This is a series of 12 short caselets profiling individual growth leaders that--used in conjunction with "Business Model Innovation: A Process Model" (UVA-BP-0538)--will help students evaluate business situations for innovation opportunities. The course module focuses on enhancing the ability of students to identify and implement organic growth initiatives in mature organizations. An instructor teaching note accompanies the caselets series that contains an overview of the theoretical model underlying the course, a suggested session outline for a 15-session course, a summary of the growth leader caselets, and an overview of each caselet’s focus. The goal is to raise students’ awareness of and capabilities in each of the six key areas that emerged in the growth study, which include: repertoire, learning mindset, entrepreneurial thinking, reframing, learning by doing, and leading with pragmatic idealism. The module design incorporates these six aspects of growth leadership into a model offering a series of steps that guide class discussions—each with accompanying materials and exercises.
{"title":"Leading Organic Growth: Module Caselets","authors":"J. Liedtka","doi":"10.2139/ssrn.1583280","DOIUrl":"https://doi.org/10.2139/ssrn.1583280","url":null,"abstract":"This is a series of 12 short caselets profiling individual growth leaders that--used in conjunction with \"Business Model Innovation: A Process Model\" (UVA-BP-0538)--will help students evaluate business situations for innovation opportunities. The course module focuses on enhancing the ability of students to identify and implement organic growth initiatives in mature organizations. An instructor teaching note accompanies the caselets series that contains an overview of the theoretical model underlying the course, a suggested session outline for a 15-session course, a summary of the growth leader caselets, and an overview of each caselet’s focus. The goal is to raise students’ awareness of and capabilities in each of the six key areas that emerged in the growth study, which include: repertoire, learning mindset, entrepreneurial thinking, reframing, learning by doing, and leading with pragmatic idealism. The module design incorporates these six aspects of growth leadership into a model offering a series of steps that guide class discussions—each with accompanying materials and exercises.","PeriodicalId":179876,"journal":{"name":"Darden Case: Business Policy (Topic)","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2010-04-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116095651","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This note lays out in detail a technique, the learning launch, for generating increased revenues through conducting small experiments in the marketplace. A learning launch is a process for testing and improving (or abandoning) a new business idea quickly and inexpensively. Although the process involves selling a new product or service to a customer or group of customers, a learning launch is not a traditional new-product rollout. Instead, it is an experiment designed to generate insights and actual market feedback that can then be used to refine or entirely redefine the business idea and to determine whether it deserves a larger commitment of time, people, and other resources.
{"title":"Designing Learning Launches","authors":"J. Liedtka, Edward D. Hess","doi":"10.2139/ssrn.1583278","DOIUrl":"https://doi.org/10.2139/ssrn.1583278","url":null,"abstract":"This note lays out in detail a technique, the learning launch, for generating increased revenues through conducting small experiments in the marketplace. A learning launch is a process for testing and improving (or abandoning) a new business idea quickly and inexpensively. Although the process involves selling a new product or service to a customer or group of customers, a learning launch is not a traditional new-product rollout. Instead, it is an experiment designed to generate insights and actual market feedback that can then be used to refine or entirely redefine the business idea and to determine whether it deserves a larger commitment of time, people, and other resources.","PeriodicalId":179876,"journal":{"name":"Darden Case: Business Policy (Topic)","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2010-04-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130434476","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This note is a brief description of various organizational-structure alternatives appropriate to different business strategies. It complements "Organization Structure" (OB-0361) in that it relates design decisions to strategy and to organizational evolution.
{"title":"Note on Strategy Implementation Through Organization Design","authors":"L. Bourgeois","doi":"10.2139/ssrn.1416512","DOIUrl":"https://doi.org/10.2139/ssrn.1416512","url":null,"abstract":"This note is a brief description of various organizational-structure alternatives appropriate to different business strategies. It complements \"Organization Structure\" (OB-0361) in that it relates design decisions to strategy and to organizational evolution.","PeriodicalId":179876,"journal":{"name":"Darden Case: Business Policy (Topic)","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2009-06-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114943477","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The case is intended for use with Lucent Technologies (A), which ends with Henry Schacht about to meet with Rich McGinn, his newly-appointed COO, who had hoped to get the CEO position. In the B case, Schact opens the meeting with McGinn with a promise to turn the CEO job to him quickly. Rather than break the tension with a cooperative comment, McGinn raises the tension with stony silence. Purpose of case is to bring immediacy to Schact's leadership challenge in working with his COO. The B case is introduced after building an agenda to address the issues presented the A case.
