This case was successfully taught in a second-year MBA marketing course on the science of behavior change. It would be suitable for first-year MBA and executive education programs. The material would work well on courses on women in business, women as leaders and women in data science. The female protagonist creates a tech platform and uses a data-driven model. Marketing – it was used in a module around leveraging existing insights and creating new ones in marketing strategies. The course is structured around a “pathway to behavior change” framework. This case focuses on the analysis segment of the model, introduces targeted behavioral challenge(s) and lends itself to identifying consumer insights, biases and behaviors. It uses that analysis to learn about the market, competition and gaps to fill. This case uses a startup in the retail industry to explore the leverage of behavioral science to enrich a business model and structure a marketing campaign. The material unfolds the testing of an innovative process and use of persuasion to align business practices with human behavior and scale. In addition, it gives the opportunity to discuss how a minimal tech solution could bring in market data and provide a test platform to larger clients.The founder of Rohvi, Sara Whiffen, created a platform that allowed shoppers to buy clothing items from local retail stores, use them and after a few wears, return the items for partial store credit. The business model was based on Whiffen’s experience in the automobile industry with used cars. Following her first few years in the business, Whiffen had to make some decisions around engaging clients on two sides – retailers and consumers. How can an innovative startup leverage behavioral science to persuade multiple stakeholders? • Learn marketing concepts in material and a tech platform featuring a female protagonist and team; • practice evaluating a product and capturing value using behavioral science; • understand consumer/business biases and practice forming and delivering a persuasive message; • learn to leverage and create new insights to aid behavior change in business-to-consumer (B2C) and business-to-business (B2B) contexts; • analyze behavioral insights to identify new opportunities in a competitive marketplace; • unfold a framework to explore consumer motivation in recommerce; and • explore the use of experimentation in changing consumer behavior and improving decision-making. Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Females need to be represented in core business education curriculum such as data analysis in addition to classes focused on social equity and business. This all female executive team pursued an innovative process built on a technology platform using a data-driven model to gain enterprise clients. The material offers an opportunity to explore sustainability.
{"title":"Rohvi","authors":"Lalin Anik, Aerika Mittal, Gerry Yemen","doi":"10.1108/cfw.2020.000020","DOIUrl":"https://doi.org/10.1108/cfw.2020.000020","url":null,"abstract":"\u0000\u0000This case was successfully taught in a second-year MBA marketing course on the science of behavior change. It would be suitable for first-year MBA and executive education programs. The material would work well on courses on women in business, women as leaders and women in data science. The female protagonist creates a tech platform and uses a data-driven model.\u0000\u0000\u0000\u0000Marketing – it was used in a module around leveraging existing insights and creating new ones in marketing strategies. The course is structured around a “pathway to behavior change” framework. This case focuses on the analysis segment of the model, introduces targeted behavioral challenge(s) and lends itself to identifying consumer insights, biases and behaviors. It uses that analysis to learn about the market, competition and gaps to fill.\u0000\u0000\u0000\u0000This case uses a startup in the retail industry to explore the leverage of behavioral science to enrich a business model and structure a marketing campaign. The material unfolds the testing of an innovative process and use of persuasion to align business practices with human behavior and scale. In addition, it gives the opportunity to discuss how a minimal tech solution could bring in market data and provide a test platform to larger clients.The founder of Rohvi, Sara Whiffen, created a platform that allowed shoppers to buy clothing items from local retail stores, use them and after a few wears, return the items for partial store credit. The business model was based on Whiffen’s experience in the automobile industry with used cars. Following her first few years in the business, Whiffen had to make some decisions around engaging clients on two sides – retailers and consumers. How can an innovative startup leverage behavioral science to persuade multiple stakeholders?\u0000\u0000\u0000\u0000• Learn marketing concepts in material and a tech platform featuring a female protagonist and team; • practice evaluating a product and capturing value using behavioral science; • understand consumer/business biases and practice forming and delivering a persuasive message; • learn to leverage and create new insights to aid behavior change in business-to-consumer (B2C) and business-to-business (B2B) contexts; • analyze behavioral insights to identify new opportunities in a competitive marketplace; • unfold a framework to explore consumer motivation in recommerce; and • explore the use of experimentation in changing consumer behavior and improving decision-making.\u0000\u0000\u0000\u0000Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.\u0000\u0000\u0000\u0000Females need to be represented in core business education curriculum such as data analysis in addition to classes focused on social equity and business. This all female executive team pursued an innovative process built on a technology platform using a data-driven model to gain enterprise clients. The material offers an opportunity to explore sustainability.","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-06-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126340760","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 paper reviews the concept of entrepreneurial actions arising from the opportunities using signalling theory as the building blocks to discuss the process from perception, recognition to enactment. By adopting a dynamic approach to study how entrepreneurs see opportunities, particularly the initial opportunities beliefs, change over time. The perceived potentialities from the signals arising from opportunities also change. Strength of the initial opportunity beliefs, morph-ability of opportunities, frequency of opportunity appearances, multiple interpretations of opportunity, latency of opportunity, observability (intensity, visibility, strength and clarity), distortions of opportunity and false opportunity are topics that are scarcely addressed in entrepreneurial opportunities studies. We argue that the signalling effects open new veins of inquiry related to opportunity and entrepreneurial actions. Instead of seeing opportunity from either the discovery or creation approaches, opportunity should be viewed as opportunity-as- artefact with embedded perceived potentialities.
