Ambicultural organizations and executives go a step beyond simply embracing different thoughts and behaviors—they transcend divisions to integrate such “opposites” as competition and cooperation, East and West or Chinese and American business approaches and strategies. They combine the best of two or more entities—cultures, ideas, practices—while avoiding the shortcomings of each. Excerpt UVA-S-0253 Rev. Feb. 6, 2018 Becoming Ambicultural: A Guide for Managers and Organizations The world today is intricately interconnected—and more divided than ever. How can managers and companies navigate the complexities of business in this paradoxically globalized, yet fragmented world? My perspective on managing differs a bit from conventional methods. I view management through the lens of ambiculturalism. In my 2013 presidential address to the Academy of Management, I proposed that an ambicultural approach may be used successfully in business or any endeavor—our work, our career, our life. The essence of the idea is this: every incidence or observation that challenges assumptions or runs counter to intuition or long-held beliefs holds the seeds for new understanding and learning. . . .
跨文化组织和高管们超越了简单地拥抱不同的思想和行为——他们超越了分歧，整合了竞争与合作、东方与西方或中国与美国的商业方法和战略等“对立面”。它们结合了两个或两个以上实体的优点——文化、思想、实践——同时避免了各自的缺点。摘录UVA-S-0253 Rev. 2018年2月6日成为双文化:管理人员和组织指南今天的世界是错综复杂的相互联系，比以往任何时候都更加分裂。在这个矛盾的全球化而又碎片化的世界里，管理者和公司如何驾驭商业的复杂性?我对管理的看法与传统方法略有不同。我从双文化主义的角度来看待管理。2013年，我在美国管理学会(Academy of Management)发表主席演讲时提出，跨文化方法可以成功地应用于商业或任何努力——我们的工作、事业和生活。这个想法的本质是:每一个挑战假设或与直觉或长期信念背道而驰的事件或观察都孕育着新的理解和学习的种子. . . .
{"title":"Becoming Ambicultural: A Guide for Managers and Organizations","authors":"Ming-Jer Chen","doi":"10.2139/ssrn.2975248","DOIUrl":"https://doi.org/10.2139/ssrn.2975248","url":null,"abstract":"Ambicultural organizations and executives go a step beyond simply embracing different thoughts and behaviors—they transcend divisions to integrate such “opposites” as competition and cooperation, East and West or Chinese and American business approaches and strategies. They combine the best of two or more entities—cultures, ideas, practices—while avoiding the shortcomings of each. \u0000Excerpt \u0000UVA-S-0253 \u0000Rev. Feb. 6, 2018 \u0000Becoming Ambicultural: \u0000A Guide for Managers and Organizations \u0000The world today is intricately interconnected—and more divided than ever. How can managers and companies navigate the complexities of business in this paradoxically globalized, yet fragmented world? \u0000My perspective on managing differs a bit from conventional methods. I view management through the lens of ambiculturalism. In my 2013 presidential address to the Academy of Management, I proposed that an ambicultural approach may be used successfully in business or any endeavor—our work, our career, our life. The essence of the idea is this: every incidence or observation that challenges assumptions or runs counter to intuition or long-held beliefs holds the seeds for new understanding and learning. \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"52 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121364377","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}
Numerous situations require sequencing objects. Several factors can be taken into account, such as creating contrast, avoiding satiation, satisfying impatience, or managing anticipation and recall. In this case, the music director of a rock and roll band uses sequencing to order a band's set list for an upcoming concert. Although the lead singer has chosen 15 songs the music director wants to use her expertise in understanding what factors in a sequence contributed to overall audience satisfaction. Students will be asked to examine the case data and rearrange the set list. Excerpt UVA-QA-0856 Rev. Jul. 19, 2017 Preference for Sequences: Rock Loud and Proud Music Set List As the music director for the band Rock Loud and Proud (RL&P), Sofia Ortega played many roles working with event promotors, booking agencies, and band members to ensure things ran smoothly. Among the tasks she most enjoyed was putting together the band's set list, and she had years of experience honing the list of songs the band played at each venue. But the lead singer and founding band member insisted on managing the set list. While understandable that those playing the music would want to shape the set list, there were considerations beyond personal favorites and a desire to play some new materials that went into the task. The process Ortega and the band had worked out was that the lead singer would develop a list of 30 songs, and then Ortega would decide the final set list of 15 songs using her expertise around the order they should be played. Ortega had just been handed the potential set list for the Chicago stop of the 2016, 28-city tour. It was up to her to whittle the list down and decide on the order of the 15 songs. But this time there was a glitch in the process. The lead singer had already chosen the 15 songs and set the order! While she was okay with the 15 songs and decided not to make a big deal about the situation, Ortega would have to go back to the lead singer armed with rock-solid reasons for why she wanted to change the order of the songs on the set list. See Exhibit 1 for the set list in the order proposed by the lead singer. Rock Loud and Proud . . .
