to be prepared to think legally about the facts of the case as well as the arguments from both sides.
Scenario
CapraTek has a long history as a leader in the design and manufacture of computer server components and continues to provide innovative solutions to meet industry needs. They have met the demands of the digital economy by offering a wide range of server products, chassis, and server management tools.
Despite their successes in the marketplace, however, CapraTek has faced some internal challenges. One such challenge involved Joanna Capshaw and her allegations of sexual harassment and her career at CapraTek. Thoroughly listen or read through the multimedia presentation and analyze the issues and legal argument for both sides of the dispute.
Your Challenge
For the first part of the assessment, you will be the attorney from the CapraTek legal department representing the defendant (CapraTek) in the case Capshaw v. CapraTek. You should prepare your opening oral argument for the court proceeding to defend CapraTek.
For the second part of the assessment, you will be the head of HR at CapraTek who will report back to the HR and company leadership about the changes to organizational practices and policies to address the issues identified in this case.
Instructions
Analyze the legal issue(s) raised in the case Capshaw Versus CapraTek using the IRAC case analysis process.
Watch CapraTek: Capshaw Versus CapraTek.
Use LawNerds.com, Inc. (n.d.). The IRAC formula. Retrieved from http://www.lawnerds.com/guide/irac.html
Part 1: Write a 2–3-page script for an oral argument in defense of the organization.
This should be solely from the perspective of an attorney for the organization.
The following is the oral argument format that should be followed:
Facts: Analyze the facts involved in the case, from your side’s perspective.
Issues: Analyze facts or legal principles in dispute in the case.
Rule(s): Identify the law or legislation related to the case that supports your side’s perspective.
Analysis: Apply the identified rule to the issues in your case. Address the weaknesses in your side’s case and consider the opposite side of the case.
Conclusion: Summarize and describe the logical outcome of the case.
Relief Requested: What relief are you requesting from the court, and why?
Part 2: Write a 2–3-page script for the head of HR to make an oral presentation for HR leadership.
This should be solely from the perspective of the head of HR regarding possible changes to HRM policies and organizational practices that would improve fairness, productivity, and worker morale as it relates to workplace discrimination.
Describe the potential impact of a workplace discrimination charge levied at this organization.
Identify related laws or legislation that supports this perspective.
Summarize a logical case outcome.
Academic Requirements
The deliverable for this assessment applies professional skills in Human Resources Management (HRM) to workplace situations which you will likely encounter in your day-to-day work in HRM. As part of your learning, we focus on the development of effective professional communication skills for the workplace.
Length of paper: Your script should be in two parts: Each should be 2–3, double-spaced pages, submitted as one document with a resource page.
Organization: Make sure that your assessment writing is well-organized, using headings and subheadings to organize content for the reader.
Resources: It is suggested that you use just the resources provided for this assessment, no outside research should be necessary.
Evidence: Support your assertions with data and/or in-text citations. Use current APA format for in-text citations and create a reference list at the end of your documents.
APA formatting: Resources and in-text citations are formatted according to current APA style and formatting.
Written communication:
Convey purpose, in an appropriate tone and style, incorporating supporting evidence and adhering to organizational, professional, and scholarly writing standards.
Write for a specific audience, using the vernacular of the profession.
Use spell-check and other tools to ensure correct spelling and grammar.
Competencies Measured
Competency 1: Apply legal thinking to human resource management issues in the workplace to ensure compliance.
Describe the facts involved in a case from an assigned side’s perspective.
Identify law or legislation related to a case that supports an assigned side’s perspective.
Apply an identified rule to the issues in a case.
Describe a logical outcome to a case and the relief requested from the court.
Competency 2: Evaluate the relationship between historical perspectives and events and the alignment of human resource management and the law.
Analyze facts or legal principles in dispute in a case.
Competency 3: Examine relationships between law, human resource management practices, and business activities.
Assess the impact of a case on employees in an organization and on the organizational culture.
Propose adjustments to the HRM policies and business practices of an organization to prevent litigation in the future.
Competency 4: Assess ways in which human resource professionals resolve conflicts between ethical and legal aspects of practice.
Propose approaches for the HRM professional to use in resolving the conflict between ethical and legal aspects of an issue.
