Pub Date : 2022-04-07DOI: 10.1108/tcj-12-2020-0186
Ahmed M. Abdel-Meguid
Theoretical basis Businesses of all sizes are susceptible to unforeseen shocks, which could have severe adverse effects on its brand, its reputation and even its survival. This case draws on three main streams of academic business literature and bodies of knowledge that come into play under such circumstances: reputational risk, crisis management and social media. Research methodology The author used primary and secondary sources in the research and development of this case. An interview with one of the cofounders of The Bakery Shop (TBS) provided a primary first-hand account of the events leading to this crisis and the subsequent remedial actions taken. The author supplemented this research with information from TBS’s website, social media accounts and TBS-provided material. Case overview/synopsis In 2015, TBS, a growing Egyptian business specializing in premium baked goods, launched a new fusion dessert “The Croissant Om Ali.” Triggered by social media, the new product was an instant hit, resulting in orders that exceeded TBS’s initial projection. However, the business suffered a sudden turn of events when some consumers showed symptoms of food poisoning. Once again, social media came into play with an aggressive customer backlash toward TBS. Its cofounders devised an appropriate action plan to address the crisis and salvage TBS’s tarnished reputation. Complexity academic level This case is written primarily for an introductory business course for first-year students of business and other closely related disciplines. This case mainly addresses crisis management as a means of restoring corporate reputation. It also highlights the important role of social media in a crisis.
理论基础各种规模的企业都容易受到不可预见的冲击，这可能会对其品牌、声誉甚至生存产生严重的不利影响。本案借鉴了在这种情况下发挥作用的三大学术商业文献和知识体系：声誉风险、危机管理和社交媒体。研究方法论作者在本案的研究和开发中使用了主要和次要来源。对the Bakery Shop（TBS）联合创始人之一的采访提供了导致这场危机的事件以及随后采取的补救措施的第一手资料。作者通过TBS网站、社交媒体账户和TBS提供的材料补充了这项研究。案例综述/综述2015年，专注于优质烘焙食品的埃及企业TBS推出了一款新的融合甜点“The Croissant Om Ali”。在社交媒体的推动下，这款新产品一炮而红，订单超过了TBS的最初预测。然而，当一些消费者出现食物中毒症状时，该公司遭遇了突发事件。社交媒体又一次引起了客户对TBS的强烈反对。其联合创始人制定了一项适当的行动计划来应对危机，挽救TBS受损的声誉。复杂性学术水平本案例主要是为商科和其他密切相关学科的一年级学生开设的商科入门课程而写的。本案主要涉及将危机管理作为恢复企业声誉的一种手段。它还强调了社交媒体在危机中的重要作用。
{"title":"The Bakery Shop (TBS) takes the heat: crisis management, social media, and corporate reputation","authors":"Ahmed M. Abdel-Meguid","doi":"10.1108/tcj-12-2020-0186","DOIUrl":"https://doi.org/10.1108/tcj-12-2020-0186","url":null,"abstract":"\u0000Theoretical basis\u0000Businesses of all sizes are susceptible to unforeseen shocks, which could have severe adverse effects on its brand, its reputation and even its survival. This case draws on three main streams of academic business literature and bodies of knowledge that come into play under such circumstances: reputational risk, crisis management and social media.\u0000\u0000\u0000Research methodology\u0000The author used primary and secondary sources in the research and development of this case. An interview with one of the cofounders of The Bakery Shop (TBS) provided a primary first-hand account of the events leading to this crisis and the subsequent remedial actions taken. The author supplemented this research with information from TBS’s website, social media accounts and TBS-provided material.\u0000\u0000\u0000Case overview/synopsis\u0000In 2015, TBS, a growing Egyptian business specializing in premium baked goods, launched a new fusion dessert “The Croissant Om Ali.” Triggered by social media, the new product was an instant hit, resulting in orders that exceeded TBS’s initial projection. However, the business suffered a sudden turn of events when some consumers showed symptoms of food poisoning. Once again, social media came into play with an aggressive customer backlash toward TBS. Its cofounders devised an appropriate action plan to address the crisis and salvage TBS’s tarnished reputation.\u0000\u0000\u0000Complexity academic level\u0000This case is written primarily for an introductory business course for first-year students of business and other closely related disciplines. This case mainly addresses crisis management as a means of restoring corporate reputation. It also highlights the important role of social media in a crisis.\u0000","PeriodicalId":52298,"journal":{"name":"CASE Journal","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2022-04-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49467799","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 : 2022-04-06DOI: 10.1108/tcj-07-2021-0108
S. Bhattacharyya, Christo Fernandes