{"title":"Re-contextualizing Opportunity as Artefact Signalling for Entrepreneurial Action","authors":"David Leong","doi":"10.2139/ssrn.3864610","DOIUrl":"https://doi.org/10.2139/ssrn.3864610","url":null,"abstract":"This paper reviews the concept of entrepreneurial actions arising from the opportunities using signalling theory as the building blocks to discuss the process from perception, recognition to enactment. By adopting a dynamic approach to study how entrepreneurs see opportunities, particularly the initial opportunities beliefs, change over time. The perceived potentialities from the signals arising from opportunities also change. Strength of the initial opportunity beliefs, morph-ability of opportunities, frequency of opportunity appearances, multiple interpretations of opportunity, latency of opportunity, observability (intensity, visibility, strength and clarity), distortions of opportunity and false opportunity are topics that are scarcely addressed in entrepreneurial opportunities studies. We argue that the signalling effects open new veins of inquiry related to opportunity and entrepreneurial actions. Instead of seeing opportunity from either the discovery or creation approaches, opportunity should be viewed as opportunity-as- artefact with embedded perceived potentialities.","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-06-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114293455","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}
Entrepreneurship researches have been curiously silent on luck since luck, itself is elusive and cannot be systematically quantified in any meaningful measurement. An explicit and systematic evaluation of where luck is situated along the spectrum of certainty to absolute uncertainty will be undertaken in this paper. Exploration on the social construction of luck, effect of luck, human interventions relating to luck; the discussion on the operationalization of luck will open potentially rich veins of theoretical inquiry premising on quantum uncertainties, chaos theory, Heisenberg uncertainty principle and Weick’s sensemaking. Heisenberg uncertainty principle or Knightian’s uncertainty or the chaos theory, they are not competing alternatives and irreconcilable as they are not dealing with the same aspect of the indeterministic phenomenon. This paper will explore the indeterminacy of luck along the processual pathway of entrepreneurial venturing. It concludes by offering a compelling proposition on opportunistic and propitious timing with regards to the eventual rewards.
{"title":"Uncertainty, Timing and Luck on Quantum terms in Entrepreneurship","authors":"David Leong","doi":"10.2139/ssrn.3859842","DOIUrl":"https://doi.org/10.2139/ssrn.3859842","url":null,"abstract":"Entrepreneurship researches have been curiously silent on luck since luck, itself is elusive and cannot be systematically quantified in any meaningful measurement. An explicit and systematic evaluation of where luck is situated along the spectrum of certainty to absolute uncertainty will be undertaken in this paper. Exploration on the social construction of luck, effect of luck, human interventions relating to luck; the discussion on the operationalization of luck will open potentially rich veins of theoretical inquiry premising on quantum uncertainties, chaos theory, Heisenberg uncertainty principle and Weick’s sensemaking. Heisenberg uncertainty principle or Knightian’s uncertainty or the chaos theory, they are not competing alternatives and irreconcilable as they are not dealing with the same aspect of the indeterministic phenomenon. This paper will explore the indeterminacy of luck along the processual pathway of entrepreneurial venturing. It concludes by offering a compelling proposition on opportunistic and propitious timing with regards to the eventual rewards.","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"40 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-05-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122005687","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}
Hoshin kanri (HK), or strategy deployment, has been an integral part of the company management practices of some of the most successful Lean-practicing organizations. The purpose of this note is to give a very quick introduction to how it has been successfully used in small and medium-sized value streams to inject strategic meaning and tactical understanding to operational strategies and improvement plans. Done well, HK is an extraordinary tool to help a team develop, adjust, and communicate strategy to meet robust, long-term goals. Excerpt UVA-OM-1710 Nov. 30, 2020 A Brief Note on Hoshin Kanri: Strategy Deployment Hoshin kanri (HK), or strategy deployment, has been an integral part of the company management practices of some of the most successful Lean-practicing organizations. Done well, it is an extraordinary tool to help a team develop, adjust, and communicate strategy to meet robust, long-term goals. Hoshin (loosely translated as policy, plan, purpose, or target) is meant to encompass strategic alignment across the organization. The organization can be as large as the entire company or as small as an individual value stream. Kanri (loosely translated as control or management) is meant to indicate that this management tool is a disciplined manner of continuous improvement execution. Hoshin can be thought of as the skeleton that holds the strategy together while kanri can be thought of as the muscle that performs the task. Both must be exercised in order to have and maintain a strong body. Most importantly, HK must be grounded at gemba, intent on creating customer value, and built around continuous improvement. It should not take on a bureaucratic air of driving strategy. Mark Reich has described HK as “a mechanism, a management system that allows the organization to quickly and effectively adjust its priorities while engaging the team,” and “a systemic approach for defining a strategy, and, more importantly, a management system that engages all people to support that strategy while building horizontal and vertical alignment.” One of the keys to HK's success is its simple, easy-to-understand construct. Fundamentally, a few pages help develop and communicate what the long-term goals are, what and how the value stream plans on accomplishing them, as well as who the responsible leader is and how progress will be measured. Done well, this will end with more engagement, ownership, and accountability by all levels of the organization. . . .