{"title":"Lucent Technologies, Inc. (A)","authors":"L. Bourgeois, Anthony Hamilton-Little","doi":"10.2139/ssrn.1416537","DOIUrl":"https://doi.org/10.2139/ssrn.1416537","url":null,"abstract":"The case is intended for use with Lucent Technologies (A), which ends with Henry Schacht about to meet with Rich McGinn, his newly-appointed COO, who had hoped to get the CEO position. In the B case, Schact opens the meeting with McGinn with a promise to turn the CEO job to him quickly. Rather than break the tension with a cooperative comment, McGinn raises the tension with stony silence. Purpose of case is to bring immediacy to Schact's leadership challenge in working with his COO. The B case is introduced after building an agenda to address the issues presented the A case.","PeriodicalId":179876,"journal":{"name":"Darden Case: Business Policy (Topic)","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2009-06-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123945029","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
L. Bourgeois, Paul Hammaker, Nandini Bose, Y. Goswami, Sudeep Mathur
Having just announced Bosco Pharmaceutical’s acquisition of Zeta AG (Zeta), the Bosco chairman is unsure whether to follow his instinct to merge the two firms using only internal resources, or whether he should accept the help of Deloitte Consulting. The Deloitte consultant advocated a complete overhaul of Bosco’s organizational structure, in over 100 countries, to accommodate Zeta, a company one-fifth Bosco’s size. But the chairman is uncertain whether Zeta’s worldwide product structure should be adopted by Bosco, or whether Zeta should be required to conform to Bosco’s more geographic management and operating structure. This merger would be the biggest in Bosco’s 110-year history, and the integration issues are not trivial. It is imperative to extract benefits from this merger--primarily the meshing of corporate cultures while simultaneously achieving ambitious cost savings.
刚刚宣布Bosco Pharmaceutical收购Zeta AG (Zeta AG)的Bosco董事长不确定是按照自己的直觉，仅利用内部资源合并两家公司，还是应该接受德勤咨询公司(Deloitte Consulting)的帮助。德勤的顾问主张对Bosco在100多个国家的组织结构进行彻底改革，以适应规模只有Bosco五分之一的Zeta公司。但董事长不确定是否Zeta的全球产品结构应该被Bosco采用，或者Zeta是否应该被要求符合Bosco更具地域性的管理和运营结构。这将是博斯克110年历史上最大的一次合并，而整合问题并非微不足道。必须从这次合并中获取利益——主要是企业文化的融合，同时实现雄心勃勃的成本节约。
{"title":"Building the New Bosco-Zeta Pharma (B)","authors":"L. Bourgeois, Paul Hammaker, Nandini Bose, Y. Goswami, Sudeep Mathur","doi":"10.2139/ssrn.1416564","DOIUrl":"https://doi.org/10.2139/ssrn.1416564","url":null,"abstract":"Having just announced Bosco Pharmaceutical’s acquisition of Zeta AG (Zeta), the Bosco chairman is unsure whether to follow his instinct to merge the two firms using only internal resources, or whether he should accept the help of Deloitte Consulting. The Deloitte consultant advocated a complete overhaul of Bosco’s organizational structure, in over 100 countries, to accommodate Zeta, a company one-fifth Bosco’s size. But the chairman is uncertain whether Zeta’s worldwide product structure should be adopted by Bosco, or whether Zeta should be required to conform to Bosco’s more geographic management and operating structure. This merger would be the biggest in Bosco’s 110-year history, and the integration issues are not trivial. It is imperative to extract benefits from this merger--primarily the meshing of corporate cultures while simultaneously achieving ambitious cost savings.","PeriodicalId":179876,"journal":{"name":"Darden Case: Business Policy (Topic)","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2009-06-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121564980","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This is an abridged version of Jiffy Lube International (UVA-BP-0303), intended to highlight strategy issues and focus less on the economics of franchising. See abstract of original case.
{"title":"Jiffy Lube International, Inc. (Abridged)","authors":"L. Bourgeois, John L. Colley, Kathi Breen","doi":"10.2139/ssrn.1416535","DOIUrl":"https://doi.org/10.2139/ssrn.1416535","url":null,"abstract":"This is an abridged version of Jiffy Lube International (UVA-BP-0303), intended to highlight strategy issues and focus less on the economics of franchising. See abstract of original case.","PeriodicalId":179876,"journal":{"name":"Darden Case: Business Policy (Topic)","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2009-06-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132060613","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Bob Bellhouse, general manager of Public Communications at New York Telephone (PubCom), leads a five-year transformation of his organization from a "backwater, laissez-faire operation" into a high-performance business unit. Before the divestiture of AT&T, in 1984, PubCom had suffered from low morale, poor management, and inadequate information. The introduction of competition into the pay-telephone market in 1986, however, forced PubCom to learn how to compete against an aggressive group of vendors that installed and serviced customer-owned, coin-operated telephones. This case presents the major pieces of PubCom's strategy, including the "right" data, embracing innovative technological solutions to improve service and customer satisfaction, committing to quality, and using a "catchballing" planning process (also known as Hoshin planning). At the end of the case, Bellhouse reflects on the key elements of his managerial and leadership philosophy, and the new general manager must decide how she will lead the PubCom unit and utilize its organizational and technological capabilities to meet the next round of competitive challenges. Videotape #8224, "The New York Telephone Company: An Interview with Bob Bellhouse," and CD-ROM #2004, "NYNEX," are designed for use with this case.