Competency 6: Communicate clearly, accurately, and professionally in the HR field.
Synthesize the methods, strategies, and tactics for preparing an oral argument.
SCORING GUIDE
Use the scoring guide to understand how your assessment will be evaluated.
VIEW SCORING GUIDE
CASE INFOMATION
Capshaw vs. CapraTek
CAPRATEK ® ACTIVITY
Introduction
Information
Timeline of Events – Fact Pattern
Organization Charts
Support Documents
Conclusion
Introduction
CapraTek has a long history as a leader in the design and manufacture of computer server components and continues to provide innovative solutions to meet industry needs. CapraTek is also a leading player in the new digital era. They have met the demands of the digital economy by offering a wide range of server products, chassis, and server management tools.
Despite their successes in the marketplace, however, CapraTek has faced some internal challenges. One such challenge involved Joanna Capshaw and her career at CapraTek.
After completing the activity, you should:
Be able to identify and prioritize the legal and ethical issues CapraTek is facing due to the lawsuit filed by Joanna Capshaw.
Describe ethical principles and standards related to various legal issues and ethical dilemmas.
Develop an action plan designed to address each legal issue and ethical dilemma that is supported by ethical theories, principles, legal precedents and best practices.
Information
Subject: Capshaw vs. CapraTek
From: Evelyn Unger, Senior HR Generalist
I wanted to follow up on our conversation last week about the Capshaw case. The purpose of this e-mail is simply to point you in the right direction for gathering information.
You have access to organization charts, interviews with various individuals, and documents such as the employee handbook and emails. Review the materials and use the information you gather to inform your position.
News
Recent News & Announcements
Company Announcement: Alfred! Limited Only by the Imagination
Over the past several months, we’ve achieved tremendous progress with our smart-home project, including acquisition of the Mahomet facility, which will be headquarters for manufacture, delivery and support for the Alfred! System and all associated components. This expansion will support a 5-year growth plan for our wireless capabilities and will build on industry-leading delivery and service capabilities.
CapraTek is well positioned to enter this new market, particularly in terms of creating systems that simplify integration by the average consumer. Our goal is to provide the means for our customers to control whatever aspect of their environment they want, from home entertainment systems to specific lighting needs to security, energy use, and more. The only limitations will be their imaginations… or ours.
Press Release: CapraTek Expands Manufacturing Operations into Illinois
URBANA, IL (June 10, 2013) — CapraTek today announced it will expand capabilities for its manufacturing operations with the addition of a 500,000-square-foot building in Mahomet, Illinois, located in the Lake of the Woods Industrial Park. The expansion will be accomplished in phases over the next two years and will include a capital investment of up to $40 million and the addition of up to 300 new, highly skilled jobs. The expansion comes on the heels of the company’s recent $70 million investment to upgrade existing plants in South Carolina and New Mexico.
CapraTek is recognized globally for its tower and server systems, high-end workstations, storage server systems, motherboards, chassis, and server components. CapraTek offers its products through value-added resellers, system integrators, and original equipment manufacturers, as well as through its direct sales force.
“Our continued investments in innovation, combined with expanding wireless technology have fueled the need for more manufacturing space to meet the increasing demand for our products and services,” said Fred Barton, CEO of CapraTek. “We are delighted to expand our operations here in Illinois, which offers a quality workforce, particularly due to the proximity to Research Park and the University.”
Timeline of Events – Fact Pattern
2010
Joanna Capshaw is hired to work for CapraTek as an executive assistant to Lawrence Guthrie, Senior Vice President of Sales and Marketing.
2013
Joanna Capshaw and Lawrence Guthrie begin a consensual sexual relationship.
2014
Fred Barton, CapraTek’s CEO, asks Lawrence Guthrie if he has a personal relationship with Capshaw. Guthrie says that he does and that Capshaw “is a good lay.” No-one else is present for this conversation.
In a meeting of the senior executive staff, Brad Anderson, VP of Product Development, asks Guthrie if Capshaw “still does admin work for you.” Guthrie replies that while Joanna was a good lay, she was a great secretary.
2015
Joanna Capshaw coordinates CapraTek sponsorship of MicroExpo trade show, which is seen by Guthrie as an important opportunity to highlight CapraTek products.