{"title":"A Brief Note on Hoshin Kanri: Strategy Deployment","authors":"E. N. Weiss, A. English","doi":"10.2139/ssrn.3747508","DOIUrl":"https://doi.org/10.2139/ssrn.3747508","url":null,"abstract":"Hoshin kanri (HK), or strategy deployment, has been an integral part of the company management practices of some of the most successful Lean-practicing organizations. The purpose of this note is to give a very quick introduction to how it has been successfully used in small and medium-sized value streams to inject strategic meaning and tactical understanding to operational strategies and improvement plans. Done well, HK is an extraordinary tool to help a team develop, adjust, and communicate strategy to meet robust, long-term goals. \u0000 \u0000Excerpt \u0000 \u0000UVA-OM-1710 \u0000 \u0000Nov. 30, 2020 \u0000 \u0000A Brief Note on Hoshin Kanri: Strategy Deployment \u0000 \u0000Hoshin kanri (HK), or strategy deployment, has been an integral part of the company management practices of some of the most successful Lean-practicing organizations. Done well, it is an extraordinary tool to help a team develop, adjust, and communicate strategy to meet robust, long-term goals. Hoshin (loosely translated as policy, plan, purpose, or target) is meant to encompass strategic alignment across the organization. The organization can be as large as the entire company or as small as an individual value stream. Kanri (loosely translated as control or management) is meant to indicate that this management tool is a disciplined manner of continuous improvement execution. Hoshin can be thought of as the skeleton that holds the strategy together while kanri can be thought of as the muscle that performs the task. Both must be exercised in order to have and maintain a strong body. Most importantly, HK must be grounded at gemba, intent on creating customer value, and built around continuous improvement. It should not take on a bureaucratic air of driving strategy. \u0000 \u0000Mark Reich has described HK as “a mechanism, a management system that allows the organization to quickly and effectively adjust its priorities while engaging the team,” and “a systemic approach for defining a strategy, and, more importantly, a management system that engages all people to support that strategy while building horizontal and vertical alignment.” \u0000 \u0000One of the keys to HK's success is its simple, easy-to-understand construct. Fundamentally, a few pages help develop and communicate what the long-term goals are, what and how the value stream plans on accomplishing them, as well as who the responsible leader is and how progress will be measured. Done well, this will end with more engagement, ownership, and accountability by all levels of the organization. \u0000 \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"141 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-12-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115833550","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}
Pub Date : 2020-12-01DOI: 10.1142/S0218927520100021
Ming-Jer Chen, L. Grayson, Michael Hovick
Articles published in academic journals are rich in research that can be invaluable for business management, operations, and strategy. But managers often consider the publications to be too theoretical and impractical. This note can help business practitioners how to approach academic articles and quickly extract relevant information they can apply in their decision-making to benefit their organization.
Excerpt
UVA-S-0328
Rev. Aug. 11, 2020
Optimizing Academic Articles: A Practical Guide for Managers
Introduction
Academic publications are written with the purpose of sharing and advancing knowledge in a particular field. Such publications present new research that expands our understanding of a topic developed in previous literature. Academic articles cover a wide variety of fields, from economics to strategy, mathematics, medicine, and many others. For professors and the academic realm, scholarly articles are vital.
Top journals publish only the best ideas and research from experts in a given field. Articles in these publications are rooted in data and analysis that is rigorously reviewed for context and accuracy. Publishing in such journals requires years of dedicated work and, typically, numerous drafts to respond to revision requests from peer reviewers as well as the journal's editor(s).