许多情况需要对对象进行排序。有几个因素可以考虑，比如创造对比，避免满足，满足不耐烦，或者管理预期和回忆。在这种情况下，摇滚乐队的音乐总监使用排序来为即将到来的音乐会订购乐队的曲目列表。虽然主唱已经选择了15首歌曲，但音乐总监希望利用她的专业知识来了解一个序列中哪些因素对整体观众满意度有贡献。学生将被要求检查案例资料并重新排列集合列表。作为乐队Rock Loud and Proud (RL&P)的音乐总监，Sofia Ortega扮演了许多角色，与活动发起人、预订机构和乐队成员合作，以确保活动顺利进行。她最喜欢的任务之一是整理乐队的曲目清单，她有多年的经验来磨练乐队在每个场地演奏的歌曲清单。但主唱和创始乐队成员坚持要管理歌单。虽然可以理解那些演奏音乐的人想要塑造歌单，但除了个人喜好和演奏一些新材料的愿望之外，还有其他考虑因素。奥特加和乐队制定的流程是，主唱先列出30首歌，然后奥特加根据自己的专业知识，根据歌曲的播放顺序，决定15首歌的最终曲目。奥特加刚刚拿到了2016年28个城市巡演中芝加哥站的潜在曲目清单。这是由她来削减名单，并决定15首歌曲的顺序。但这一次在这个过程中出现了一个小故障。主唱已经选好了15首歌并定下了顺序!虽然她对这15首歌没有意见，并决定不要小题大做，但奥尔特加必须带着坚如磐石的理由回去找主唱，解释她为什么想要改变歌单上歌曲的顺序。按照主唱提出的顺序，见表1。响亮而骄傲的摇滚…
{"title":"Preference for Sequences: Rock Loud and Proud Music Set List","authors":"Manel Baucells, Gerry Yemen","doi":"10.2139/ssrn.2975192","DOIUrl":"https://doi.org/10.2139/ssrn.2975192","url":null,"abstract":"Numerous situations require sequencing objects. Several factors can be taken into account, such as creating contrast, avoiding satiation, satisfying impatience, or managing anticipation and recall. In this case, the music director of a rock and roll band uses sequencing to order a band's set list for an upcoming concert. Although the lead singer has chosen 15 songs the music director wants to use her expertise in understanding what factors in a sequence contributed to overall audience satisfaction. Students will be asked to examine the case data and rearrange the set list. \u0000Excerpt \u0000UVA-QA-0856 \u0000Rev. Jul. 19, 2017 \u0000Preference for Sequences: Rock Loud and Proud Music Set List \u0000As the music director for the band Rock Loud and Proud (RL&P), Sofia Ortega played many roles working with event promotors, booking agencies, and band members to ensure things ran smoothly. Among the tasks she most enjoyed was putting together the band's set list, and she had years of experience honing the list of songs the band played at each venue. But the lead singer and founding band member insisted on managing the set list. While understandable that those playing the music would want to shape the set list, there were considerations beyond personal favorites and a desire to play some new materials that went into the task. The process Ortega and the band had worked out was that the lead singer would develop a list of 30 songs, and then Ortega would decide the final set list of 15 songs using her expertise around the order they should be played. \u0000Ortega had just been handed the potential set list for the Chicago stop of the 2016, 28-city tour. It was up to her to whittle the list down and decide on the order of the 15 songs. But this time there was a glitch in the process. The lead singer had already chosen the 15 songs and set the order! While she was okay with the 15 songs and decided not to make a big deal about the situation, Ortega would have to go back to the lead singer armed with rock-solid reasons for why she wanted to change the order of the songs on the set list. See Exhibit 1 for the set list in the order proposed by the lead singer. \u0000Rock Loud and Proud \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"100 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134572486","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 the first case of a two-part series, a strategic finance manager at Wells Fargo with experience installing solar panel systems on bank branches crunches the numbers for a similar project in the Los Angeles area given the uncertain future of a government rebate. Excerpt UVA-QA-0800 Rev. Nov. 1, 2016 Wells Fargo: Solar Energy for Los Angeles Branches (A) In August 2011, Sheri Lucas, vice president and strategic finance manager at Wells Fargo & Company (Wells Fargo), needed to decide whether to install solar panels at three branches in the Los Angeles area. She had led a similar installation project in Denver, but the current decision was made more difficult by the uncertain future of a government rebate. Background In February 2010, under Lucas's leadership and as a kickoff to the Wells Fargo–Wachovia merger, Wells Fargo installed solar (photovoltaic, or PV) systems at 10 Denver metro branches, the company's first such use of solar energy. The initiative was successful both in economic terms—the panels supplied about 20% of the branches' electricity—and public relations terms, earning Lucas (then Sheri Elbert) a full page in Wells Fargo's annual report. . . .
{"title":"Wells Fargo: Solar Energy for Los Angeles Branches (a)","authors":"Anton Ovchinnikov, Anastasiya Hvaleva","doi":"10.2139/ssrn.2975166","DOIUrl":"https://doi.org/10.2139/ssrn.2975166","url":null,"abstract":"In the first case of a two-part series, a strategic finance manager at Wells Fargo with experience installing solar panel systems on bank branches crunches the numbers for a similar project in the Los Angeles area given the uncertain future of a government rebate. \u0000Excerpt \u0000UVA-QA-0800 \u0000Rev. Nov. 1, 2016 \u0000Wells Fargo: Solar Energy for Los Angeles Branches (A) \u0000In August 2011, Sheri Lucas, vice president and strategic finance manager at Wells Fargo & Company (Wells Fargo), needed to decide whether to install solar panels at three branches in the Los Angeles area. She had led a similar installation project in Denver, but the current decision was made more difficult by the uncertain future of a government rebate. \u0000Background \u0000In February 2010, under Lucas's leadership and as a kickoff to the Wells Fargo–Wachovia merger, Wells Fargo installed solar (photovoltaic, or PV) systems at 10 Denver metro branches, the company's first such use of solar energy. The initiative was successful both in economic terms—the panels supplied about 20% of the branches' electricity—and public relations terms, earning Lucas (then Sheri Elbert) a full page in Wells Fargo's