2017
In 2017 Ms. Capshaw is promoted by Guthrie, her mentor, to be the Director of Sales Initiatives. Her responsibilities include leveraging CapraTek sponsorship of trade shows and conferences to create opportunities to sign new corporate clients.
2018
In front of three subordinates with Ms. Capshaw present, Barbara Carey, Director of Purchasing, states that Capshaw had “slept her way to the middle.”
2019
In her role as Director of Sales Initiatives, Joanna Capshaw has not brought in the volume of new business that senior executives expected.
September 2019, Victor Johnson, one of Joanna Capshaw’s direct reports, asks her “if we do end up hooking up, do you think I’ll get promoted?” He apologized later and said he was joking.
Within five days of being reassigned, Ms. Capshaw resigns from the company and files suit for sexual harassment/constructive discharge.
Present
Hearings begin to settle the suit.
Organization Charts
Executive Organization Chart 2010
Fred Barton, CEO
Richard Carr, Chief Financial Officer
Scott Koelher, Director of Finance
Erica Cullen, Director of Accounting
Regina Adams, Senior Vice President Operations
Stewart Ely, VP of Manufacturing
Barbara Carey, Director of Purchasing
Lawrence Guthrie, Senior Vice President Sales and Marketing
Jason Lin, Director of Asian Sales
Alex Lopez, Senior Director of Marketing
Kathleen Brady, Senior Vice President Human Resources
Matt Hayes, Director of Staffing
Marcus Veerling, Director of Compensation and Benefits
Jackie Grossman, Director of HR Operations
Brad Anderson, Vice President Product Development
Jordan Doyle, Director of Engineering
Paul Huang, Vice President Technology
Joseph Welsch, Director of IT Infrastructure
Organization Chart – Sales and Marketing 2010
Lawrence Guthrie, Senior Vice President, Sales and Marketing
Joanna Capshaw, Executive Assistant
Jason Lin, Director of Asian Sales
Alex Lopez, Director of Marketing
Executive Organization Chart 2018
Fred Barton, CEO
Richard Carr, Chief Financial Officer
Luther Pierce, Director of Finance
Erica Cullen, Director of Accounting
Regina Adams, Senior Vice President Operations
Stewart Ely, VP of Manufacturing
Barbara Carey, Director of Purchasing
Lawrence Guthrie, Senior Vice President Sales and Marketing
Joanna Capshaw, Director of Sales Initiatives
Gloria Shaw, Director of American and European Sales
Jason Lin, Director of Asian Sales
Alex Lopez, Senior Director of Marketing
Kathleen Brady, Senior Vice President Human Resources
Matt Hayes, Director of Staffing
Ruth Huff, Director of Training and Development
Ashlei Smith, Director of Compensation and Benefits
Jackie Grossman, Director of HR Operations
Brad Anderson, Vice President Product Development
Peter Kennedy, Director of New Product Development
Julie Ellsworth, Director of Product Alliances
Jordan Doyle, Director of Engineering
Paul Huang, Vice President Technology
Joseph Welsch, Director of IT Infrastructure
Kim Bowling, Director of Software Engineering
Organization Chart – Sales and Marketing 2018
Lawrence Guthrie, Senior Vice President, Sales and Marketing
Jason Lin, Director of Asian Sales
Gloria Shaw, Director of American & European Sales
Alex Lopez, Director of Marketing
Joanna Capshaw, Director of Sales Initiatives
Executive Organization Chart 2019
Fred Barton, CEO
Richard Carr, Chief Financial Officer
Luther Pierce, Director of Finance
Erica Cullen, Director of Accounting
Regina Adams, Senior Vice President Operations
Stewart Ely, VP of Manufacturing
Barbara Carey, Director of Purchasing
Lawrence Guthrie, Senior Vice President Sales and Marketing
Gloria Shaw, Director of American and European Sales
Jason Lin, Director of Asian Sales
Alex Lopez, Senior Director of Marketing
Kathleen Brady, Senior Vice President Human Resources
Matt Hayes, Director of Staffing
Ruth Huff, Director of Training and Development
Ashlei Smith, Director of Compensation and Benefits
Jackie Grossman, Director of HR Operations
Brad Anderson, Vice President Product Development
Peter Kennedy, Director of New Product Development
Julie Ellsworth, Director of Product Alliances
Jordan Doyle, Director of Engineering
Paul Huang, Vice President Technology
Joseph Welsch, Director of IT Infrastructure
Kim Bowling, Director of Software Engineering
Organization Chart – Sales and Marketing 2019
Lawrence Guthrie, Senior Vice President, Sales and Marketing
Jason Lin, Director of Asian Sales
Gloria Shaw, Director of American & European Sales
Alex Lopez, Senior Director of Marketing
Joanna Capshaw, Director of Sales Initiatives
Affidavits
Barbara Carey – Director of Purchasing
Question: Did you ever make disparaging comments about Ms. Capshaw?