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Pub Date : 2020-12-01DOI: 10.1142/S0218927520500091
Ming-Jer Chen, Ruo Jia, Gerry Yemen
This research-based case uses the circumstances surrounding Virginia-based Smithfield Foods' (Smithfield's) buyout offers from multiple foreign firms to examine the political and cultural constraints of a regionally rooted global firm in pursuing its strategic objectives. Smithfield's senior leadership receives offers from three firms, ShuangHui International (ShuangHui), JBS S.A. (JBS), and Charoen Pokphand Foods (CPF), based in China, Brazil, and Thailand, respectively, to acquire all of Smithfield's outstanding assets and liabilities. Smithfield's history was one of aggressive growth through acquisition, skirting government regulations, and truculence with respect to labor and environmental activists. However, as revenues plateaued, the firm faced increasing investor pressure to either trim costs or sell off portions of the company to improve shareholder value. Though the company's operations crossed continents, its identity and brand were tied to southeastern Virginia. Would it be best for the company or its shareholders to sell? If so, to whom? What risks would the firm face, politically and culturally, if it decided to do so? Because of its many details, the instructor teaching this case can approach the content from a number of strategic or leadership perspectives. Excerpt UVA-S-0308 Apr. 1, 2019 Smithfield Foods: Activists and Acquisitions C. Larry Pope, CEO of Smithfield Foods (Smithfield), and Joseph W. Luter III, chairman of Smithfield's board of directors, were in Williamsburg, Virginia, for a meeting with the company's board of directors on April 21, 2013. Joining Pope, Luter, and the board were advisers from Barclays Investment Bank and representatives from the international law firm of Simpson Thacher & Bartlett. Their purpose that day was to map the future direction of the company, then the largest pork production, processing, and packaging firm in the United States. Despite its size, Smithfield was anchored to a regional history and community. The company was founded in and had continued to operate out of the town of Smithfield, Virginia, since 1936. Although its population was less than 8,000, the town's name had been synonymous with cured hams in the South as early as the 1870s. Remarkably, among the possible futures to be discussed that day, none was more urgent than the question of whether Smithfield would continue to operate as a publicly traded US company or become a subsidiary of China-based meat processing firm ShuangHui International (ShuangHui), Brazil-based JBS S.A. (JBS), or Thailand-based Charoen Pokphand Foods (CPF). The events leading Smithfield to this decision had begun in early March, after the company released its third-quarter earnings. Continental Grains Company (Continental), one of Smithfield's largest institutional investors, had issued a letter on March 7 accusing the company's leadership of acting against shareholder interests by not splitting up the firm and selling its unprofitable fr
{"title":"Smithfield Foods: Activists and Acquisitions","authors":"Ming-Jer Chen, Ruo Jia, Gerry Yemen","doi":"10.1142/S0218927520500091","DOIUrl":"https://doi.org/10.1142/S0218927520500091","url":null,"abstract":"This research-based case uses the circumstances surrounding Virginia-based Smithfield Foods' (Smithfield's) buyout offers from multiple foreign firms to examine the political and cultural constraints of a regionally rooted global firm in pursuing its strategic objectives. Smithfield's senior leadership receives offers from three firms, ShuangHui International (ShuangHui), JBS S.A. (JBS), and Charoen Pokphand Foods (CPF), based in China, Brazil, and Thailand, respectively, to acquire all of Smithfield's outstanding assets and liabilities. Smithfield's history was one of aggressive growth through acquisition, skirting government regulations, and truculence with respect to labor and environmental activists. However, as revenues plateaued, the firm faced increasing investor pressure to either trim costs or sell off portions of the company to improve shareholder value. Though the company's operations crossed continents, its identity and brand were tied to southeastern Virginia. Would it be best for the company or its shareholders to sell? If so, to whom? What risks would the firm face, politically and culturally, if it decided to do so? Because of its many details, the instructor teaching this case can approach the content from a number of strategic or leadership perspectives. \u0000 \u0000Excerpt \u0000 \u0000UVA-S-0308 \u0000 \u0000Apr. 1, 2019 \u0000 \u0000Smithfield Foods: Activists and Acquisitions \u0000 \u0000C. Larry Pope, CEO of Smithfield Foods (Smithfield), and Joseph W. Luter III, chairman of Smithfield's board of directors, were in Williamsburg, Virginia, for a meeting with the company's board of directors on April 21, 2013. Joining Pope, Luter, and the board were advisers from Barclays Investment Bank and representatives from the international law firm of Simpson Thacher & Bartlett. Their purpose that day was to map the future direction of the company, then the largest pork production, processing, and packaging firm in the United States. Despite its size, Smithfield was anchored to a regional history and community. The company was founded in and had continued to operate out of the town of Smithfield, Virginia, since 1936. Although its population was less than 8,000, the town's name had been synonymous with cured hams in the South as early as the 1870s. Remarkably, among the possible futures to be discussed that day, none was more urgent than the question of whether Smithfield would continue to operate as a publicly traded US company or become a subsidiary of China-based meat processing firm ShuangHui International (ShuangHui), Brazil-based JBS S.A. (JBS), or Thailand-based Charoen Pokphand Foods (CPF). \u0000 \u0000The events leading Smithfield to this decision had begun in early March, after the company released its third-quarter earnings. Continental Grains Company (Continental), one of Smithfield's largest institutional investors, had issued a letter on March 7 accusing the company's leadership of acting against shareholder interests by not splitting up the firm and selling its unprofitable fr","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"516 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123093199","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}
Olga Zimmerman was the clinical operations director of the Quincy Lake Clinic (QLC), a provider-based primary and specialty care clinic. For the past four months, Zimmerman had been learning her new role and trying to change the organization using Lean concepts. She had many process-improvement opportunities and had been recording her observations during her frequent gemba walks. She had created a pile of sticky notes of various issues she thought she should address and had some possible solutions in mind. Zimmerman wanted QLC to double its throughput rate while improving delivery, safety, and quality at the same time. Students must identify and prioritize the key issues for Zimmerman to address. Excerpt UVA-OM-1699 Oct. 16, 2020 Quincy Lake Clinic Friday evening, 6:00 p.m. Frustrated, Olga Zimmerman leaned back in her chair and let a frustrated laugh escape into the silence. Her partner was out of town, her day had been full of “firefighting” as usual, and she decided to finally tackle the task she had only been able to dream about getting to all day—developing an operational plan for the Quincy Lake Primary and Specialty Care Clinic (QLC). She had been the clinical operations director since earning her degree from the Darden School of Business, and she laughed again at the thought that she was a prime candidate for the role of protagonist in one of the many cases she'd read that had started with a similar scene: a frustrated manager thinking about a problem—and leaning back in a chair. QLC was a provider-based primary and specialty care clinic established in 2016 in order to serve outpatient needs at Northeast Regional Hospital (NRH), west of Athens, Georgia, in Linden County. The state-of-the-art clinic offered access to primary care and specialists for varying levels of ambulatory care, and diagnostic services for post-procedure follow-up and prevention that included approximately 20 specialties. . . .