Theoretical Basis During the COVID-19 pandemic micro-, small- and medium-sized businesses were hit hard. This was specially so in the restaurant business where physical lockdown and social distancing norms were challenging. Thus, small business performance was a concern (Akpan, Udoh, & Adebisi, 2020). This case study addressed this theoretical aspect. Zhang, Gerlowski, & Acs (2021) had highlighted the challenges of business continuance and enterprise sustenance, during the COVID-19 pandemic. This case study provided insights regarding how these aspects of business continuance and enterprise sustenance were addressed by “Café Tato”. Bhattacharyya and Thakre (2021) had deliberated regarding how firms through strategic initiatives and tactical responses were required to manage COVID-19 pandemic and economic lockdown. Café Tato case study was in line with these recommendations for firms. Barbieri et al. (2020) and Reardon et al. (2021) had outlined steps regarding maintaining business operations reliance given a business crisis situation like during the COVID-19 pandemic. Café Tato case study described this. Café Tato case study accommodated perspectives regarding business crisis situation, business continuance, enterprise sustenance, operations reliance, organizational strategic versus tactical initiatives and finally small business performance. Research methodology The teaching case study was written based upon primary data collected from the owners of Café Tato. Furthermore, secondary data was used for building the case. Case overview/synopsis Café Tato was the most popular and the oldest tea cafés in Goa, India. It had a presence in Panjim and Margaon in Goa. On 24 March 2020 India went into an economic and physical lockdown because of COVID-19 pandemic related crisis. One week down the line on 31 March 2020, Mr Pranav Dhuri (hereby referred as Pranav), one of the owners of Café Tato, was contemplating how to ensure business continuance once there was semi-normalcy restored. What would the initiatives that need to be undertaken was critical for success of Tato the legendary café in Goa was playing in the mind of Pranav. Complexity academic level This teaching case study could be used in the class for strategy planning and implementation in the course of strategic management. This case study could apply for teaching both bachelor’s and master’s students of business management. The case could also be taught to management students for helping them understand how small business firms, while confronting challenges of COVID-19, planned and implemented strategies in the course of strategic management. This study helped strategic management students understand the importance of organization culture in any business as it directly influenced the profitability and sustenance of business. The Dhuri family had all along laid stress on keeping the culture alive by taking various steps at critical times in improvising and maintaining the standards. The s
{"title":"Café Tato’s strategic initiatives: business continuity in COVID-19 realities","authors":"S. Bhattacharyya, Christo Fernandes","doi":"10.1108/tcj-07-2021-0108","DOIUrl":"https://doi.org/10.1108/tcj-07-2021-0108","url":null,"abstract":"\u0000Theoretical Basis\u0000During the COVID-19 pandemic micro-, small- and medium-sized businesses were hit hard. This was specially so in the restaurant business where physical lockdown and social distancing norms were challenging. Thus, small business performance was a concern (Akpan, Udoh, & Adebisi, 2020). This case study addressed this theoretical aspect. Zhang, Gerlowski, & Acs (2021) had highlighted the challenges of business continuance and enterprise sustenance, during the COVID-19 pandemic. This case study provided insights regarding how these aspects of business continuance and enterprise sustenance were addressed by “Café Tato”. Bhattacharyya and Thakre (2021) had deliberated regarding how firms through strategic initiatives and tactical responses were required to manage COVID-19 pandemic and economic lockdown. Café Tato case study was in line with these recommendations for firms. Barbieri et al. (2020) and Reardon et al. (2021) had outlined steps regarding maintaining business operations reliance given a business crisis situation like during the COVID-19 pandemic. Café Tato case study described this. Café Tato case study accommodated perspectives regarding business crisis situation, business continuance, enterprise sustenance, operations reliance, organizational strategic versus tactical initiatives and finally small business performance.\u0000\u0000\u0000Research methodology\u0000The teaching case study was written based upon primary data collected from the owners of Café Tato. Furthermore, secondary data was used for building the case.\u0000\u0000\u0000Case overview/synopsis\u0000Café Tato was the most popular and the oldest tea cafés in Goa, India. It had a presence in Panjim and Margaon in Goa. On 24 March 2020 India went into an economic and physical lockdown because of COVID-19 pandemic related crisis. One week down the line on 31 March 2020, Mr Pranav Dhuri (hereby referred as Pranav), one of the owners of Café Tato, was contemplating how to ensure business continuance once there was semi-normalcy restored. What would the initiatives that need to be undertaken was critical for success of Tato the legendary café in Goa was playing in the mind of Pranav.