This case examines the strategic pivots made by Coquine, a high-end restaurant owned by chef Katy Millard and her partner, Ksandek Podbielski, in Portland, Oregon, USA. When indoor dining was shut down in March 2020, Coquine swiftly transitioned from a traditional fine-dining model to a community-supported agriculture (CSA) and virtual marketplace model. The case details the rapid development of this program and its subsequent expansion into a physical market café. It also covers the eventual reopening of in-person dining with a more sustainable prix fixe structure. It provides valuable insights into crisis management, business model innovation, and the importance of maintaining core values in the face of adversity.

• Understand how managers balance profit goals, employee well-being, customer expectations, and personal values.
• Examine how businesses anticipate, respond to, and recover from external shocks such as the COVID-19 pandemic.
• Explore how organizations maintain trust and loyalty among stakeholders (employees, suppliers, customers, and community) during major business model shifts.
• Explore work-life balance and managerial burnout.
• Explore ethical trade-offs in responsible business practices.
• Examine organizational culture as a source of long-term sustainability.