奥尔加·齐默尔曼是昆西湖诊所(QLC)的临床运营总监，这是一家以提供者为基础的初级和专科护理诊所。在过去的四个月里，齐默尔曼一直在学习她的新角色，并试图用精益理念改变组织。她有很多改进流程的机会，并且在她频繁的玄叶散步中记录了她的观察结果。她做了一堆便利贴，上面写着她认为应该解决的各种问题，并有一些可能的解决方案。Zimmerman希望QLC在提高交付、安全性和质量的同时，将其吞吐率提高一倍。学生必须确定并优先考虑齐默尔曼要解决的关键问题。摘自UVA-OM-1699 2020年10月16日昆西湖诊所周五晚上，下午6:00奥尔加·齐默尔曼沮丧地向后靠在椅子上，让一声沮丧的笑声消失在寂静中。她的伴侣出城了，她的一天像往常一样充满了“救火”，她决定最终解决她整天只能梦想的任务——为昆西湖初级和专业护理诊所(QLC)制定一个运营计划。从达顿商学院(Darden School of Business)获得学位后，她一直担任临床运营主管。她读过许多类似的案例，开头都是这样的场景:一位沮丧的经理在思考一个问题，然后向后靠在椅子上，想到自己是主角的最佳人选，她又笑了。QLC是一家以提供者为基础的初级和专科护理诊所，成立于2016年，旨在满足林登县佐治亚州雅典以西的东北地区医院(NRH)的门诊需求。最先进的诊所提供初级保健和不同级别的流动护理专家，并提供手术后随访和预防诊断服务，其中包括大约20个专业. . . .
{"title":"Quincy Lake Clinic","authors":"E. N. Weiss, A. English","doi":"10.2139/ssrn.3722456","DOIUrl":"https://doi.org/10.2139/ssrn.3722456","url":null,"abstract":"Olga Zimmerman was the clinical operations director of the Quincy Lake Clinic (QLC), a provider-based primary and specialty care clinic. For the past four months, Zimmerman had been learning her new role and trying to change the organization using Lean concepts. She had many process-improvement opportunities and had been recording her observations during her frequent gemba walks. She had created a pile of sticky notes of various issues she thought she should address and had some possible solutions in mind. Zimmerman wanted QLC to double its throughput rate while improving delivery, safety, and quality at the same time. Students must identify and prioritize the key issues for Zimmerman to address. \u0000Excerpt \u0000UVA-OM-1699 \u0000Oct. 16, 2020 \u0000Quincy Lake Clinic \u0000Friday evening, 6:00 p.m. Frustrated, Olga Zimmerman leaned back in her chair and let a frustrated laugh escape into the silence. Her partner was out of town, her day had been full of “firefighting” as usual, and she decided to finally tackle the task she had only been able to dream about getting to all day—developing an operational plan for the Quincy Lake Primary and Specialty Care Clinic (QLC). \u0000She had been the clinical operations director since earning her degree from the Darden School of Business, and she laughed again at the thought that she was a prime candidate for the role of protagonist in one of the many cases she'd read that had started with a similar scene: a frustrated manager thinking about a problem—and leaning back in a chair. \u0000QLC was a provider-based primary and specialty care clinic established in 2016 in order to serve outpatient needs at Northeast Regional Hospital (NRH), west of Athens, Georgia, in Linden County. The state-of-the-art clinic offered access to primary care and specialists for varying levels of ambulatory care, and diagnostic services for post-procedure follow-up and prevention that included approximately 20 specialties. \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-11-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129393494","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}
In early 2019, the executive leadership of Chipotle Mexican Grill, Inc. (Chipotle), gathered to discuss the company's 2018 performance and align the company's capital structure policy and its growth aspirations going forward. Over the previous year, the company had enjoyed a lot of success. Its same-store sales had increased 6.1%, fueled by a 2% rise in traffic, and margins that had risen to nearly 19%, reaching gourmet restaurant levels.Chipotle's mission to deliver “Food with Integrity” resonated with its customers—primarily millennials, they valued quality over price and were constantly on the go with limited time to spare for eating. The company capitalized on healthy eating trends. Its recipes relied on just 53 ingredients that people could both recognize and pronounce and did not include any artificial colors or flavors. Chipotle successfully marketed its brand by utilizing digital channels and social media alongside traditional television events and sponsorships. Yet in the long term, the company still underperformed. Chipotle stock was $431 per share—less than half of the $757 per share it had reached in August 2015. The company's roughly 7% margin was a far cry from its historical 18% levels. Only 83 new locations had opened in 2018, considerably fewer than the historical average of around 200 per year. Despite all the accomplishments over the last 12 months, the executive team continued to face pressure to increase the value Chipotle delivered to company shareholders.Year after year, Chipotle distributed earnings to shareholders by implementing stock repurchases. Should it consider orchestrating a larger stock repurchase funded by debt? Since going public in 2006, Chipotle had kept a clean balance sheet, never taking on any debt. The executive team contemplated the benefits of levering up Chipotle to fuel the shareholder returns. How far should the company go in levering up? How quickly? What risks would Chipotle be exposed to? Would the leverage decision affect its treasured operations? Excerpt UVA-F-1964 Rev. Oct. 2, 2020 Chipotle: Capital Structure Decision Ultimately, the ends will have to justify the means for the share buybacks to be worthwhile. If management can return the company to growth and full health next year with stable profits, then investors will benefit from a 5% to 10% boost in earnings per share. However, if the company continues to struggle, then management's decision to spend more than $ 1billion on stock—rather than putting it towards restoring the business—will look highly questionable. —Jeremy Bowman, The Motley Fool In early 2019, the executive leadership of Chipotle Mexican Grill, Inc. (Chipotle), gathered to discuss the company's 2018 performance and align the company's capital structure policy and its growth aspirations going forward. Over the previous year, the company had enjoyed a lot of success. Its same-store sales had increased 6.1%, fueled by a 2% rise in traffic, and margins had risen to nearl