annual report. \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"15 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115758272","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 is used in Darden's first-year strategy course and is appropriate for MBA, Executive MBA, GEMBA, and executive education programs. The president of a key division of Emerson, a well-known diversified global manufacturing company, and his team address important questions about expanding into Russia through the acquisition of a relatively small company that has a strong local brand. How should a successful firm evaluate and enter new markets that are experiencing political and economic uncertainty? Excerpt UVA-S-0252 Rev. Jun. 8, 2016 Emerson Process Management: Metran Acquisition Steve Sonnenberg looked up from the Metran acquisition review report he was reading to gaze out at the Russian midwinter landscape just as the wheels on the Soviet-era Aeroflot Ilyushin II-62 on which he was a passenger touched down unsteadily on the Chelyabinsk airport runway. It was January 2004, and Sonnenberg and his team were in Chelyabinsk to assess the prospect of acquiring Metran Industrial Group for the Emerson Electric Co. (Emerson) Process Management (Emerson Process Management) business platform. As president of Rosemount Inc., Emerson Process Management's flagship company, Sonnenberg was leading Emerson's effort to expand into Russia. Sonnenberg recalled: Russia was an important emerging market. With one of the largest oil and gas reserves in the world, it represented a great opportunity to expand our process automation and control systems business. But in 2004, there were a lot of question marks around owning a company in Russia, as well as around Metran itself. Five years earlier, we had considered investing in Metran and decided against it. As we prepared for the Chelyabinsk visit that winter, we asked ourselves—had enough changed at Metran for us to jump in now? Sonnenberg was confident in his team's capabilities and encouraged by the warm reception the team had received during a recent visit to Metran. Nevertheless, many vexing questions remained: Was the time right for Emerson to expand its presence in Russia? If so, should the Metran acquisition drive that expansion? If the acquisition moved forward, what would be the best price and structure for the deal? Finally, how might Metran combine with the Emerson Process Management business in Russia so that the best qualities of both companies were retained? That is, how could Emerson maintain the quality and reliability of its Emerson Process Management brand while taking advantage of Metran's reputation for responsive, locally focused client relationships? Sonnenberg realized that these questions, and many others, would have to be answered by the next month, when David Farr, Emerson's corporate CEO, was coming to visit Chelyabinsk. . . .
这个案例被用在达顿大学第一年的战略课程中，适用于MBA、emba、GEMBA和高管教育课程。艾默生是一家知名的多元化全球制造公司，其关键部门的总裁和他的团队解决了通过收购一家拥有强大当地品牌的相对较小的公司来扩展到俄罗斯的重要问题。一个成功的公司应该如何评估和进入正在经历政治和经济不确定性的新市场?艾默生过程管理:Metran收购史蒂夫·索南伯格(Steve Sonnenberg)正在阅读Metran收购审查报告，他抬起头，凝视着俄罗斯隆冬的景色，就在他乘坐的苏联时代的俄罗斯国际航空公司伊尔- II-62飞机的轮子不稳定地降落在车里雅宾斯克机场的跑道上。那是2004年1月，Sonnenberg和他的团队在车里雅宾斯克评估为艾默生电气公司(Emerson)过程管理(Emerson Process Management)业务平台收购Metran工业集团的前景。作为艾默生过程管理旗舰公司Rosemount Inc.的总裁，Sonnenberg领导艾默生向俄罗斯扩张。索南伯格回忆说:俄罗斯是一个重要的新兴市场。拥有世界上最大的石油和天然气储量之一，它代表了扩展我们的过程自动化和控制系统业务的绝佳机会。但在2004年，围绕在俄罗斯拥有一家公司，以及围绕Metran本身，人们打了很多问号。5年前，我们曾考虑投资Metran，但最终决定放弃。当我们为冬天的车里雅宾斯克之行做准备时，我们问自己——Metran有足够的变化让我们现在就加入吗?Sonnenberg对他的团队的能力充满信心，并受到团队在最近访问Metran期间受到的热情接待的鼓舞。然而，许多令人烦恼的问题仍然存在:艾默生在俄罗斯扩张的时机合适吗?如果是这样，收购Metran是否应该推动这种扩张?如果收购得以推进，交易的最佳价格和结构是什么?最后，Metran如何与俄罗斯的艾默生过程管理业务合并，以保留两家公司的最佳品质?也就是说，艾默生如何保持其艾默生过程管理品牌的质量和可靠性，同时利用Metran在响应迅速、以本地为中心的客户关系方面的声誉?索南伯格意识到，这些问题，以及其他许多问题，必须在下个月艾默生公司首席执行官大卫·法尔访问车里雅宾斯克. . . .时得到回答
{"title":"Emerson Process Management: Metran Acquisition","authors":"G. Fairchild, Shahir Kassam-Adams","doi":"10.2139/ssrn.2975247","DOIUrl":"https://doi.org/10.2139/ssrn.2975247","url":null,"abstract":"This case is used in Darden's first-year strategy course and is appropriate for MBA, Executive MBA, GEMBA, and executive education programs. The president of a key division of Emerson, a well-known diversified global manufacturing company, and his team address important questions about expanding into Russia through the acquisition of a relatively small company that has a strong local brand. How should a successful firm evaluate and enter new markets that are experiencing political and economic uncertainty? \u0000Excerpt \u0000UVA-S-0252 \u0000Rev. Jun. 8, 2016 \u0000Emerson Process Management: Metran Acquisition \u0000Steve Sonnenberg looked up from the Metran acquisition review report he was reading to gaze out at the Russian midwinter landscape just as the wheels on the Soviet-era Aeroflot Ilyushin II-62 on which he was a passenger touched down unsteadily on the Chelyabinsk airport runway. It was January 2004, and Sonnenberg and his team were in Chelyabinsk to assess the prospect of acquiring Metran Industrial Group for the Emerson Electric Co. (Emerson) Process Management (Emerson Process Management) business platform. As president of Rosemount Inc., Emerson Process Management's flagship company, Sonnenberg was leading Emerson's effort to expand into Russia. Sonnenberg recalled: \u0000Russia was an important emerging market. With one of the largest oil and gas reserves in the world, it represented a great opportunity to expand our process automation and control systems business. But in 2004, there were a lot of question marks around owning a company in Russia, as well as around Metran itself. Five years earlier, we had considered investing in Metran and decided against it. As we prepared for the Chelyabinsk visit that