bluuebunny/crossref_metadata_2025_split huggingface dataset:
BHP Billiton: Mining Potash
Authors: Hubbard Thomas N. , Moore Michael J. 
Published: March 2017

BHP, an Australian mining company, threatens to enter the potash mining industry through a hostile takeover of the Potash Corporation of Saskatchewan. Complicating matters is the fact that the Canadian potash industry has operated as a legal cartel in which the provincial government has a stake. This case enables students to assess BHP's strategy in terms of value creation and value capture, how it relates to its existing investments in the industry, and the risks and rewards of alternatives to BHP's strategy-How cartels help firms capture value in an industry and how the threat of entry can limit the cartel members' ability to do so -How firms outside a cartel can capture value though a competitive threat -The range of strategies available to incumbents and
Body Scans and Bottlenecks: Optimizing Hospital CT Process Flows
Authors: Chopra Sunil , Flamm Scott D. , Sachin Waikar 
Published: March 2017

A midwest hospital purchases new CT Scanners which are much faster than the existing technology. Processes in the radiology department are optimized to the older, existing scanners and technicians are unable to take full advantage of the new scanner speed. The hospital finds itself working to change the processes to suit the new scanners capabilities and take full advantage of their speed.This case allows students to analyze process capacity and time performance in different settings and understand how process structure impacts both operational and financial performance.
CDK Digital Marketing: Addressing Channel Conflict with Data Analytics
Authors: Zettelmeyer Florian , Merkley Greg 
Published: March 2017

Four years into a five-year contract with General Motors to be the exclusive website vendor to its U.S. network of more than 4,000 dealers, CDK Digital faced a crucial contract renewal at the end of 2012. The case follows Melissa McCann, director of strategic marketing, and Chris Reed, CMO, as they prepared for a critical meeting in July 2011: a presentation to the customer relationship management (CRM) subcommittee of the Chevrolet dealer council. Although GM dealers, like all auto dealers in the United States, were independent franchisees, GM saw the renewal of CDK Digital's exclusive contract as a collaborative decision between dealers and GM. According to Ed Vogt, GM's executive in charge of the renewal, if the dealer councils said no, the contract would not be renewed.This case challenges students to use CDK's big data and analytics capabilities to address the inherent conflict between dealers and manufacturers: when marketing to potential customers, manufacturers wanted consistency across dealer websites to maximize sales of their targeted brands, while dealers wanted flexibility to sell what they had in inventory.After analyzing the case, students will be able to:

Demonstrate how big data and analytics can be used to solve channel conflict
Explain how franchisors and franchisees have different perspectives on the value of data on retail operations
Recognize benefits of big data and analytics beyond the obvious potential improvements to marketing and operational effectiveness
Articulate the value of data analytics for channel management
Appraise the benefits of real-time website customization
Citigroup's Shareholder Tango in Brazil (A)
Authors: Perkins Susan 
Published: March 2017

Citigroup has discovered that Daniel Dantas, hired five years earlier to manage Citigroup's $750 million private equity investment in a Brazilian telecommunications industry joint venture, has allegedly mismanaged more than $300 million in assets and contracts. Dantas's misconduct relates to his management of Citigroup's CVC Fund and II-FIA, a legal entity representing a group of large Brazilian pension funds. Together with Dantas's Grupo Opportunity, CVC and II-FIA own Brasil Telecom, the third largest telecommunications company in the country. The partnership's pyramidal ownership structure makes his actions difficult to track. Citigroup must quickly determine how to disrupt Dantas's intricately woven web of control without allowing him to extract further value from the partnership. This case provides concrete examples of the expropriation risks joint venture partners face when unfamiliar with pyramidal group ownership structures.

Understand and recognize governance-based differences between a pyramidal business group (e.g., the joint venture related to Brasil Telecom) and that of a widely held firm (i.e., a typical U.S. firm's ownership structure);
understand that to avoid market failure firms must anticipate and adjust to the non-market institutional “rules of the game,” which vary greatly across nations; and
understand the range of strategic choices and their optimal application to protect minority shareholder rights.
Citigroup's Shareholder Tango in Brazil (B)
Authors: Perkins Susan 
Published: March 2017