{"title":"Chipotle: Capital Structure Decision","authors":"Elena Loutskina, Ryan Ritchie","doi":"10.2139/ssrn.3705720","DOIUrl":"https://doi.org/10.2139/ssrn.3705720","url":null,"abstract":"In early 2019, the executive leadership of Chipotle Mexican Grill, Inc. (Chipotle), gathered to discuss the company's 2018 performance and align the company's capital structure policy and its growth aspirations going forward. Over the previous year, the company had enjoyed a lot of success. Its same-store sales had increased 6.1%, fueled by a 2% rise in traffic, and margins that had risen to nearly 19%, reaching gourmet restaurant levels.Chipotle's mission to deliver “Food with Integrity” resonated with its customers—primarily millennials, they valued quality over price and were constantly on the go with limited time to spare for eating. The company capitalized on healthy eating trends. Its recipes relied on just 53 ingredients that people could both recognize and pronounce and did not include any artificial colors or flavors. Chipotle successfully marketed its brand by utilizing digital channels and social media alongside traditional television events and sponsorships. Yet in the long term, the company still underperformed. Chipotle stock was $431 per share—less than half of the $757 per share it had reached in August 2015. The company's roughly 7% margin was a far cry from its historical 18% levels. Only 83 new locations had opened in 2018, considerably fewer than the historical average of around 200 per year. Despite all the accomplishments over the last 12 months, the executive team continued to face pressure to increase the value Chipotle delivered to company shareholders.Year after year, Chipotle distributed earnings to shareholders by implementing stock repurchases. Should it consider orchestrating a larger stock repurchase funded by debt? Since going public in 2006, Chipotle had kept a clean balance sheet, never taking on any debt. The executive team contemplated the benefits of levering up Chipotle to fuel the shareholder returns. How far should the company go in levering up? How quickly? What risks would Chipotle be exposed to? Would the leverage decision affect its treasured operations? \u0000Excerpt \u0000UVA-F-1964 \u0000Rev. Oct. 2, 2020 \u0000Chipotle: Capital Structure Decision \u0000Ultimately, the ends will have to justify the means for the share buybacks to be worthwhile. If management can return the company to growth and full health next year with stable profits, then investors will benefit from a 5% to 10% boost in earnings per share. However, if the company continues to struggle, then management's decision to spend more than $ 1billion on stock—rather than putting it towards restoring the business—will look highly questionable. \u0000—Jeremy Bowman, The Motley Fool \u0000In early 2019, the executive leadership of Chipotle Mexican Grill, Inc. (Chipotle), gathered to discuss the company's 2018 performance and align the company's capital structure policy and its growth aspirations going forward. Over the previous year, the company had enjoyed a lot of success. Its same-store sales had increased 6.1%, fueled by a 2% rise in traffic, and margins had risen to nearl","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-10-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133050279","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}
These cases follow Peter Wong, general manager of Borealis Suites in Niagara Falls, and Susan Vanderpole, contract negotiator at Cartwell Tours, as they attempt to negotiate doing business together during the next tourist season. Students are tasked with stepping into the role of one of the parties, and analyzing the data provided to approach the meeting and come away with the best possible contract for their needs. Excerpt UVA-QA-0916 Oct. 1, 2020 Borealis Suites: The Cartwell Tours Contract Negotiation Introduction Peter Wong, general manager of the Borealis Suites (Borealis) hotel in Niagara Falls, Canada, was preparing for an upcoming negotiation with Susan Vanderpole, his contact at Cartwell Tours (Cartwell). It was May 6, 2015, and the magnolia trees were in full bloom along the Niagara Parkway. Spring was the beginning of the busy tourist season, but Wong was thinking ahead to the Cartwell negotiations for the upcoming 2016 season. He expected to raise prices and thereby increase the profitability of the Cartwell account. Last year, he had agreed to hold prices at the previous year's levels, but only because he anticipated that extensive renovations and improved service levels would soon justify a significant increase in prices. At this point, not only were renovations complete, but Cartwell's own surveys indicated that Borealis's service levels had improved substantially. . . .