winter, we asked ourselves—had enough changed at Metran for us to jump in now? \u0000Sonnenberg was confident in his team's capabilities and encouraged by the warm reception the team had received during a recent visit to Metran. Nevertheless, many vexing questions remained: Was the time right for Emerson to expand its presence in Russia? If so, should the Metran acquisition drive that expansion? If the acquisition moved forward, what would be the best price and structure for the deal? Finally, how might Metran combine with the Emerson Process Management business in Russia so that the best qualities of both companies were retained? That is, how could Emerson maintain the quality and reliability of its Emerson Process Management brand while taking advantage of Metran's reputation for responsive, locally focused client relationships? Sonnenberg realized that these questions, and many others, would have to be answered by the next month, when David Farr, Emerson's corporate CEO, was coming to visit Chelyabinsk. \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116059177","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 technical notes answers the questions: What does the competitive landscape look like to a given competitor? Which firms does the competitor regard as its chief rivals? Critically, what actions is the competitor likely to take? Excerpt UVA-S-0293 Apr. 10, 2017 Competitor Acumen: The Heart of Competitor Analysis If you know your opponent and know yourself, you will be undefeated in 100 wars. —Sun Tzu, The Art of War What does the competitive landscape look like to a given competitor? Which firms does the competitor regard as its chief rivals? Critically, what actions is the competitor likely to take? The concept of competitor acumen holds the key to answering such questions. More than the ability to simply identify or “size up” a rival, and beyond having keen insight into a rival's capabilities, competitor acumen means stepping out of your own shoes, stepping into a rival's shoes, and seeing the competitive landscape as your rival sees it. It's All About the Acumen . . .
{"title":"Competitor Acumen: The Heart of Competitor Analysis","authors":"Ming-Jer Chen, Mary Summers Whittle","doi":"10.2139/ssrn.2975253","DOIUrl":"https://doi.org/10.2139/ssrn.2975253","url":null,"abstract":"This technical notes answers the questions: What does the competitive landscape look like to a given competitor? Which firms does the competitor regard as its chief rivals? Critically, what actions is the competitor likely to take? \u0000Excerpt \u0000UVA-S-0293 \u0000Apr. 10, 2017 \u0000Competitor Acumen: The Heart of Competitor Analysis \u0000If you know your opponent and know yourself, you will be undefeated in 100 wars. \u0000—Sun Tzu, The Art of War \u0000What does the competitive landscape look like to a given competitor? Which firms does the competitor regard as its chief rivals? Critically, what actions is the competitor likely to take? \u0000The concept of competitor acumen holds the key to answering such questions. More than the ability to simply identify or “size up” a rival, and beyond having keen insight into a rival's capabilities, competitor acumen means stepping out of your own shoes, stepping into a rival's shoes, and seeing the competitive landscape as your rival sees it. \u0000It's All About the Acumen \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"51 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121701706","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 abridged version of "Rocky Shore Golf Links: Douglas Peterson" (UVA-QA-0687) retains the essential elements of the full case but reduces the detail of the golf course and the usage of golf jargon. It is a negotiation case and is meant to be paired with "Rocky Shore Golf Links: Donald Andrews (Abridged)" (UVA-QA-0790). For Douglas Peterson and his two 10-year-old golf partners, it had been a memorable round at a world-class course with a caddie who contributed greatly to their enjoyment. For caddie Donald Andrews, the round was among the most challenging, physically and mentally, in which he had participated. As the group walked up the 18th fairway, Peterson reflected on the size of an appropriate tip for the caddie while Andrews wondered how he might influence the size of the tip. Excerpt UVA-QA-0791 May 18, 2012 Rocky Shore Golf Links: Douglas Peterson (Abridged) The phone call from Douglas Peterson's son, Charlie, was both pleasant and unsettling—pleasant because Charlie had been away for 10 days at golf camp and it was good to hear that he was having a “fabulous” time; unsettling because Charlie had assured a new friend at camp that his dad could arrange a round of golf at Rocky Shore Golf Links. Rocky Shore was an internationally acclaimed course for which tee times had to be set up months in advance. Realizing that such complications would never occur to a 10-year-old and curious about how Charlie's game had improved as a result of camp, Peterson called Trevor Grande, a good friend and the co-owner of Rocky Shore, to see what he could arrange. Douglas Peterson Douglas Peterson had been a personal financial adviser for over 20 years. As his client list had become laden with high-wealth clients, his personal income had soared. His career had begun on Wall Street and after making a name for himself, he had decided to move to San Francisco, California, to raise a family in a slightly less frenetic setting than New York City. Peterson had ultimately taken a senior partner position with a well-known international brokerage house. As Peterson took greater control of his personal schedule, he had the time to work on his golf game—playing as much as possible within the constraints of both profession and family. . . .