Citigroup has discovered that Daniel Dantas, hired five years earlier to manage Citigroup's $750 million private equity investment in a Brazilian telecommunications industry joint venture, has allegedly mismanaged more than $300 million in assets and contracts. Dantas's misconduct relates to his management of Citigroup's CVC Fund and II-FIA, a legal entity representing a group of large Brazilian pension funds. Together with Dantas's Grupo Opportunity, CVC and II-FIA own Brasil Telecom, the third largest telecommunications company in the country. The partnership's pyramidal ownership structure makes his actions difficult to track. Citigroup must quickly determine how to disrupt Dantas's intricately woven web of control without allowing him to extract further value from the partnership. This case provides concrete examples of the expropriation risks joint venture partners face when unfamiliar with pyramidal group ownership structures.(1) Understand and recognize governance-based differences between a pyramidal business group (e.g., the joint venture related to Brasil Telecom) and that of a widely held firm (i.e., a typical U.S. firm's ownership structure); (2) understand that to avoid market failure firms must anticipate and adjust to the non-market institutional “rules of the game,” which vary greatly across nations; and (3) understand the range of strategic choices and their optimal application to protect minority shareholder rights.
Clothes ‘R’ Us Point-of-Sale Initiative: Managing IT Programs
Authors: Jeffery Mark , Norton Joseph F. , Yung Derek , Gershbeyn Alex 
Published: March 2017

The case concerns a real $25 million program consisting of nine concurrent projects to deliver and implement a custom-built in-store customer relationship management (CRM) system and a new point-of-sale system in 400 stores of a national retail chain. The name of the company has been disguised for confidentiality reasons. Once deployed, the new system should give Clothes ‘R’ Us a significant strategic advantage over competitors in the marketplace; it will increase in-store manager productivity, cut costs, and ultimately drive increased sales for the retail chain. The program is in crisis, however, because the product managers have just left to join a competitor. The explicit details of the program are given, including examples of best practice program governance and the real activity network diagram for the program. Detailed Excel spreadsheets are also provided with the actual earned value data for the program. Students analyze the spreadsheets and the data given in the case to diagnose the impact of the most recent risk event and past risk events that occurred in the program. Ultimately students must answer the essential executive questions: What is wrong with the program? How should it be fixed, and what is the impact in time and money to the program? In addition, qualitative warning signs are given throughout the case—these warning signs are red flags to executives for early proactive intervention in troubled projects.The goal of the case is to teach complex program oversight. Students analyze actual earned value data for a real $25 million program consisting of nine concurrent programs and assess the impact of risk events as they occur in the program. A key takeaway of the case is that relatively simple tools (Excel spreadsheets and time tracking) combined with good project planning can be used to effectively control very complex projects. Students also learn the qualitative warning signs within programs that can serve as early indicators of problems.
Commonwealth Edison: The Use of Social Media in Disaster Response
Authors: Diermeier Daniel , Petrella Daniel 
Published: March 2017

After a massive storm hit the northern Illinois service area of electric utility Commonwealth Edison on July 11, 2011, more than 900,000 customers were left without power during a hot, humid summer. ComEd crews and reinforcements from more than a dozen other states worked for days afterward to restore service. Meanwhile, the company's months-old social media strategy faced its first major test. The eChannels social media team, part of ComEd's customer operations division, worked around the clock to respond to posts from customers on social networking sites Facebook and Twitter. At a time when the company faced public debate and criticism over its plan to raise electricity rates, in part to invest in smart-grid upgrades, engaging directly through social media was a way to strengthen relationships with customers and the general public, consistent with an important corporate goal: “Keep the lights on and information flowing.”After discussing the case, students will:

Develop an appreciation for the role social media can play in shaping a company's reputation
Understand how companies can use social media to engage customers directly in order to protect their reputations
Understand the role these interactions with customers can play during a crisis situation
Recognize the added reputational risk when a company's core business is directly impacted by a natural disaster
Conseco Senior Health Insurance: A Strategic Problem of Reputation and Regulation
Authors: Persico Nicola , Prieur C. James 
Published: March 2017

In 2007 Conseco's CEO, C. James Prieur, faced a complicated set of problems with his company's long-term care (LTC) insurance subsidiary, Conseco Senior Health Insurance (CSHI). CSHI faced the threat of congressional hearings and an investigation by the U.S. Government Accountability Office, triggered by an unflattering New York Times article alleging that CSHI had an unusually large number of customer complaints and was denying legitimate claims. This threat came in addition to broader systemic problems, including the fact that the entire LTC industry was barely profitable. What little profitability existed was dependent on the goodwill of state insurance regulators, to whom the industry was highly beholden for approvals of rate increases to keep it afloat. Furthermore, CSHI had unique strategic challenges that could not be ignored: First, the expense of administering CSHI's uniquely heterogeneous set of policies put it at a disadvantage relative to the rest of the industry and made rate increases especially necessary. Second, state regulators were negatively predisposed toward Conseco because of its notorious reputation and thus were often unwilling to grant rate increases. Finally, CSHI was dependent on capital infusions totaling more than $1 billion from its parent company, Conseco, for which Conseco had received no dividends in return. Faced with pressure from Conseco shareholders and the looming congressional investigations, what should Prieur do? Students will discuss the available options in the context of a long-term relationship between Conseco and state insurance regulators. Prieur's solution to this problem proved to be innovative for the industry and to have far-reaching consequences for CSHI's corporate structure.After reading and analyzing this case, students will be able to: evaluate the impact of a regulatory environment on business strategy; and assess the pros and cons of various market strategies as well as recommend important non-market strategies for a firm in crisis in a highly regulated industry.
Conseco: Market Assumptions and Risk
Authors: Walker Russell 
Published: March 2017