{"title":"Borealis Suites: The Cartwell Tours Contract Negotiation","authors":"Sherwood C. Frey, D. Clyman","doi":"10.2139/ssrn.3705727","DOIUrl":"https://doi.org/10.2139/ssrn.3705727","url":null,"abstract":"These cases follow Peter Wong, general manager of Borealis Suites in Niagara Falls, and Susan Vanderpole, contract negotiator at Cartwell Tours, as they attempt to negotiate doing business together during the next tourist season. Students are tasked with stepping into the role of one of the parties, and analyzing the data provided to approach the meeting and come away with the best possible contract for their needs. \u0000Excerpt \u0000UVA-QA-0916 \u0000Oct. 1, 2020 \u0000Borealis Suites: \u0000The Cartwell Tours Contract Negotiation \u0000Introduction \u0000Peter Wong, general manager of the Borealis Suites (Borealis) hotel in Niagara Falls, Canada, was preparing for an upcoming negotiation with Susan Vanderpole, his contact at Cartwell Tours (Cartwell). It was May 6, 2015, and the magnolia trees were in full bloom along the Niagara Parkway. Spring was the beginning of the busy tourist season, but Wong was thinking ahead to the Cartwell negotiations for the upcoming 2016 season. He expected to raise prices and thereby increase the profitability of the Cartwell account. Last year, he had agreed to hold prices at the previous year's levels, but only because he anticipated that extensive renovations and improved service levels would soon justify a significant increase in prices. At this point, not only were renovations complete, but Cartwell's own surveys indicated that Borealis's service levels had improved substantially. \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-10-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130735096","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 allows instructors to lay out the challenges of providing universal access to safe drinking water in some developing and emerging countries—one of the current UN development goals. The challenge across developing countries is to find long-lasting and sustainable solutions, and to realize that present answers to the challenge may be a far cry from these criteria. The discussion aims to address the complex and multifaceted nature of water supply in developing countries, and to emphasize that many of the assumptions made in advanced economies may not apply. The aim is to search for the best (long-lasting and sustainable) solutions, admitting there is no silver bullet, even though some alternatives are clearly better than others. Excerpt UVA-GEM-0158 Oct. 1, 2019 Deadly Wells in Bangladesh In the early 1980s, K.C. Saha from the Calcutta School of Tropical Medicine in India successfully related skin lesions in the Indian state of West Bengal to arsenic in groundwater. In 1992, researchers under the direction of Dipankar Chakraborti from the School of Environmental Studies at Jadavpur University came across an unusual female patient while they were active in the arsenic-affected village of Gobindapur in West Bengal. She was the only one in her West Bengali family with lesions, but she had migrated from Bangladesh after her marriage. It turned out that many of her Bangladeshi relatives had similar lesions, and she had noticed lesions in residents of neighboring Bangladesh villages as well. Soon suspicions were confirmed of arsenic contamination in Bangladesh. In 1994, the World Health Organization (WHO) and the United Nations International Children's Emergency Fund (UNICEF) were notified but slow to take action, as were Bangladeshi institutions. Reportedly in 1993, Bangladesh's Department of Public Health Engineering (DPHE) had already confirmed arsenic contamination in tube wells, which were PVC pipes with a cast-iron hand pump on top. The country and the international health community awoke to the reality and magnitude of the challenge in 1998, when an international conference was convened in Bangladesh's capital, Dhaka. In 2000, the Bulletin of the World Health Organization described Bangladesh's predicament in the strongest possible terms, which would resonate for many years to come: Bangladesh is grappling with the largest mass poisoning of a population in history because groundwater used for drinking has been contaminated with naturally occurring inorganic arsenic. It is estimated that of the 125million inhabitants of Bangladesh, between 35million and 77million are at risk of drinking contaminated water. The scale of this environmental disaster is greater than any seen before; it is beyond the accidents at Bhopal, India, in 1984, and Chernobyl, Ukraine, in 1986. . . .