{"title":"Rocky Shore Golf Links: Douglas Peterson (Abridged)","authors":"Sherwood C. Frey, Lucien L. Bass, Mark A. Dausen","doi":"10.2139/ssrn.2975158","DOIUrl":"https://doi.org/10.2139/ssrn.2975158","url":null,"abstract":"This abridged version of \"Rocky Shore Golf Links: Douglas Peterson\" (UVA-QA-0687) retains the essential elements of the full case but reduces the detail of the golf course and the usage of golf jargon. It is a negotiation case and is meant to be paired with \"Rocky Shore Golf Links: Donald Andrews (Abridged)\" (UVA-QA-0790). For Douglas Peterson and his two 10-year-old golf partners, it had been a memorable round at a world-class course with a caddie who contributed greatly to their enjoyment. For caddie Donald Andrews, the round was among the most challenging, physically and mentally, in which he had participated. As the group walked up the 18th fairway, Peterson reflected on the size of an appropriate tip for the caddie while Andrews wondered how he might influence the size of the tip. \u0000 \u0000Excerpt \u0000 \u0000UVA-QA-0791 \u0000 \u0000May 18, 2012 \u0000 \u0000Rocky Shore Golf Links: Douglas Peterson (Abridged) \u0000 \u0000The phone call from Douglas Peterson's son, Charlie, was both pleasant and unsettling—pleasant because Charlie had been away for 10 days at golf camp and it was good to hear that he was having a “fabulous” time; unsettling because Charlie had assured a new friend at camp that his dad could arrange a round of golf at Rocky Shore Golf Links. Rocky Shore was an internationally acclaimed course for which tee times had to be set up months in advance. Realizing that such complications would never occur to a 10-year-old and curious about how Charlie's game had improved as a result of camp, Peterson called Trevor Grande, a good friend and the co-owner of Rocky Shore, to see what he could arrange. \u0000 \u0000Douglas Peterson \u0000 \u0000Douglas Peterson had been a personal financial adviser for over 20 years. As his client list had become laden with high-wealth clients, his personal income had soared. His career had begun on Wall Street and after making a name for himself, he had decided to move to San Francisco, California, to raise a family in a slightly less frenetic setting than New York City. Peterson had ultimately taken a senior partner position with a well-known international brokerage house. As Peterson took greater control of his personal schedule, he had the time to work on his golf game—playing as much as possible within the constraints of both profession and family. \u0000 \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"46 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114316761","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}
Snack-food customers claim they want to eat healthier snacks and lose weight, but snacks marketed as nutrition-wise don't sell as well as traditional salty snacks, such as the iconic Lay's brand of potato chips. Al Carey, CEO of Frito-Lay North America, needs to come up with a strategy to connect with the health-minded customer in a shifting market without compromising the products that built the company. Part A of this two-part case maps out an industry in flux. Excerpt UVA-S-0200 Rev. Dec. 11, 2013 LAY'S POTATO CHIPS: THE CRUNCH IS ON (A) Looking at a recent trade publication article describing his company's supply chain of all-natural ingredients, Al Carey, CEO of Frito-Lay North America (Frito-Lay), thought, “All that and a bag of chips doesn't change our numbers.” Things were going on in the marketplace: One of Carey's core top brands, Lay's potato chips, was suffring, and the lingering effects of the 2008 economic crisis had consumers tightening their purse strings at grocery stores and squeezing businesses' bottom lines. American families had been loyally crunching on Lay's potato chips since 1932. Over the years, fad diets and healthy-living binges had occasionally resulted in dips in demand for the chips, but Carey was concerned that the current trend in the marketplace was more than a “vogue.” This consumer behavior felt different. Since 2009, Frito-Lay had made several efforts to reposition its line of potato chips, including its “Happiness is Simple” and “Lay's Local” marketing campaigns. Both promotions got the word out about what Lay's potato chips had always been: simply made, from three natural ingredients bought from producers close to home. That same year, Lay's introduced versions of some of its chips with 50% less salt, and product development teams started experimenting with designer sodium recipes and capabilities. Without a doubt, the industry was changing, and Lay's had to understand who and what was shifting to determine how to respond in the long term. To expand growth in the market again, the snack food giant needed to strategize to connect with consumers. Indeed, Indra Nooyi, CEO of PepsiCo, had made it clear she believed the nutrition-wise market should be front and center. But customers were sending mixed messages. They claimed they wanted to eat healthier snacks and lose weight, yet Lay's “Smart Spot” products didn't sell as well as its core chip products. Carey and his leadership team had to think about a sustainable model. Was making the billion-dollar brand healthier the right move? Would reducing or removing the amount of salt in Lay's chips—indeed, in all Lay's snack products—be appropriate? Was that what consumers were looking for from their salty snacks? Or would changing the recipe of the great all-American chip cost the company customers? . . .