Yes, I’m sorry to say that I did.
Question: When did this occur and what was the context of those comments?
It was July 2018. I had discovered that Ms. Capshaw had purchased an expensive digital camera… apparently for use at trade shows, and I was extremely frustrated. Ms. Capshaw was always over-budget and I had spoken to her and to Mr. Guthrie about it on several occasions. Of course, his response was to tell me to figure it out. It was just frustrating because her budget was totally out of proportion to the business that she brought in – which was at best 20% of what was projected. It was a constant topic of conversation with upper management… that Joanna was not generating anywhere near the business Mr. Guthrie had assured them she would.
Anyhow, I went to talk to her about it, and she was chit-chatting with several of her direct reports. One of them, a young woman, turned to me and said that she thought of Joanna as the perfect mentor. I replied “surely you can do better than someone who slept her way to the middle.” Needless to say, the conversation stopped dead, Joanna asked me what I had said and, of course, I didn’t repeat it. I believe I said “never mind” and returned to my office.
Stewart Ely – Vice President of Manufacturing
Question: Did you ever make disparaging comments about Ms. Capshaw?
I wouldn’t necessarily call it a disparaging comment, but yes, I did. I was having lunch with Alex… Alex Lopez… and he was frustrated because he thought trade shows and conventions were logically a part of his job. He expressed that he didn’t understand why they had created a new department and I stated what I believed… believe… to be true that Joanna Capshaw only got that job because of her relationship with Lawrence Guthrie. I didn’t say anything about the nature of the relationship, but I do believe that her personal relationship was her primary qualification for the job.
Question: When did this occur?
That would have been sometime in early 2018… maybe March? I’m not certain, though I suppose I could check my calendar to see when I had that lunch with Alex.
Victor Johnson – Sales Representative (Assigned to Sales Initiatives)
Question: Did you ever make sexually charged comments about or to Ms. Capshaw?
Hoo boy… yeah, I made a joke. Joanna is about my age, and we had what I thought was a pretty comfortable relationship despite the fact that she was my boss.
Question: Would you describe the conversation and when it occurred?
Okay, so it was in 2019. We had just gotten back from the Gartner Symposium… it was in Orlando, and we’d had a good time, so September 2019. I didn’t think we did badly, we didn’t walk out with any contracts, but you never do. I thought we had some good leads though and, I was pretty happy about how the show had gone. Anyhow, I was in her office talking about one lead we both thought was pretty good and how she wanted me to follow up on it. We finished up talking about that and made a little small talk about Orlando and then I said “so, if we do end up hooking up, do you think I’ll get promoted?” WRONG thing to say… she got really pissed and I apologized. I told her it was just a joke and, I was sorry I crossed any lines. But I mean, it is common knowledge that she had a relationship with Guthrie. Not that I think it was the only reason she got her job, but it’s not like people weren’t talking about it.
Lawrence Guthrie – Senior Vice President of Sales and Marketing
Question: Can you describe the nature of your relationship with Ms. Capshaw?
Yes. I hired Joanna Capshaw in 2010 as a secretary. Executive Assistant is the actual job title. Joanna is an intelligent, ambitious woman and, she was a great asset to me in that job. In 2012, my wife and I divorced and in 2013, Joanna and I began seeing one another romantically. Obviously, we did our best to keep the relationship discreet. In 2017, we realized that the relationship had run its course and, we ended it. I have great admiration for Joanna and, I was very proud that she considered me a mentor.