通过这个案例，教师们可以阐述在一些发展中国家和新兴国家普及安全饮用水的挑战——这是联合国当前的发展目标之一。发展中国家面临的挑战是找到持久和可持续的解决方案，并认识到目前应对挑战的答案可能与这些标准相去甚远。讨论的目的是解决发展中国家供水的复杂和多方面的性质，并强调在发达经济体中作出的许多假设可能并不适用。其目的是寻找最好的(持久的和可持续的)解决方案，承认没有灵丹妙药，即使一些替代方案显然比其他更好。20世纪80年代初，印度加尔各答热带医学院的K.C. Saha成功地将印度西孟加拉邦的皮肤病变与地下水中的砷联系起来。1992年，贾达夫普尔大学环境研究学院的研究人员在西孟加拉邦戈比达普尔砷中毒村活动时，遇到了一位不寻常的女病人。她是她的西孟加拉家族中唯一有病变的人，但她在结婚后从孟加拉国移民过来。结果发现，她的许多孟加拉国亲戚都有类似的病变，她也注意到邻近孟加拉国村庄的居民也有病变。不久，孟加拉国的砷污染嫌疑得到证实。1994年，世界卫生组织(卫生组织)和联合国国际儿童紧急基金会(儿童基金会)得到通知，但行动迟缓，孟加拉国各机构也是如此。据报道，1993年，孟加拉国公共卫生工程部(DPHE)已经确认管井中存在砷污染，这些管井是PVC管，上面有一个铸铁手动泵。1998年，当在孟加拉国首都达卡召开一次国际会议时，该国和国际卫生界意识到了这一挑战的现实和严重性。2000年，《世界卫生组织公报》(Bulletin of World Health Organization)用最强烈的措辞描述了孟加拉国的困境，这种措辞在以后的许多年里都会引起共鸣:孟加拉国正在努力应对历史上最大规模的人口中毒事件，因为用于饮用的地下水受到了天然无机砷的污染。据估计，在孟加拉国1.25亿居民中，有3500万至7700万人面临饮用受污染水的风险。这场环境灾难的规模比以往任何时候都要大;超过了1984年印度博帕尔和1986年乌克兰切尔诺贝利的事故. . . .
{"title":"Deadly Wells in Bangladesh","authors":"P. Debaere","doi":"10.2139/ssrn.3703311","DOIUrl":"https://doi.org/10.2139/ssrn.3703311","url":null,"abstract":"This case allows instructors to lay out the challenges of providing universal access to safe drinking water in some developing and emerging countries—one of the current UN development goals. The challenge across developing countries is to find long-lasting and sustainable solutions, and to realize that present answers to the challenge may be a far cry from these criteria. The discussion aims to address the complex and multifaceted nature of water supply in developing countries, and to emphasize that many of the assumptions made in advanced economies may not apply. The aim is to search for the best (long-lasting and sustainable) solutions, admitting there is no silver bullet, even though some alternatives are clearly better than others. \u0000 \u0000Excerpt \u0000 \u0000UVA-GEM-0158 \u0000 \u0000Oct. 1, 2019 \u0000 \u0000Deadly Wells in Bangladesh \u0000 \u0000In the early 1980s, K.C. Saha from the Calcutta School of Tropical Medicine in India successfully related skin lesions in the Indian state of West Bengal to arsenic in groundwater. In 1992, researchers under the direction of Dipankar Chakraborti from the School of Environmental Studies at Jadavpur University came across an unusual female patient while they were active in the arsenic-affected village of Gobindapur in West Bengal. She was the only one in her West Bengali family with lesions, but she had migrated from Bangladesh after her marriage. It turned out that many of her Bangladeshi relatives had similar lesions, and she had noticed lesions in residents of neighboring Bangladesh villages as well. Soon suspicions were confirmed of arsenic contamination in Bangladesh. In 1994, the World Health Organization (WHO) and the United Nations International Children's Emergency Fund (UNICEF) were notified but slow to take action, as were Bangladeshi institutions. Reportedly in 1993, Bangladesh's Department of Public Health Engineering (DPHE) had already confirmed arsenic contamination in tube wells, which were PVC pipes with a cast-iron hand pump on top. The country and the international health community awoke to the reality and magnitude of the challenge in 1998, when an international conference was convened in Bangladesh's capital, Dhaka. In 2000, the Bulletin of the World Health Organization described Bangladesh's predicament in the strongest possible terms, which would resonate for many years to come: \u0000 \u0000Bangladesh is grappling with the largest mass poisoning of a population in history because groundwater used for drinking has been contaminated with naturally occurring inorganic arsenic. It is estimated that of the 125million inhabitants of Bangladesh, between 35million and 77million are at risk of drinking contaminated water. The scale of this environmental disaster is greater than any seen before; it is beyond the accidents at Bhopal, India, in 1984, and Chernobyl, Ukraine, in 1986. \u0000 \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134461275","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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