\u0000\u0000\u0000Complexity academic level\u0000This teaching case study could be used in the class for strategy planning and implementation in the course of strategic management. This case study could apply for teaching both bachelor’s and master’s students of business management. The case could also be taught to management students for helping them understand how small business firms, while confronting challenges of COVID-19, planned and implemented strategies in the course of strategic management. This study helped strategic management students understand the importance of organization culture in any business as it directly influenced the profitability and sustenance of business. The Dhuri family had all along laid stress on keeping the culture alive by taking various steps at critical times in improvising and maintaining the standards. The s","PeriodicalId":52298,"journal":{"name":"CASE Journal","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2022-04-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46680220","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 : 2022-03-18DOI: 10.1108/tcj-10-2020-0147
Majid Eghbali-Zarch, J. Marlowe, Sandy Brennan
Theoretical basis The case builds upon the theoretical literature in strategy and decision-making under uncertain, complex and ambiguous situations inherent in nascent industries (Eggers and Moeen, 2019). It also bases its analysis of the central decision in the case, the merger between Aphria Inc. and Tilray, on the pertinent literature on mergers and acquisitions (DePamphilis, 2015). DePamphilis (2015). Mergers, acquisitions, and other restructuring activities: An integrated approach to process, tools, cases, and solutions. 8th ed. Academic press, San Diego, CA. Eggers and Moeen (2019). Entry Strategy for Nascent Industries: Introduction to a Virtual Special Issue. Strategic Management Journal. 42 (2), pp. 1–15. Learning outcomes Assessing/reassessing sources of competitive advantage and recognizing how changes in policy and technologies and globalization can change industry dynamics. Identifying the challenges that companies face when developing strategy in nascent and emerging industries and the related (sub)sectors. Analyzing a merger and deciding if it is warranted, financially and strategically. Applying industry analysis to understand dynamic forces impacting an industry, the attractiveness of an industry and how industry structures affect a company’s strategy. Case overview/synopsis The global cannabis industry emerged after Canada, selected states in the US and some other countries across the world started to legalize recreational and/or medical cannabis. Similar to any industry in its nascent stages, the industry structure was undefined, product definitions and categories were unclear and competitive landscape was evolving. It was key for decision makers such as Irwin Simon, the CEO of Aphria Inc., to devise a strategy that would enable the firm to navigate the tides of the nascent industry. Simon had a background in consumer packaged goods industry and was a proponent of gaining market power through industry consolidation moves such as mergers and acquisitions. In 2020, encounters with Tilray’s CEO presented Simon with a merger opportunity with potentials for complementarities and cost savings. The challenge for Simon was to convince the Aphria’s shareholders that the potential gains from this move outweighs its challenges. Complexity academic level Strategy courses (undergraduate and graduate level) • During a session on nascent industry analysis, to illustrate how companies decide whether to enter a market, how to grow and position themselves. • During a session on mergers and acquisitions, to illustrate how a company can use such strategies to gain market power and pursue consolidation. International business courses (undergraduate and graduate level) • During a session on navigating the tides of an industry that is in its nascent stage, both at the individual country level and at the global level. Cannabis industry courses (undergraduate level) • During a session on the national and global prospects of the industry from an
