Darden Case: Strategy (Topic)最新文献

{"title":"Room & Board","authors":"Edward D. Hess","doi":"10.1515/9780804777568-038","DOIUrl":"https://doi.org/10.1515/9780804777568-038","url":null,"abstract":"A retail-furniture company that abandoned the standard retail-industry business model, disavowed debt and equity-growth financing, and embraced a unique multiple-stakeholder model that valued quality and relationships ahead of the bottom line while producing stellar financial results achieves contrarian success. Its culture supported an energized, positive growth environment for its employees that fostered high employee engagement and, in turn, high customer engagement. Now the founder was confronting his biggest challenge: how to institutionalize the unusual business model, culture, and employee environment he has built. His primary objective is to preserve and protect his “relationship” business model, which is the heart and soul of his business's success. Excerpt UVA-S-0150 Rev. Aug. 24, 2010 ROOM & BOARD Room & Board was a privately owned home-furnishings retailer, offering products that combined classic, simple design with exceptional quality. Approximately $ 250 million of revenue a year was generated through Room & Board's fully integrated and multichannel sales approach, consisting of its eight national retail stores, an annual catalog, and its Web site. Based in Minneapolis, Minnesota, Room & Board's story was one of contrarian success as a company that had abandoned the standard retail-industry business model, disavowed debt and equity-growth financing, and embraced a unique multiple-stakeholder model that valued quality and relationships ahead of the bottom line while producing stellar financial results. That the company had achieved consistency and harmony between its values and actions also added to its uniqueness. Its culture supported an energized, positive growth environment for its employees that fostered high employee engagement and, in turn, high customer engagement. Room & Board was wholly owned by John Gabbert, who had created it more than 25 years earlier. Now Gabbert, having reached the age of 60, was confronting his biggest challenge: how to institutionalize the unusual business model, culture, and employee environment he had built. His primary objective was to preserve and protect his “relationship” business model, which was the heart and soul of Room & Board's success. History . . .","PeriodicalId":118788,"journal":{"name":"Darden Case: Strategy (Topic)","volume":"428 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-12-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116055285","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}

{"title":"Edens & Avant","authors":"Edward Hess","doi":"10.1515/9780804777568-020","DOIUrl":"https://doi.org/10.1515/9780804777568-020","url":null,"abstract":"The largest private owner of neighborhood retail shopping centers in the United States is a full-service real-estate development and management company involved in the design, construction, leasing, management, and rehabilitation of retail and retail-mixed-use properties. Started in 1967 and owned primarily by one family, the business has provided financial security for the family and its employees and has made major contributions to the surrounding community. Now the current CEO has to decide which of three family members will be his successor. He knows that his choice is critical because it concerns many people. Excerpt UVA-S-0146 Rev. Aug. 16, 2010 Edens & Avant , Edens was a full-service real-estate development and management company involved in the design, construction, leasing, management, and rehabilitation of retail and retail-mixed-use properties. Started by Joe Edens Jr. (Joe Jr.) in 1967, the business provided financial security for his family and its employees and made major contributions to the community; thus, Joe Jr.'s choice of his successor was a critical decision that concerned many people. He had three candidates under consideration. Beginnings . . .","PeriodicalId":118788,"journal":{"name":"Darden Case: Strategy (Topic)","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-12-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130690374","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}

{"title":"The Home Depot, Inc","authors":"Edward D. Hess","doi":"10.1108/CASE.DARDEN.2016.000307","DOIUrl":"https://doi.org/10.1108/CASE.DARDEN.2016.000307","url":null,"abstract":"The Home Depot case is a great story. It's about entrepreneurship, growth, CEO leadership, and the dramatic impact, good and bad, a CEO can have on a company's growth culture, strategy, and performance. Home Depot had faced market growth challenges for the last seven years as it tried in numerous ways to reignite its growth engine. The case explores the growth strategies of CEOs Bernie Marcus, Arthur Blank, and Blank's successor Bob Nardelli, a former GE executive. After examining Home Depot's growth history, the case challenges students to devise a growth strategy for the company under a new CEO.","PeriodicalId":118788,"journal":{"name":"Darden Case: Strategy (Topic)","volume":"7 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-02-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121341397","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}