{"title":"Lay's Potato Chips: The Crunch is on (a)","authors":"Jared D. Harris, Gerry Yemen, A. Lozano","doi":"10.2139/ssrn.2975224","DOIUrl":"https://doi.org/10.2139/ssrn.2975224","url":null,"abstract":"Snack-food customers claim they want to eat healthier snacks and lose weight, but snacks marketed as nutrition-wise don't sell as well as traditional salty snacks, such as the iconic Lay's brand of potato chips. Al Carey, CEO of Frito-Lay North America, needs to come up with a strategy to connect with the health-minded customer in a shifting market without compromising the products that built the company. Part A of this two-part case maps out an industry in flux. \u0000Excerpt \u0000UVA-S-0200 \u0000Rev. Dec. 11, 2013 \u0000LAY'S POTATO CHIPS: THE CRUNCH IS ON (A) \u0000Looking at a recent trade publication article describing his company's supply chain of all-natural ingredients, Al Carey, CEO of Frito-Lay North America (Frito-Lay), thought, “All that and a bag of chips doesn't change our numbers.” Things were going on in the marketplace: One of Carey's core top brands, Lay's potato chips, was suffring, and the lingering effects of the 2008 economic crisis had consumers tightening their purse strings at grocery stores and squeezing businesses' bottom lines. \u0000American families had been loyally crunching on Lay's potato chips since 1932. Over the years, fad diets and healthy-living binges had occasionally resulted in dips in demand for the chips, but Carey was concerned that the current trend in the marketplace was more than a “vogue.” This consumer behavior felt different. Since 2009, Frito-Lay had made several efforts to reposition its line of potato chips, including its “Happiness is Simple” and “Lay's Local” marketing campaigns. Both promotions got the word out about what Lay's potato chips had always been: simply made, from three natural ingredients bought from producers close to home. That same year, Lay's introduced versions of some of its chips with 50% less salt, and product development teams started experimenting with designer sodium recipes and capabilities. \u0000Without a doubt, the industry was changing, and Lay's had to understand who and what was shifting to determine how to respond in the long term. To expand growth in the market again, the snack food giant needed to strategize to connect with consumers. Indeed, Indra Nooyi, CEO of PepsiCo, had made it clear she believed the nutrition-wise market should be front and center. But customers were sending mixed messages. They claimed they wanted to eat healthier snacks and lose weight, yet Lay's “Smart Spot” products didn't sell as well as its core chip products. Carey and his leadership team had to think about a sustainable model. Was making the billion-dollar brand healthier the right move? Would reducing or removing the amount of salt in Lay's chips—indeed, in all Lay's snack products—be appropriate? Was that what consumers were looking for from their salty snacks? Or would changing the recipe of the great all-American chip cost the company customers? \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"70 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134100577","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 two-part negotiation exercise is used in Negotiations electives at both the Darden School of Business and the McIntire School of Commerce. Together, the cases provide the background for a scorable, bilateral, multi-issue negotiation in which there are congruent, distributive, and integrative issues. People and Congregations Engaged in Ministry (PACEM) was a nonprofit organization committed to helping homeless adults in the Charlottesville, Virginia, community find shelter during the cold months. Reliant upon volunteers, PACEM had partnered for the previous five years with Madison House, a nonprofit organization run by students at the University of Virginia that coordinated student volunteers, developed student leaders, and built community partnerships. In preparation for the return of Madison House volunteers to PACEM, Kennedy Brooks, PACEM's executive director and community partner, was going to meet with Riley Carter, Madison House's newly appointed program director, to develop and sign the Community Partner Agreement, which detailed the volunteer experience and logistics for the upcoming school year. Brooks and Carter also had to agree on training and communication procedures for the year, which had historically included mandatory training at Madison House and weekly site e-mail updates. All aspects of the volunteer experience were subject to change each year, and Carter had expressed an interest in making a few changes, but Brooks believed the current structure was ideal. How would the discussion go, and what would the outcomes be? Excerpt UVA-QA-0802 Rev. Jul. 30, 2014 PACEM: KENNEDY BROOKS Kennedy Brooks, executive director and community partner of People and Congregations Engaged in Ministry (PACEM), was looking forward to the return of Madison House volunteers. Brooks believed the current structure of the volunteer experience was ideal and was confident that the meeting with Riley Carter, the new program director from Madison House, would solidify that sentiment. Reflecting with a smile on the five-year partnership between Madison House and PACEM, Brooks prepared for a quick meeting with Carter by reviewing an e-mail Carter had sent the previous week (Exhibit 1). PACEM PACEM was a nonprofit organization committed to helping homeless adults in the Charlottesville, Virginia, community find shelter during the cold months (October through March). PACEM opened its doors in 2004 and had given or coordinated over 43,000 nights of shelter to homeless adults within the community. PACEM's mission was to engage the community of the greater Charlottesville area in providing shelter, compassionate support, and access to services for homeless people. . . .