{"title":"Navigating the tides of an emerging global cannabis industry: the Aphria-Tilray merger decision","authors":"Majid Eghbali-Zarch, J. Marlowe, Sandy Brennan","doi":"10.1108/tcj-10-2020-0147","DOIUrl":"https://doi.org/10.1108/tcj-10-2020-0147","url":null,"abstract":"\u0000Theoretical basis\u0000The case builds upon the theoretical literature in strategy and decision-making under uncertain, complex and ambiguous situations inherent in nascent industries (Eggers and Moeen, 2019). It also bases its analysis of the central decision in the case, the merger between Aphria Inc. and Tilray, on the pertinent literature on mergers and acquisitions (DePamphilis, 2015). DePamphilis (2015). Mergers, acquisitions, and other restructuring activities: An integrated approach to process, tools, cases, and solutions. 8th ed. Academic press, San Diego, CA. Eggers and Moeen (2019). Entry Strategy for Nascent Industries: Introduction to a Virtual Special Issue. Strategic Management Journal. 42 (2), pp. 1–15.\u0000\u0000\u0000Learning outcomes\u0000Assessing/reassessing sources of competitive advantage and recognizing how changes in policy and technologies and globalization can change industry dynamics. Identifying the challenges that companies face when developing strategy in nascent and emerging industries and the related (sub)sectors. Analyzing a merger and deciding if it is warranted, financially and strategically. Applying industry analysis to understand dynamic forces impacting an industry, the attractiveness of an industry and how industry structures affect a company’s strategy.\u0000\u0000\u0000Case overview/synopsis\u0000The global cannabis industry emerged after Canada, selected states in the US and some other countries across the world started to legalize recreational and/or medical cannabis. Similar to any industry in its nascent stages, the industry structure was undefined, product definitions and categories were unclear and competitive landscape was evolving. It was key for decision makers such as Irwin Simon, the CEO of Aphria Inc., to devise a strategy that would enable the firm to navigate the tides of the nascent industry. Simon had a background in consumer packaged goods industry and was a proponent of gaining market power through industry consolidation moves such as mergers and acquisitions. In 2020, encounters with Tilray’s CEO presented Simon with a merger opportunity with potentials for complementarities and cost savings. The challenge for Simon was to convince the Aphria’s shareholders that the potential gains from this move outweighs its challenges.\u0000\u0000\u0000Complexity academic level\u0000Strategy courses (undergraduate and graduate level) • During a session on nascent industry analysis, to illustrate how companies decide whether to enter a market, how to grow and position themselves. • During a session on mergers and acquisitions, to illustrate how a company can use such strategies to gain market power and pursue consolidation. International business courses (undergraduate and graduate level) • During a session on navigating the tides of an industry that is in its nascent stage, both at the individual country level and at the global level. Cannabis industry courses (undergraduate level) • During a session on the national and global prospects of the industry from an ","PeriodicalId":52298,"journal":{"name":"CASE Journal","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2022-03-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46432526","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 : 2022-02-16DOI: 10.1108/tcj-01-2018-0010
Sambhavi Lakshminarayanan, Simon Best, Evelyn Maggio
Theoretical basis There is little published information available in the area of youth programs and social entrepreneurship in underrepresented communities. However, there are many idealistic entrepreneurs in the community; the case describes the experience of one such individual. Case analysis and the Instructor’s Manual are based on standard theories and techniques in organizational environmental and strategy analysis, as well as information and approaches regarding nonprofit functioning. Research methodology This case was prepared from primary sources, based on interviews with the founder. The name of the organization was disguised but the location and the founder’s name were not. Case overview/synopsis Growing up in a rough neighborhood, Darnell found refuge in an after-school program, which he credited for several positive values. As an adult, he felt a strong desire to give back to the community he had grown up, and still lived in. Thus, was launched MoveAhead, a fitness-based after-school program similar to the one he had participated in. However, as was common for many social entrepreneurs, Darnell struggled to overcome severe lack of capital and to deal with operational issues. Now, MoveAhead had reached a critical and existentially important point, when a strategic decision had to be made. Complexity academic level This is a decision case. It discusses the difficulties faced by a social entrepreneur who had a strong drive and conviction but little capital. The case describes a strategic turning point for one such organization. It can be used in business and management courses at the undergraduate level. It would also be relevant to a course on (social) entrepreneurship. The level and analysis required of students and discussion questions used can be adjusted depending on whether the course is introductory or more advanced, such as strategy.