{"title":"Leaders Bank: Creating a Great Place to Work","authors":"Gosia Glinska, Edward D. Hess","doi":"10.1108/CASE.DARDEN.2016.000178","DOIUrl":"https://doi.org/10.1108/CASE.DARDEN.2016.000178","url":null,"abstract":"This case is suitable for courses in entrepreneurship and growing enterprises and managment communication. It follows the step by step process of growing a business built on a strong culture that fostered high employee engagement and loyalty. The result for Leaders was low employee turnover, long-term relationships based on communication and trust, and being finalist on the Wall Street Journal’s 2008 Top Small Workplaces list.","PeriodicalId":118788,"journal":{"name":"Darden Case: Strategy (Topic)","volume":"16 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-01-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131848746","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}

{"title":"Eyebobs Eyewear, Inc","authors":"Gosia Glinska, Edward D. Hess","doi":"10.1515/9780804777568-022","DOIUrl":"https://doi.org/10.1515/9780804777568-022","url":null,"abstract":"This case could be used in entrepreneurship and managing a small business courses. It describes how an entrepreneur grows her innovative idea into a successful business while managing the risks, the pace, the financing, the channels of distribution, the quality of manufacturing, and the customer concentration associated with it. The case shows how a business grown at a slower-than-usual pace was able to survive the risks.","PeriodicalId":118788,"journal":{"name":"Darden Case: Strategy (Topic)","volume":"185 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-04-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116612163","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}

{"title":"Global Medical Imaging, Llc","authors":"Gosia Glinska, Edward D. Hess","doi":"10.1515/9780804777568-024","DOIUrl":"https://doi.org/10.1515/9780804777568-024","url":null,"abstract":"Appropriate for courses on entrepreneurship, managing small businesses, and strategy. This is the story of how a growth company's processes, business model, management team, and founders evolve in response to growth. The case shows the difficulty of growing while undergoing process and people changes and raises the issue of whether the people or the process should follow or precede growth. It illustrates the necessity for people and processes to reininvent themselves in order to handle new management challenges.","PeriodicalId":118788,"journal":{"name":"Darden Case: Strategy (Topic)","volume":"25 2","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-04-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131922888","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}

{"title":"Developing and Nurturing Strategic Capabilities","authors":"Ming-Jer Chen, L. Grayson, G. Fairchild, R. Freeman, Elis Olsson, Signe Olsson, S. Venkataraman, Jenny Mead","doi":"10.2139/ssrn.1585671","DOIUrl":"https://doi.org/10.2139/ssrn.1585671","url":null,"abstract":"Brief discussion of resources and capabilities, their importance, and their role in the creation of competitive advantage. Excerpt UVA-S-0167 January 11, 2010 DEVELOPING AND NURTURING STRATEGIC CAPABILITIES Strategic management involves creating uncommon value for all stakeholders, including customers, employees, shareholders, and suppliers. Managers focus on the means and resources needed to develop products and services that provide desirable and distinctive benefits for as many stakeholders as possible; organizations work to deliver consistently uncommon value through integrated systems of durable relationships, resources, and routines. As systems are developed, managers work to strengthen and guard the processes and knowledge underpinning these combinations to retain, protect, and enhance this value to their stakeholders and to ensure that competitors will find them difficult to replicate. Capabilities may involve deceptively simplistic, routine procedures or policies, or codified, detailed analytical frameworks or tools. Managers can best add value when they address: Which combinations of elements are necessary to create the most value for stakeholders? How can our organization develop these combinations? What investments need to be made to achieve product and service superiority in the eyes of multiple stakeholders? How can these bundles of knowledge and resources be paired with complementary systems within and outside of the organization? With these questions as guides, managers can focus on the resource and knowledge investments necessary to produce superior products or services, and thus, competitive advantage. Accounting for Capabilities A simplified model of value creation involves (1) an organization’s use of inputs, (2) the processes used to refashion those inputs into outputs, and (3) the placement of these outputs in the marketplace. Accounting measures can approximate the raw material inventory an organization holds in its warehouses, the labor output (measured in hours) to produce a finished product, and the piece and market values of final products. An organization’s capabilities, however, are valued assets that may not appear on its balance sheet. An approach to measuring capabilities involves critically evaluating whether they are valuable, rare, inimitable, and nonsubstitutable (VRIN attributes). Integration with Other Strategy Frameworks . . .","PeriodicalId":118788,"journal":{"name":"Darden Case: Strategy (Topic)","volume":"55 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-04-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122034747","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}