In March 2007 C. James Prieur, CEO of insurance provider Conseco, was faced with a crisis. The front page of the New York Times featured a story on the grieving family of an elderly woman who had faithfully paid for her Conseco long-term care (LTC) policy, only to find that it would not pay her claims. Her family had to pay for her care (until her recent death), which unfortunately resulted in the loss of the family business. The family was now very publicly pursuing litigation. For a company that depended on thousands of employees, investors, and independent agents who sold the insurance plans, this reputational risk was a serious threat. On top of this immediate crisis, all signs in the industry were pointing to the fact that the LTC business itself was not viable, yet over the years Conseco had acquired a number of LTC insurance providers. Students are asked to analyze not only what Prieur’s priorities should be in addressing the immediate crisis but also the risks inherent in the LTC industry and how this might affect Conseco’s success as a business moving forwardAfter reading and analyzing the case, students will be able to:

Analyze the risks in the long-term care insurance industry
Distinguish the various types of risk that caused a company’s crisis and recognize the potential for contagion
Brainstorm how the risks faced by Conseco could have been avoided or better contained
Recommend the first steps C. James Prieur and the Conseco leadership team should take to rectify the New York Times article crisis
Creating a Culture of Empowerment and Accountability at St. Martin de Porres High School (A)
Authors: Howard Liz Livingston , Waikar Sachin , Berger Gail 
Published: March 2017

Change is hard for all but perhaps more difficult for school leaders and other nonprofit organizations. The role that culture plays in a mission-driven organization can often be an impediment to change. This case uses a unique education institution, St. Martin dePorres School of the Cristo Rey Network, to illustrate the importance of culture in implementing change. It demonstrates how leaders can articulate a vision and create a strategy to change an organization and move toward success. The case focuses on the leadership team of Principal Mike Odiotti and Assistant Principal Judy Seiberlich and how they used cultural change as the key driver to school success. That success was defined by improved academic performance, greater accountability for students, teachers and staff and stronger empowerment of constituents. It includes an overview of how the school's leadership team used data to drive decision making. This case is ideal for MBA students, executives in nonprofit management or school leadership and can be used to illustrate change management, nonprofit leadership, culture change, mission-driven strategy or school leadership. It addresses critical issues that organizations face and provides tools and tactics that can be applied to mission-driven enterprises.Understand the role culture plays in creating change in an organization Gain an appreciation and comprehension for the relevance of shaping culture when implementing a vision Recognize norms guide people's behavior in organizations. Learn to identify the norms that promote positive cultures and those that create toxic environments Learn how to diagnose organizational culture using the “Iceberg Model” Build a repertoire of skills needed to successfully change and shape an organization's culture
Creating a Culture of Empowerment and Accountability at St. Martin de Porres High School (B)
Authors: Howard Liz Livingston , Berger Gail , Waikar Sachin 
Published: March 2017

Change is hard for all but perhaps more difficult for school leaders and other nonprofit organizations. The role that culture plays in a mission-driven organization can often be an impediment to change. This case uses a unique education institution, St. Martin dePorres School of the Cristo Rey Network, to illustrate the importance of culture in implementing change. It demonstrates how leaders can articulate a vision and create a strategy to change an organization and move toward success. The case focuses on the leadership team of Principal Mike Odiotti and Assistant Principal Judy Seiberlich and how they used cultural change as the key driver to school success. That success was defined by improved academic performance, greater accountability for students, teachers and staff and stronger empowerment of constituents. It includes an overview of how the school's leadership team used data to drive decision making. This case is ideal for MBA students, executives in nonprofit management or school leadership and can be used to illustrate change management, nonprofit leadership, culture change, mission-driven strategy or school leadership. It addresses critical issues that organizations face and provides tools and tactics that can be applied to mission-driven enterprises.Understand the role culture plays in creating change in an organization Gain an appreciation and comprehension for the relevance of shaping culture when implementing a vision Recognize norms guide people's behavior in organizations. Learn to identify the norms that promote positive cultures and those that create toxic environments Learn how to diagnose organizational culture using the “Iceberg Model” Build a repertoire of skills needed to successfully change and shape an organization's culture
Crestor
Authors: Calkins Tim , Neiman Joshua 
Published: March 2017