{"title":"MoveAhead: lessons in pragmatism for an idealistic social-entrepreneur","authors":"Sambhavi Lakshminarayanan, Simon Best, Evelyn Maggio","doi":"10.1108/tcj-01-2018-0010","DOIUrl":"https://doi.org/10.1108/tcj-01-2018-0010","url":null,"abstract":"\u0000Theoretical basis\u0000There is little published information available in the area of youth programs and social entrepreneurship in underrepresented communities. However, there are many idealistic entrepreneurs in the community; the case describes the experience of one such individual. Case analysis and the Instructor’s Manual are based on standard theories and techniques in organizational environmental and strategy analysis, as well as information and approaches regarding nonprofit functioning.\u0000\u0000\u0000Research methodology\u0000This case was prepared from primary sources, based on interviews with the founder. The name of the organization was disguised but the location and the founder’s name were not.\u0000\u0000\u0000Case overview/synopsis\u0000Growing up in a rough neighborhood, Darnell found refuge in an after-school program, which he credited for several positive values. As an adult, he felt a strong desire to give back to the community he had grown up, and still lived in. Thus, was launched MoveAhead, a fitness-based after-school program similar to the one he had participated in. However, as was common for many social entrepreneurs, Darnell struggled to overcome severe lack of capital and to deal with operational issues. Now, MoveAhead had reached a critical and existentially important point, when a strategic decision had to be made.\u0000\u0000\u0000Complexity academic level\u0000This is a decision case. It discusses the difficulties faced by a social entrepreneur who had a strong drive and conviction but little capital. The case describes a strategic turning point for one such organization. It can be used in business and management courses at the undergraduate level. It would also be relevant to a course on (social) entrepreneurship. The level and analysis required of students and discussion questions used can be adjusted depending on whether the course is introductory or more advanced, such as strategy.\u0000","PeriodicalId":52298,"journal":{"name":"CASE Journal","volume":"1 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2022-02-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62412109","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 : 2022-02-15DOI: 10.1108/tcj-08-2021-0127
J. O'Brien, J. Licht
Research methodology The technical reports released by the National Transportation Safety Board, along with secondary data in the form of available public data, such as news reports, interviews and memos, were used to round out the synopsis of the case study. Case overview/synopsis This case explores the events that led up to the crash of United Airlines Flight 717 (for anonymity), in Sioux City, Iowa, on July 19, 1989, and the subsequent investigation. The case uses secondary sources to highlight the positive team interactions between the pilots that led to the crash landing not being as catastrophic as it might have been with 185 survivors in an extreme crisis scenario. The teaching note focuses on the importance of cognitive bias, psychological safety and teamwork in a crisis situation, and practical recommendations for managers at all levels. Complexity academic level Organizational Behavior at the undergraduate and graduate level. Leadership and Change at the graduate and graduate level.