Question: Can you describe the nature of her responsibilities during the time she worked for you?
Yes. Joanna was responsible for a range of administrative duties. I needed her to coordinate all aspects of my schedule. She would set up appointments, maintain my calendars, schedule meetings, conferences, travel, and so many other things. That was why I promoted her. She was very proactive in her work. Very soon after she started, she was able to prepare presentation materials and other documents. Not insignificant documents, either. Joanna often was assigned to prepare reports and other documents and, she was able to perform these tasks with a high degree of autonomy. When she handled most of the details for CapraTek’s sponsorship of the MicroExpo trade show, I felt it appropriate to groom her for more responsibility.
Question: Was the executive leadership aware of your relationship with Ms. Capshaw?
Yes. We were apparently not as discreet as I thought and in 2014 Fred and I were talking… privately, just the two of us… and he asked me directly whether or not there was something going on. I thought that if I downplayed the nature of the relationship, it would raise fewer red flags for people, so I said yes, we occasionally slept together. I think I said something like “what can I say, Fred, she’s a good lay.” The subject came up another time… also in 2014. We had been meeting about sales goals — Fred, Richard, Regina, Paul, and Brad. None of our assistants were there, but at one point Brad asked me to have Joanna pull some information we needed. Then he added “that is, if she still does admin work for you.” I replied that while Joanna was a good lay, she was a great secretary. I know… it sounds bad now, but again, I was trying to minimize the personal relationship.
Question: Describe your involvement in Ms Capshaw’s career after the relationship ended.
Yes. Well, it became obvious that people were aware of the relationship, and that was a major factor in our decision to end things. I believed that Joanna had a great deal to offer the company, particularly in terms of working with people at trade shows and conventions. I’d been lobbying for more focus on those markets and in 2018, after we had ended the physical relationship, I finally convinced the board to create the position of Director of Sales Initiatives. Joanna was routinely taking the lead on these kinds of projects and I felt she would be a perfect fit for the job. Kathleen Brady and I worked on the job analysis for the position and I think she was surprised when I recommended Joanna, but when she saw Joanna’s qualifications, she agreed that Joanna was an excellent match for the position.
Of course, there was disagreement and after Joanna had been in the job and wasn’t performing up to expectations, I thought it made sense to move her team to Alex. I thought Alex might be able to help her meet the goals that she hadn’t been able to reach up to that point. But… she saw the move differently… obviously… and submitted her resignation within the week.
Alex Lopez – Senior Director of Marketing
Question: Did you ever make disparaging comments about Ms. Capshaw?
No. I did express frustration that she and her team were not assigned to me. What she was working on was clearly a marketing function and I felt her efforts should have been part of a broader marketing strategy. I have a lot of respect for Lawrence, so if he believed in her abilities, I was prepared to do so as well.
Beverly Perry – Inside Sales Associate
Question: Did you ever make disparaging comments about Ms. Capshaw?
No. I certainly heard some, but I don’t like to talk about people, particularly other women. Women have a hard enough time in a company like CapraTek, so there’s no point in undermining one another.
Question: Did you ever hear anyone else make disparaging comments about Ms. Capshaw?
Yes. In July of 2019. I had just been hired and, I was so excited to be on Joanna’s team. She really came across as someone who was going places. So, there were a bunch of us — Victor, me — I am not sure who else. Joanna was one of the people talking and Barbara Carey came up to the group. I guess she had wanted to talk to Joanna, but anyhow, she stood by me a few minutes. I was feeling really good and I turned to Ms. Carey and said “I’ve got to say, I feel so lucky to be working for Joanna. She’s just the perfect mentor for someone like me.” And Ms. Carey looks at me and says…not softly, either… “Surely you can do better than someone who slept her way to the middle.” I was shocked and so was everyone who was there. And… I think Joanna was so embarrassed that she pulled back from all of us. She stopped reaching out the way she had before that happened.
Support Documents
Sexual Harassment Policy & Employee Handbook Section on Harassment
CapraTek is committed to maintaining a work environment where all individuals are treated with respect and dignity. It is the policy of CapraTek to strictly prohibit harassment on the basis of any protected class, including sexual harassment.