AstraZeneca is preparing for the launch of Crestor, the company's first entrant in the enormous and fast-growing statin category. The team responsible for the product launch is considering how best to bring Crestor to market. Should AstraZeneca simply follow the example set by Pfizer with the exceptionally successful launch of Lipitor? Or should the company instead launch Crestor as a niche product?To teach new product strategy for both emerging and established categories, and competitive strategy.
CRU Computer Rentals
Authors: Chopra Sunil 
Published: March 2017

This case examines a company that rents and leases computers. The primary objective of the case is to provide a scenario where students can see the link between operational flow measures such as inventory, throughput, and flow time and financial flows. The case presents a scenario where a firm sees financial performance worsen even though sales increase. A link between the operational measures and financial flows allows students to understand the causes.To provide a scenario that shows the link between operational flow measures such as inventory, throughput, and flow time and financial flows.
d.light Design: Marketing Channel Strategies in India
Authors: Coughlan Anne T. , Neuwirth Benjamin 
Published: March 2017

This case looks at a new start-up company, d.light Design, as it was seeking to go to market in India with its solar-powered LED lamps in 2009. Sam Goldman, founder and chief customer officer of d.light, was in New Delhi, India; his business-school friend and co-founder Ned Tozun was in China, the site of the company's manufacturing plant.One of the key decisions Goldman and Tozun needed to make was whether d.light should focus on just one distribution channel in India, or multiple channels. The startup had limited capital, so it needed to get the distribution question right to generate revenue quickly.The case thus combines an entrepreneurial problem with an emerging-market, or bottom-of-the-pyramid, channel design challenge. This case does not focus on product design or manufacturing challenges but rather on questions of:

The constraints d.light faced in creating an aligned distribution channel. These constraints can have legal, environmental, and/or managerial foundations
Demand-side misalignments in the channel structure that will occur if d.light chooses one or another of the considered channels in the case, namely, (a) the RE (rural entrepreneur) channel, (b) the village retailer channel, or (c) the centralized shops channel
• What mix of channels—or what single channel—d.light should focus on in the Indian market
• The financial return possible based on d.light's current cost structure and overhead expenditures in India
Assess channel benefit demand intensities for chosen target market segments
Assess channel alignment constraints that can limit the channel designer's ability to optimize the channel to meet identified end-user demands for channel benefits
Use these ideas to defend a choice of one or more possible channel structures as appropriate parts of a company's overall channel system
Analyze financial opportunity in this situation, given cost parameters and possible market penetration estimates
Diskit Khartsan Ltd. in 2013: Hatching a Solution
Authors: Markovich Sarit , Meagher Evan 
Published: March 2017

Tel Aviv–based Diskit Khartsan Ltd. sold sprays, traps, and netting to combat Blatta lateralis, the Israeli flying cockroach. The insect, slightly over one inch (2.54 cm) long and capable of flying short distances, was noisy, unsightly, and posed a risk of food contamination. Every heat wave brought more infestations, and consumers across the Mediterranean armed themselves with Diskit's HLH™ brand products.HLH products generated nearly two-thirds of Diskit's annual revenues. During periods of low demand, local retailers resisted devoting significant shelf space to the bulky products, which meant that during periods of high demand stockouts occurred frequently and Diskit lost sales. To address this problem, the company had implemented a trust receipts program that raised prices for retailers by 3 percent but allowed them to take Diskit products onto their balance sheets without payment until the products were sold.After analyzing and discussing the case, students should be able to: • Understand the relationship between a firm's credit policy and its product market strategy • Explain the effect of growth on firms' strategy when product market strategy is capital-intensive • Understand how exogenous change in the market's structure affects firms' product market strategy and, consequently, its inventory and credit policie
DuPont Tyvek®: Commercializing a Disruptive Innovation
Authors: Jeffery Mark , Cooper Robert , Buchanan Scott 
Published: March 2017

What happens when a company is faced with a unique market challenge with the potential to change the way business is done—a true market disruption? This was the challenge faced by the European business team of DuPont's Tyvek Housewrap business. The adoption of the Kyoto Protocol created new challenges for the construction industry in the United Kingdom that the DuPont team felt it could meet. To enforce the Kyoto Protocol, the U.K. government threatened to fine utility companies and builders who did not adhere to new emissions standards. Deploys the Innovation Radar framework, which encourages a business to think through all the issues of a business system, leading to a successful introduction and a sustainable business. DuPont's European Tyvek team had to devise a solution at the intersection of multiple elements. Specifically: Who should it target? How should it describe the product's value proposition? Through what channels could it reach the key decision makers? How could it overcome the inertia of the existing business system?To illustrate that all the issues relevant to bringing an innovation to market must be recognized and dealt with in an integrated fashion when introducing major new business initiatives; that the Innovation Radar is a useful framework that integrates key questions around WHAT the product is, WHO the key customers are, HOW the product affects their desired outcomes, and WHERE the product should be placed in market; and that the elements in the radar comprise a complete business system of innovation.