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Pub Date : 2022-02-15DOI: 10.1108/tcj-02-2021-0039
Lawrence Grasso
Theoretical basis Critical analysis of observed practice. Research methodology Field study. Learning outcomes To expose accounting and MBA students to Lean management and the performance measures that support Lean management by presenting a case of a comprehensive and very successful Lean transformation; to give accounting and MBA students the opportunity to construct a strategy map and a balanced scorecard based on a rich case description; and to critically assess the suitability of balanced scorecards for a company that embraces Lean management. Case overview/synopsis The case describes a comprehensive transformation from conventional management to Lean management and business practices, with an emphasis on the largely non-financial performance measures used to support the transformation. Around the time of the Lean transformation, the balanced scorecard, a multi-dimensional measurement approach, was introduced to address the problems of excessive reliance on financial performance measures. Students are asked to compare and contrast Wiremold’s approach to the balanced scorecard. Complexity academic level Graduate or upper level undergraduate courses in cost accounting, managerial accounting and strategic management.
{"title":"Performance measurement in a Lean organization: the case of the Wiremold company","authors":"Lawrence Grasso","doi":"10.1108/tcj-02-2021-0039","DOIUrl":"https://doi.org/10.1108/tcj-02-2021-0039","url":null,"abstract":"\u0000Theoretical basis\u0000Critical analysis of observed practice.\u0000\u0000\u0000Research methodology\u0000Field study.\u0000\u0000\u0000Learning outcomes\u0000To expose accounting and MBA students to Lean management and the performance measures that support Lean management by presenting a case of a comprehensive and very successful Lean transformation; to give accounting and MBA students the opportunity to construct a strategy map and a balanced scorecard based on a rich case description; and to critically assess the suitability of balanced scorecards for a company that embraces Lean management.\u0000\u0000\u0000Case overview/synopsis\u0000The case describes a comprehensive transformation from conventional management to Lean management and business practices, with an emphasis on the largely non-financial performance measures used to support the transformation. Around the time of the Lean transformation, the balanced scorecard, a multi-dimensional measurement approach, was introduced to address the problems of excessive reliance on financial performance measures. Students are asked to compare and contrast Wiremold’s approach to the balanced scorecard.\u0000\u0000\u0000Complexity academic level\u0000Graduate or upper level undergraduate courses in cost accounting, managerial accounting and strategic management.\u0000","PeriodicalId":52298,"journal":{"name":"CASE Journal","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2022-02-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45826186","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 : 2022-02-15DOI: 10.1108/tcj-11-2021-0201
H. R. Varma, Ram Kumar Kakani
Theoretical basis This case uses two key theoretical notions for discussion and analysis: Policy-trade off model by Deborah Stone is adapted to the context of decision-making during the cyclone warning [Stone, Deborah. Policy Paradox: The Art of Political Decision-Making. Third, New York: W.W. Norton & Co, 2012.]. The critical success factors in disaster response- John R. Harrald’s five-stage framework is applied to analyse Case B. [Harrald, John R. “Agility and Discipline: Critical Success Factors for Disaster Response:” The ANNALS of the American Academy of Political and Social Science, 8 September 2016. https://doi.org/10.1177/0002716205285404.]. Research methodology This case is written with the information collected through interviews, over three months from March 2020, with Ms Ranjana Chopra (Indian Administrative Services), a senior civil servant working for the Government of Odisha, who was associated with the event in the case. Secondary sources, including newspaper reports and meteorological bulletins from the Indian Meteorological Department, is also made use of. Case overview/synopsis Anupama Gowda was the District Magistrate of Kalinga in the state of Odisha, in the Eastern coast of the Indian peninsula. In April 2019, when the meteorological department issued a cyclone warning, she had to take a call on how to go ahead. Her team did not seem too enthused as Kalinga was away from the coast and meteorological warnings were taken as routine. The case discusses Gowda’s dilemma on whether to push for full-fledged preparations or a limited preparation at least or leave it laissez-faire. She made the decision by 24th April and “what happened” serve as Case B. Complexity academic level This case is intended to cover two key competencies: decision-making in ambiguity for public service professionals or bureaucrats and disaster response within a limited time period and resources. This case is useful for undergraduate-level foundational courses with decision-making under ambiguity as a component; in management, public policy and public administration disciplines. Executive training or short-term courses for early-career public service professionals (with no solid background in management/policy theory) on decision-making at the local administration level.