{"title":"The Public Communications Department at New York Telephone","authors":"Alexander Horniman, R. Landel, William F. Allen","doi":"10.2139/ssrn.1416521","DOIUrl":"https://doi.org/10.2139/ssrn.1416521","url":null,"abstract":"Bob Bellhouse, general manager of Public Communications at New York Telephone (PubCom), leads a five-year transformation of his organization from a \"backwater, laissez-faire operation\" into a high-performance business unit. Before the divestiture of AT&T, in 1984, PubCom had suffered from low morale, poor management, and inadequate information. The introduction of competition into the pay-telephone market in 1986, however, forced PubCom to learn how to compete against an aggressive group of vendors that installed and serviced customer-owned, coin-operated telephones. This case presents the major pieces of PubCom's strategy, including the \"right\" data, embracing innovative technological solutions to improve service and customer satisfaction, committing to quality, and using a \"catchballing\" planning process (also known as Hoshin planning). At the end of the case, Bellhouse reflects on the key elements of his managerial and leadership philosophy, and the new general manager must decide how she will lead the PubCom unit and utilize its organizational and technological capabilities to meet the next round of competitive challenges. Videotape #8224, \"The New York Telephone Company: An Interview with Bob Bellhouse,\" and CD-ROM #2004, \"NYNEX,\" are designed for use with this case.","PeriodicalId":179876,"journal":{"name":"Darden Case: Business Policy (Topic)","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2009-06-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122045651","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This note defines exchange rates and explains changes in exchange rates (appreciations and depreciations). The note also introduces the concept of the real exchange rate as an inflation adjusted measure of the purchasing power of a country's currency and as a measure of the competitiveness of a country's products. The note discusses factors that influence the real exchange rate. The note contains assignment questions.
{"title":"Exchange Rates: Definitions and the Real Exchange Rate","authors":"Petra Christmann","doi":"10.2139/ssrn.1276548","DOIUrl":"https://doi.org/10.2139/ssrn.1276548","url":null,"abstract":"This note defines exchange rates and explains changes in exchange rates (appreciations and depreciations). The note also introduces the concept of the real exchange rate as an inflation adjusted measure of the purchasing power of a country's currency and as a measure of the competitiveness of a country's products. The note discusses factors that influence the real exchange rate. The note contains assignment questions.","PeriodicalId":179876,"journal":{"name":"Darden Case: Business Policy (Topic)","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2008-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124246719","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This case traces the history of a successful discount retailer, with a clearly developed low-cost strategy, from its founding to the present. The decisional focus of the case is the president of the company and whether he should acquire a Florida-based chain of 206 stores with a very different product mix. The basic issue is not so much whether the price is a good one but whether the acquisition fits the company's strategy and whether the president should put his personnel through another acquisition only months after completing the acquisition of its 200th store, and if he does, how it should be managed. Videotapes #6521, "Corporate Values and Strategy: The Dollar General Corporation," and #8219, "Cal Turner, Jr.--Dollar General Corporation," are designed for use with this case. See also the B case (UVA-BP-0296) and the abridged version of the A case (UVA-BP-0388).
{"title":"Dollar General Corporation (a)","authors":"W. Fulmer, J. Kennedy","doi":"10.2139/ssrn.907779","DOIUrl":"https://doi.org/10.2139/ssrn.907779","url":null,"abstract":"This case traces the history of a successful discount retailer, with a clearly developed low-cost strategy, from its founding to the present. The decisional focus of the case is the president of the company and whether he should acquire a Florida-based chain of 206 stores with a very different product mix. The basic issue is not so much whether the price is a good one but whether the acquisition fits the company's strategy and whether the president should put his personnel through another acquisition only months after completing the acquisition of its 200th store, and if he does, how it should be managed. Videotapes #6521, \"Corporate Values and Strategy: The Dollar General Corporation,\" and #8219, \"Cal Turner, Jr.--Dollar General Corporation,\" are designed for use with this case. See also the B case (UVA-BP-0296) and the abridged version of the A case (UVA-BP-0388).","PeriodicalId":179876,"journal":{"name":"Darden Case: Business Policy (Topic)","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2008-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115872957","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Catherine Elliot, L. Bourgeois, Marcien Jenckes, Daren Samuels
The night before she assumes her new role as vice chairman of Rodale Press, Maria Rodale prepares her "coming-out" speech and polishes her 90-day plan for how she will "make her mark." Recent financials indicate positive results, causing Maria to wonder how she will be able to imbue the firm with a sense of urgency given the fast-changing publishing business. See also the A case (BP-0393).
{"title":"Rodale Press (B)","authors":"Catherine Elliot, L. Bourgeois, Marcien Jenckes, Daren Samuels","doi":"10.2139/ssrn.1583272","DOIUrl":"https://doi.org/10.2139/ssrn.1583272","url":null,"abstract":"The night before she assumes her new role as vice chairman of Rodale Press, Maria Rodale prepares her "coming-out" speech and polishes her 90-day plan for how she will "make her mark." Recent financials indicate positive results, causing Maria to wonder how she will be able to imbue the firm with a sense of urgency given the fast-changing publishing business. See also the A case (BP-0393).","PeriodicalId":179876,"journal":{"name":"Darden Case: Business Policy (Topic)","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116027885","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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