{"title":"Pacem: Kennedy Brooks","authors":"Sherwood C. Frey, Lucien L. Bass, M. Grant","doi":"10.2139/ssrn.2975167","DOIUrl":"https://doi.org/10.2139/ssrn.2975167","url":null,"abstract":"This two-part negotiation exercise is used in Negotiations electives at both the Darden School of Business and the McIntire School of Commerce. Together, the cases provide the background for a scorable, bilateral, multi-issue negotiation in which there are congruent, distributive, and integrative issues. People and Congregations Engaged in Ministry (PACEM) was a nonprofit organization committed to helping homeless adults in the Charlottesville, Virginia, community find shelter during the cold months. Reliant upon volunteers, PACEM had partnered for the previous five years with Madison House, a nonprofit organization run by students at the University of Virginia that coordinated student volunteers, developed student leaders, and built community partnerships. In preparation for the return of Madison House volunteers to PACEM, Kennedy Brooks, PACEM's executive director and community partner, was going to meet with Riley Carter, Madison House's newly appointed program director, to develop and sign the Community Partner Agreement, which detailed the volunteer experience and logistics for the upcoming school year. Brooks and Carter also had to agree on training and communication procedures for the year, which had historically included mandatory training at Madison House and weekly site e-mail updates. All aspects of the volunteer experience were subject to change each year, and Carter had expressed an interest in making a few changes, but Brooks believed the current structure was ideal. How would the discussion go, and what would the outcomes be? \u0000 \u0000Excerpt \u0000 \u0000UVA-QA-0802 \u0000 \u0000Rev. Jul. 30, 2014 \u0000 \u0000PACEM: KENNEDY BROOKS \u0000 \u0000Kennedy Brooks, executive director and community partner of People and Congregations Engaged in Ministry (PACEM), was looking forward to the return of Madison House volunteers. Brooks believed the current structure of the volunteer experience was ideal and was confident that the meeting with Riley Carter, the new program director from Madison House, would solidify that sentiment. Reflecting with a smile on the five-year partnership between Madison House and PACEM, Brooks prepared for a quick meeting with Carter by reviewing an e-mail Carter had sent the previous week (Exhibit 1). \u0000 \u0000PACEM \u0000 \u0000PACEM was a nonprofit organization committed to helping homeless adults in the Charlottesville, Virginia, community find shelter during the cold months (October through March). PACEM opened its doors in 2004 and had given or coordinated over 43,000 nights of shelter to homeless adults within the community. PACEM's mission was to engage the community of the greater Charlottesville area in providing shelter, compassionate support, and access to services for homeless people. \u0000 \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129317028","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 and its companion, "The Coronet—Cameron Baker" (UVA-QA-0763), are intended for undergraduate, executive education, and MBA audiences. They were written for a "Bargaining and Negotiating" elective. This case is from the perspective of Leslie Forsyte, the founder of a vintage car restoration company. Forsyte's current project—the restoration of a 1970 Dodge Super Bee—only requires doors in order to be completed. After months of searching, Forsyte has finally found an ad for a 1970 Dodge Coronet, a car possessing doors that match the Super Bee's. Excerpt UVA-QA-0764 Rev. Apr. 27, 2012 The Coronet—Leslie Forsyte As the founder of Vintage Motor Car Ltd. (VMC), Leslie Forsyte had over the past decade built a thriving business in rebuilding vintage automobiles and motorcycles. VMC had earned a national reputation for expertise in restoring 1970s-era high-performance American “muscle” cars. A current project was the restoration of one of the most unusual cars of the 70s: a 1970 Dodge Super Bee with a powerful “hemi” engine. Fully restored, this car would easily bring $ 110,000 at one of the annual specialty car auctions, such as Barrett-Jackson or Pebble Beach Automotive Week. VMC had all the original body parts for the Super Bee except the two front doors with window glass. For six months, VMC had been searching unsuccessfully for reasonably priced original equipment manufacturer (OEM) doors. It seemed as if they didn't exist. As the project dragged on, the client had become increasingly anxious because she wanted to show the car at the Amelia Island Concours d'Elegance car show next month. Reproduction doors and windows were available at a cost of $ 3,500. Because they were not OEM, however, they would most likely devalue the car by at least $ 10,000. So far, the client had not been open to accepting reproduction doors. Coronets in very good condition were occasionally listed from $ 5,000 to $ 8,000 on classic-car websites. At the moment, there was one available for $ 7,250. Forsyte hated the thought of buying the whole car just to get the doors, and transporting it from several states away would be expensive. VMC had $ 15,000 invested in the project, not to mention its reputation and a prestigious client on the line. The Super Bee project had to be completed in the weeks ahead, and the doors were the only impediment. Although the Super Bee had the same body panels as a Dodge Charger, Plymouth Road Runner, and Dodge Coronet, months of reading nationally published classic-car classified ads, checking local auto classifieds online, and scouring the newspapers from all over the state had not produced any doors that matched the Super Bee's. . . .
本案例及其同伴“The Coronet-Cameron Baker”(UVA-QA-0763)适合本科生、高管教育和MBA读者。它们是为“讨价还价与谈判”选修课写的。这个案例是从Leslie Forsyte的角度出发的，他是一家古董车修复公司的创始人。福尔赛目前的项目——修复一辆1970年的道奇超级蜜蜂——只需要门就能完成。经过几个月的搜索，福尔赛终于找到了一辆1970年的道奇冠状车的广告，这辆车的车门与超级蜜蜂的车门相匹配。作为Vintage Motor Car Ltd. (VMC)的创始人，Leslie Forsyte在过去的十年中建立了一个繁荣的复古汽车和摩托车重建业务。VMC在修复20世纪70年代高性能美国“肌肉”汽车方面的专业知识赢得了全国声誉。目前的一个项目是修复70年代最不寻常的汽车之一:1970年道奇超级蜜蜂与强大的“半”引擎。这辆车完全修复后，在巴雷特-杰克逊(Barrett-Jackson)或圆石滩汽车周(Pebble Beach Automotive Week)等年度专业汽车拍卖会上，很容易卖到11万美元。VMC拥有超级蜜蜂的所有原始车身部件，除了两个带窗户玻璃的前门。六个月来，VMC一直在寻找价格合理的原始设备制造商(OEM)门，但没有成功。他们似乎不存在。随着项目的拖延，客户变得越来越焦虑，因为她想在下个月的阿米莉亚岛优雅车展(Amelia Island Concours d’elegance)上展示这辆车。再生产门窗的费用为3 500美元。然而，因为他们不是OEM，他们很可能会让汽车贬值至少1万美元。到目前为止，客户还没有接受再生产的大门。在老爷车网站上，状况非常好的皇冠偶尔会卖到5000美元到8000美元不等。目前，有一款售价为7250美元。福尔赛不愿意为了装车门而把整辆车都买下来，而且把车从几个州运过来也很贵。VMC在这个项目上投入了1.5万美元，更不用说它的声誉和一个有声望的客户。超级蜜蜂项目必须在未来几周内完成，而门是唯一的障碍。尽管超级蜜蜂的车身面板与道奇Charger、普利茅斯roadrunner和道奇Coronet一样，但几个月来，我阅读了全国出版的经典汽车分类广告，查看了当地的在线汽车分类广告，并浏览了全州的报纸，却没有生产出任何与超级蜜蜂匹配的车门. . . .