本案例使用了两个关键的理论概念进行讨论和分析:Deborah Stone的政策权衡模型适用于飓风预警期间的决策背景[Stone, Deborah;政策悖论:政治决策的艺术。第三，纽约:W.W.诺顿出版社，2012。灾难应对的关键成功因素——John R. Harrald的五阶段框架应用于分析案例b [Harrald, John R.“敏捷性和纪律性:灾难应对的关键成功因素”，《美国政治与社会科学院年鉴》，2016年9月8日。[https://doi.org/10.1177/0002716205285404].研究方法本案例是根据自2020年3月起三个多月对奥里萨邦政府工作的高级公务员Ranjana Chopra女士(印度行政服务处)的访谈收集的信息编写的，她与本案中的事件有关。二手资料，包括报纸报道和印度气象部门的气象公报，也被利用。anupama Gowda是印度半岛东海岸奥里萨邦卡林加的地方法官。2019年4月，当气象部门发布飓风警报时，她不得不接听如何继续前进的电话。她的团队似乎并不太热情，因为卡林加远离海岸，气象警报也被当作例行公事。该案件讨论了Gowda的两难选择，是推动全面准备，还是至少进行有限的准备，还是放任自流。她在4月24日之前做出了决定，“发生了什么”作为案例b。复杂性学术水平本案例旨在涵盖两个关键能力:公共服务专业人员或官僚在模棱两可的情况下做出决策，以及在有限的时间和资源内应对灾难。本案例适用于以模糊决策为组成部分的本科基础课程;在管理，公共政策和公共行政学科。为初入职的公共服务专业人员(没有扎实的管理/政策理论背景)提供有关地方行政一级决策的行政培训或短期课程。
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Pub Date : 2021-12-29DOI: 10.1108/tcj-01-2021-0020
João Marques Silva, J. Pereira
Theoretical basis The essence of discounted cash flow valuation is simple; the asset is worth the expected cash flows it will generate, discounted to the reference date for the valuation exercise (normally, the day of the calculation). A survey article was written in Parker (1968), where it was stated that the earliest interest rate tables (use to discount value to the present) dated back to 1340. Works from Boulding (1935) and Keynes (1936) derived the IRR (Internal Rate of Return) for an investment. Samuelson (1937) compared the IRR and NPV (Net Present Value) approaches, arguing that rational investors should maximize NPV and not IRR. The previously mentioned works and the publication of Joel Dean’s reference book (Dean, 1951) on capital budgeting set the basis for the widespread use of the discounted cash flow approach into all business areas, aided by developments in portfolio theory. Nowadays, probably the model with more widespread use is the FCFE/FCFF (Free Cash Flow to Equity and Free Cash Flow to Firm) model. For simplification purposes, we will focus on the FCFE model, which basically is the FCF model’s version for the potential dividends. The focus is to value the business based on its dividends (potential or real), and thus care must be taken in order not to double count cash flows (this matter was treated in this case) and to assess what use is given to that excess cash flow – if it is invested wisely, what returns will come of them, how it is accounted for, etc. (Damodaran, 2006). The bridge to the FCFF model is straightforward; the FCFF includes FCFE and added cash that is owed to debtholders. References: Parker, R.H. (1968). “Discounted Cash