{"title":"Competing for Advantages: From Industry Analysis to Competitive Dynamics","authors":"R. Freeman, G. Fairchild, S. Venkataraman, Jenny Mead, Ming-Jer Chen","doi":"10.2139/ssrn.1585672","DOIUrl":"https://doi.org/10.2139/ssrn.1585672","url":null,"abstract":"Technical note on industry analysis and competitive dynamics. \u0000Excerpt \u0000UVA-S-0168 \u0000Rev. Jan. 28, 2016 \u0000Competing for Advantages: \u0000From Industry Analysis to Competitive Dynamics \u0000Strategy is about enabling value creation, and a company whose strategy emphasizes value creation for stakeholders should improve its competitive position. Managing this competition and understanding how firms compete for advantages are essential parts of a strategist's job. \u0000Two commonly used approaches for analyzing competition in strategic management are the Five Forces Industry Analysis and competitive dynamics. These two approaches are complementary, the former taking a macro view of industry structure, the latter a micro view of action-response; taken together, they provide a comprehensive understanding of business strategy and competition. This note is a brief summary of the two perspectives. \u0000. . .","PeriodicalId":118788,"journal":{"name":"Darden Case: Strategy (Topic)","volume":"59 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-04-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115798173","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}

{"title":"Better World Books","authors":"Gosia Glinska, Edward D. Hess","doi":"10.1515/9780804777568-016","DOIUrl":"https://doi.org/10.1515/9780804777568-016","url":null,"abstract":"Appropriate for entrepreneurship and managing a small business courses. The case follows the evolution of a small business and its founders as they face the challenges of growth. They bring in an experienced CEO from outside to scale the business and deal with the issues of scaling the business model, production, and distribution while retaining the company's core as a for-profit company with a social mission.","PeriodicalId":118788,"journal":{"name":"Darden Case: Strategy (Topic)","volume":"8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-04-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133805971","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}

{"title":"Jonathan Virginia, Inc","authors":"Edward D. Hess","doi":"10.2139/ssrn.1583322","DOIUrl":"https://doi.org/10.2139/ssrn.1583322","url":null,"abstract":"This case is appropriate for teaching in business management and strategy courses. At issue in this case is how to institutionalize a business beyond what the entrepreneur has started. This founder built a very profitable business and is responsible for all its critical business functions. After more than 20 years will he be able to build a management team? Can he scale his business to the next level? \u0000Excerpt \u0000UVA-ENT-0135 \u0000October 21, 2009 \u0000Jonathan Virginia, Inc. \u0000Jonathan Virginia, Inc. (JVI), a premier designer and manufacturer of luxury packaging, used fine woods, metals, fabrics, and papers from around the world. Based in Charlottesville, Virginia, this global company sourced materials worldwide, manufactured with partners in China, and sold products to global companies that distributed chocolate, watches, spirits, humidors, cigars, coffee and teas, and coins for collectors to the U.S. and British mints. \u0000JVI was founded by Jon Fink, who at the age of 17 in his hometown of Roanoke, Virginia, had met an elderly fine-guitar maker who taught Fink his craft. Fink learned that being an experienced artisan required patience, time, and a love for the materials. Fink enrolled in the University of Virginia, where he majored in religion, but in his spare time, he continued to learn how to make fine guitars. \u0000After graduating in 1978, Fink was accepted as a provisional artisan at the McGuffey Art Center in Charlottesville where he built, sold, and repaired guitars. Fink viewed this opportunity to share space with 40 different artisans and to learn to work with such different materials as woods, textiles, metals, and photography as his graduate education. It was here that he developed further his perceptual strengths and his passion for detail. \u0000. . .","PeriodicalId":118788,"journal":{"name":"Darden Case: Strategy (Topic)","volume":"60 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-04-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126536353","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}