{"title":"The Coronet—Leslie Forsyte","authors":"Sherwood C. Frey, M. Colebank, P. Bacon","doi":"10.2139/ssrn.2975134","DOIUrl":"https://doi.org/10.2139/ssrn.2975134","url":null,"abstract":"This case and its companion, \"The Coronet—Cameron Baker\" (UVA-QA-0763), are intended for undergraduate, executive education, and MBA audiences. They were written for a \"Bargaining and Negotiating\" elective. This case is from the perspective of Leslie Forsyte, the founder of a vintage car restoration company. Forsyte's current project—the restoration of a 1970 Dodge Super Bee—only requires doors in order to be completed. After months of searching, Forsyte has finally found an ad for a 1970 Dodge Coronet, a car possessing doors that match the Super Bee's. \u0000 \u0000Excerpt \u0000 \u0000UVA-QA-0764 \u0000 \u0000Rev. Apr. 27, 2012 \u0000 \u0000The Coronet—Leslie Forsyte \u0000 \u0000As the founder of Vintage Motor Car Ltd. (VMC), Leslie Forsyte had over the past decade built a thriving business in rebuilding vintage automobiles and motorcycles. VMC had earned a national reputation for expertise in restoring 1970s-era high-performance American “muscle” cars. A current project was the restoration of one of the most unusual cars of the 70s: a 1970 Dodge Super Bee with a powerful “hemi” engine. Fully restored, this car would easily bring $ 110,000 at one of the annual specialty car auctions, such as Barrett-Jackson or Pebble Beach Automotive Week. \u0000 \u0000VMC had all the original body parts for the Super Bee except the two front doors with window glass. For six months, VMC had been searching unsuccessfully for reasonably priced original equipment manufacturer (OEM) doors. It seemed as if they didn't exist. As the project dragged on, the client had become increasingly anxious because she wanted to show the car at the Amelia Island Concours d'Elegance car show next month. Reproduction doors and windows were available at a cost of $ 3,500. Because they were not OEM, however, they would most likely devalue the car by at least $ 10,000. So far, the client had not been open to accepting reproduction doors. Coronets in very good condition were occasionally listed from $ 5,000 to $ 8,000 on classic-car websites. At the moment, there was one available for $ 7,250. Forsyte hated the thought of buying the whole car just to get the doors, and transporting it from several states away would be expensive. VMC had $ 15,000 invested in the project, not to mention its reputation and a prestigious client on the line. The Super Bee project had to be completed in the weeks ahead, and the doors were the only impediment. \u0000 \u0000Although the Super Bee had the same body panels as a Dodge Charger, Plymouth Road Runner, and Dodge Coronet, months of reading nationally published classic-car classified ads, checking local auto classifieds online, and scouring the newspapers from all over the state had not produced any doors that matched the Super Bee's. \u0000 \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"66 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123024465","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}
Y. Grushka-Cockayne, Jared D. Harris, Jenny Mead, Meera Shankar, J. Adams
Chisholm University's new athletics director must reallocate the athletics budget in its entirety, balancing legal obligations with broader educational and financial goals. A committee appointed to work on this issue had failed to reach consensus due to disagreements about how to comply with Title IX, the law mandating gender parity in all educational offerings, including athletics. The athletics director has the facts organized into an optimization problem so she can systematically balance the tradeoffs and manage system demands or constraints. Excerpt UVA-QA-0789 Aug. 23, 2012 FAIR PLAY AT CHISHOLM UNIVERSITY In October 2011, a few weeks into her tenure as Chisholm University's new athletic director (AD), Juliet Burke received an e-mail from Charles Widmore, the university president. Burke was to determine a new direction for the department and to reallocate the athletics budget in its entirety. Widmore presented Burke with one clear objective: in optimizing the budget, to balance legal obligations with broader educational and financial goals. Each program came with its own mix of revenue-generating opportunities and associated costs. The potential for discord was heightened, however, by the issue of gender parity—commonly referred to by the relevant passage of the Equal Opportunity in Education Act of 1972: Title IX. Since her own days as a student-athlete 20 years prior, Burke had been well aware of the conflicting opinions on gender issues in athletics, but she was surprised that the issue remained controversial, as Widmore's e-mail made clear. Because of conflicting views about compliance requirements, a committee appointed to work on this issue had failed to reach consensus on whether funding changes were indicated. Some members argued that, given current economic conditions, income provided by men's athletic events—football in particular—was the top priority, that at best Title IX was an unfortunate constraint and at worst an unfunded mandate for marginal women's programs. Other members urged that the cart must not come before the horse, that educational goals and the school's long-standing spirit of gender equity should drive decisions more than lucrative programs or wealthy alumni. . . .
{"title":"Fair Play at Chisholm University","authors":"Y. Grushka-Cockayne, Jared D. Harris, Jenny Mead, Meera Shankar, J. Adams","doi":"10.2139/ssrn.2975156","DOIUrl":"https://doi.org/10.2139/ssrn.2975156","url":null,"abstract":"Chisholm University's new athletics director must reallocate the athletics budget in its entirety, balancing legal obligations with broader educational and financial goals. A committee appointed to work on this issue had failed to reach consensus due to disagreements about how to comply with Title IX, the law mandating gender parity in all educational offerings, including athletics. The athletics director has the facts organized into an optimization problem so she can systematically balance the tradeoffs and manage system demands or constraints. \u0000 \u0000Excerpt \u0000 \u0000UVA-QA-0789 \u0000 \u0000Aug. 23, 2012 \u0000 \u0000FAIR PLAY AT CHISHOLM UNIVERSITY \u0000 \u0000In October 2011, a few weeks into her tenure as Chisholm University's new athletic director (AD), Juliet Burke received an e-mail from Charles Widmore, the university president. Burke was to determine a new direction for the department and to reallocate the athletics budget in its entirety. Widmore presented Burke with one clear objective: in optimizing the budget, to balance legal obligations with broader educational and financial goals. \u0000 \u0000Each program came with its own mix of revenue-generating opportunities and associated costs. The potential for discord was heightened, however, by the issue of gender parity—commonly referred to by the relevant passage of the Equal Opportunity in Education Act of 1972: Title IX. Since her own days as a student-athlete 20 years prior, Burke had been well aware of the conflicting opinions on gender issues in athletics, but she was surprised that the issue remained controversial, as Widmore's e-mail made clear. \u0000 \u0000Because of conflicting views about compliance requirements, a committee appointed to work on this issue had failed to reach consensus on whether funding changes were indicated. Some members argued that, given current economic conditions, income provided by men's athletic events—football in particular—was the top priority, that at best Title IX was an unfortunate constraint and at worst an unfunded mandate for marginal women's programs. Other members urged that the cart must not come before the horse, that educational goals and the school's long-standing spirit of gender equity should drive decisions more than lucrative programs or wealthy alumni. \u0000 \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"75 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114874713","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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