Flow in Historical Perspective”, Journal of Accounting Research, v6, pp58-71. Boulding, K.E. (1935). “The Theory of a Single Investment”, Quarterly Journal of Economics, v49, pp479-494. Keynes, J. M. (1936). “The General Theory of Employment”, Macmillan, London. Samuelson, P. (1937). “Some Aspects of the Pure Theory of Capital”, Quarterly Journal of Economics, v51, pp. 469–496. Dean, Joel. (1951). “Capital Budgeting”, Columbia University Press, New York. Damodaran, A. (2006). “Damodaran on Valuation”, Second Edition, John Wiley and Sons, New York. Research methodology All information is taken from public sources and with consented company interviews. Case overview/synopsis Opportunities for value creation may be found in awkward and difficult circumstances. Good strategic thinking and ability to act swiftly are usually crucial to be able to take advantage of such tough environments. Amidst a country-wide economic crisis and general disbelief, José de Mello Group (JMG) saw one of its main assets’ (Brisa Highways) market value tumble down to unforeseen figures and was forced to act on it. Brisa’s main partners were eager in overpowering JMG’s control of the company, and outside pressure from Deutsche Bank was rising, due to the use of Brisa’s shares as collateral. JMG would have to revise
理论基础现金流量折现估值的本质很简单；该资产价值相当于其将产生的预期现金流，贴现至估值参考日（通常为计算日）。Parker（1968）撰写了一篇调查文章，其中指出，最早的利率表（用于将价值贴现到现在）可以追溯到1340年。Boulding（1935）和Keynes（1936）的著作推导了投资的内部收益率。Samuelson（1937）比较了IRR和NPV（净现值）方法，认为理性投资者应该最大化NPV，而不是IRR。前面提到的著作和乔尔·迪恩关于资本预算的参考书（迪恩，1951）的出版，为在投资组合理论的发展的帮助下，将贴现现金流方法广泛应用于所有业务领域奠定了基础。如今，使用更广泛的模型可能是FCFE/FCFF（股权自由现金流和公司自由现金流）模型。为了简化起见，我们将重点关注FCFE模型，它基本上是FCF模型的潜在红利版本。重点是根据股息（潜在或实际）对业务进行估值，因此必须注意不要重复计算现金流（在本案中处理了这一问题），并评估多余现金流的用途——如果投资明智，会带来什么回报，如何核算等（Damodaran，2006）。通往FCFF模型的桥梁很简单；FCFF包括FCFE和欠债券持有人的额外现金。参考文献：Parker，R.H.（1968）。“历史视角下的贴现现金流”，《会计研究杂志》，第6版，第58-71页。Boulding，K.E.（1935）。“单一投资理论”，《经济学季刊》，第49期，第479-494页。凯恩斯（1936）。《就业通论》，麦克米伦出版社，伦敦。萨缪尔森，P.（1937）。《纯粹资本理论的某些方面》，《经济学季刊》，第51期，第469–496页。迪恩，乔尔。（1951）。《资本预算》，哥伦比亚大学出版社，纽约。Damodaran A.（2006）。“Damodaran on Valuation”，第二版，John Wiley and Sons，纽约。研究方法所有信息都来自公共来源，并经过同意的公司采访。案例概述/概要价值创造的机会可能出现在尴尬和困难的环境中。良好的战略思维和迅速行动的能力通常对于能够利用这种艰难的环境至关重要。在一场全国性的经济危机和普遍的怀疑中，Joséde Mello集团（JMG）看到其主要资产之一（Brisa Highways）的市值暴跌至无法预见的数字，并被迫采取行动。Brisa的主要合作伙伴急于压倒JMG对该公司的控制，而由于Brisa的股票被用作抵押品，来自德意志银行的外部压力正在增加。JMG将不得不修改其战略，看看Brisa是否值得为之奋斗；市场对该公司前景的隐含评估非常不利，但JMG对Brisa未来业绩的预测表明，这可能是一个投资机会。做空市场明智吗？复杂性学术水平这项研究非常适合金融和战略课程，无论是本科生还是研究生。需要公司估值和公司战略。
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