Harassment
Harassment is defined as behavior that is not welcome or that is offensive to the recipient or his/her coworkers. It may be verbal, non-verbal, physical, or sexual and either overt or subtle. It is considered harassment if the conduct:
Has the purpose or effect of unreasonably interfering with the person’s work performance; or
Otherwise adversely affects the individual’s employment opportunities.
Employees of CapraTek may not engage in verbal or physical conduct that denigrates or shows hostility or aversion toward an individual because of that person’s race, creed, color, religion, sex, national origin, disability, age, marital status, status with regard to public assistance, sexual orientation, or that of the person’s relatives, friends, or associates. Supervisors may not allow individuals under their supervision to harass others.
Harassing conduct includes epithets, slurs or negative stereotyping; threatening, intimidating or hostile acts; denigrating jokes; and written or graphic material that denigrates or shows hostility or aversion toward an individual or group and that is placed on walls or elsewhere on the employer’s premises or circulated in the workplace, on company time or using company equipment via e-mail, phone (including voice messages), text messages, tweets, blogs, social networking sites or other means.
Sexual Harassment
Sexual harassment constitutes discrimination and is illegal under federal, state and local laws. Under federal law and regulations, unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature constitute unlawful sexual harassment when either: (1) submission to such conduct is or becomes a term or condition of an individual’s employment or is used as a basis for employment decisions relating in any way to that individual; (2) such conduct substantially interferes with an individual’s work performance; or (3) such conduct creates an intimidating, hostile, or offensive working environment.
Examples of sexual harassment include unwelcome sexual flirtations or propositions, offensive physical contact or physical closeness, suggestive jokes or stories, conversations about sexual exploits, excessive romantic attention (e.g. love letters, inappropriate emails, gifts), and direct and indirect suggestions that an employee’s job security or opportunities for advancement may depends in any way on the granting of sexual favors of relations.
Complaint Procedure
If you experience any job-related harassment or have a related complaint, you should promptly report the matter to your immediate supervisor. CapraTek will undertake an investigation ensuring confidentiality to the greatest possible extent.
CapraTek expressly prohibits any form of retaliatory action against any employee availing themselves of the benefits of this procedure. Retaliation is a violation of this policy and may result in discipline, up to and including termination. No employee will be discriminated against, or discharged, because of bringing or assisting in the investigation of a complaint of harassment. Acts of retaliation should be reported immediately and will be promptly investigated and addressed.
Penalties for Prohibited Harassment
If an investigation reveals that the harassment complaint is valid, prompt disciplinary action will be taken designed to immediately stop the harassment and prevent its recurrence. Disciplinary action will be taken on a case-by-case basis. A violation of the harassment policy may be grounds for termination. An employee may also be subject to individual liability and penalties as a harasser.
Archived Emails
From: Kathleen Brady, Senior Vice President, Human Resources
To: Alex Lopez
Date: March 17, 2019
Subject: Capshaw vs. CapraTek
Alex –
I wanted to check in with you to be certain that an official complaint was not filed with you prior to Ms. Capshaw’s resignation. The policy clearly calls for the official complaint to go through the immediate supervisor but obviously, there might have been a perception of a conflict of interest when Joanna worked for Mr. Guthrie. I am trying to ascertain whether any official complaint was filed.
Get back to me as soon as possible on this, please.
Kathleen
From: Brad Anderson, Senior Vice President, Product Development
To: Lawrence Guthrie
Date: June 23, 2018
Subject: Sales Initiatives Group
Lawrence –
I just got a look at the sales analytics for last quarter and despite a strong presence at three major trade shows, we aren’t seeing significant movement in any of our product lines. I thought Joanna was going to focus on the SwitchBack line, but she hasn’t brought in any new business there or with ParaCore+.
We need to rethink our strategy for marketing these lines as several of our competitors are positioned to take market share from us if we don’t.
Brad Anderson
Conclusion
Activity Complete!
You have completed all the modules of the Capshaw vs. CapraTek activity. Based on your completion of this activity, you should have the following:
An understanding of the facts of the case.
An ability to analyze the legal and ethical principles in dispute in the case.
An outline of the action plan you will develop to address the identified legal and ethical issues.
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