Darden Case: Business Communications (Topic)最新文献

{"title":"Ownership, Control, and the Role of Equity in New Ventures","authors":"S. Sarasvathy","doi":"10.2139/ssrn.3687283","DOIUrl":"https://doi.org/10.2139/ssrn.3687283","url":null,"abstract":"This technical note discusses how a high-potential start-up entrepreneur should use equity in building and growing a new venture. One of the most crucial things for entrepreneurs to understand is equity: Most high-growth ventures grow through equity partnerships, but most new ventures fail because relationships between founding partners and other equity partners become conflicted and impossible to repair. You need to share equity to build an enduring high-growth venture. But sharing equity without understanding how increases the probability for the venture breaking up and failing. The note addresses multiple topics regarding equity, including compensation, profit sharing, decision rights, and cap tables.<br><br>Excerpt<br><br>UVA-ENT-0226<br><br>Sept. 2, 2020<br><br>Ownership, Control, and the Role of Equity in New Ventures<br><br>One of the most crucial things for a high-potential start-up entrepreneur to understand is how to use equity in building and growing the new venture. There are at least three reasons for this:<br><br>1. Most high-growth ventures grow through equity partnerships. That means equity deals get structured and restructured in a variety of ways as the venture evolves into a large, stable corporation—whether public or private.<br><br>2. At the same time, most new ventures fail not due to bad management, slow market uptake, or lack of cash, but because relationships between founding partners and other equity partners become conflicted and impossible to repair.<br>","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"40 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123544823","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":"Financial Analytics Toolkit: Cash Flow Projections","authors":"M. Lipson","doi":"10.2139/ssrn.3460758","DOIUrl":"https://doi.org/10.2139/ssrn.3460758","url":null,"abstract":"This note reviews the basics of projecting cash flows for a typical operating decision. To find the economic consequences of any decision, one needs to project the cash flow effects of that decision and discount those at the appropriate hurdle rate. The focus on cash flows arises because any evaluation of economic impact must recognize opportunity costs—the other uses to which one might allocate resources available to a firm. This note discusses two typical ways to organize operating information to calculate cash flow, typically referred to as free cash flow in this context. The first estimates the cash consequences related to various elements of a decision. The second starts with a typical accounting estimate of operating income before taxes and then makes adjustments. The concepts in this note are applied to the firm Morgan Industries, a setting that has been integrated across all the Financial Analytics Toolkit series of technical notes. \u0000 \u0000Excerpt \u0000 \u0000UVA-F-1896 \u0000 \u0000Rev. Dec. 6, 2019 \u0000 \u0000Financial Analytics Toolkit: Cash Flow Projections \u0000 \u0000To find the economic consequences of any decision, one needs to project the cash flow effects of that decision and discount those at the appropriate hurdle rate. This note reviews the basics of projecting cash flows for a typical operating decision. \u0000 \u0000The focus on cash flows arises because any evaluation of economic impact must recognize opportunity costs—the other uses to which one might allocate resources available to a firm. Since a cash flow received today can be invested, it matters whether a decision generates a cash flow today versus a cash flow in the future. The central challenge with cash flow projections, therefore, is to adjust correctly for items that affect the timing of cash flows: accrual accounting impacts on reported results and tax effects associated with depreciation and amortization. \u0000 \u0000There are two typical ways to organize operating information to calculate cash flow. The first estimates the cash consequences related to various elements of a decision. We will refer to this approach as a calculation of cash flow by parts. The second starts with a typical accounting estimate of operating income before taxes and then makes adjustments. We will refer to this approach as a calculation of free cash flow. In either situation, the resulting cash flow can be referred to as \"free cash flow,\" though this name is more commonly associated with the second approach. \u0000 \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"24 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-09-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126450120","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":"Just: Positioned to Target Mainstream Tastes? (A)","authors":"Luca Cian, Gerry Yemen, J. Boichuk","doi":"10.2139/ssrn.3445952","DOIUrl":"https://doi.org/10.2139/ssrn.3445952","url":null,"abstract":"Well suited for MBA and undergraduate marketing programs, this case uses product positioning and placement during the early growth stages of a start-up's brand in the food industry to unfold circumstances that allow for an analysis of the firm's positioning and food marketing decisions. All products are plant-based foods distributed nationally in the United States. Seeking to target mainstream tastes and low price, tensions among the three pillars of the brand's marketing strategy, which are quality, accessibility, and sustainability, leave the case open to explore uncertainty, positioning, marketing mix, and consumer behavior. The A case opens with Josh Tetrick, Just's founder and CEO, facing an obstacle to the brand around accessibility. Target delisted all Just products in its stores after receiving an unverified, anonymous letter claiming that some of the products were unsafe and mislabeled. Although it only accounted for a small percentage of sales, losing Target affected Just's ability to meet its distribution goal to reach price-conscious consumers where they shopped and its greater goal to build a food system where everyone could eat well. \u0000Excerpt \u0000UVA-M-0956 \u0000Rev. Aug. 20, 2019 \u0000Just: Positioned to Target Mainstream Tastes? (A) \u0000Just CEO Josh Tetrick founded his food innovation start-up in San Francisco in 2011. Six years later, he was running the multi-million-dollar company based on “things he knew to be true.” The truth that had set Tetrick in motion was that the the arconventional food system left billions of people eating poorly or not at all. Another truth that guided Just was that many mainstream consumers rejected veganism, which ran counter to their identities. As such, Tetrick and his team were dead set on positioning the Just brand in such a way that it would appeal to mainstream consumers—not because Just products happened to be plant based or because they aimed to cause no unnecessary harm to the planet or to animals—but because Just products were high quality, accessible, and affordable. Indeed, the three pillars of the brand's marketing strategy were quality, accessibility, and sustainability. Just's mantra was that humankind had a system problem, not a people problem: it was too easy for mainstream consumers to do the wrong thing. In Tetrick's estimation, “The only way the good thing wins is when the good thing is so radically better than the not-so-good thing that you cannot help but do it. If it's not affordable and delicious, it's completely irrelevant to solving the problem.” \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"21 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-09-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127996789","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":"Highly Recommended: Collaborative Filtering Gives Customers What They Want","authors":"R. Venkatesan, Shea Gibbs","doi":"10.2139/ssrn.3445953","DOIUrl":"https://doi.org/10.2139/ssrn.3445953","url":null,"abstract":"Netflix Top Picks, Amazon recommendations, the iTunes Genius button. They all have one thing in common: they are driven by clever algorithms that use a technique known as collaborative filtering. Often used in machine learning operations, collaborative filtering is the process by which a firm like Netflix generates predictions about a single user's preferences using data taken from a large number of users. This technical note offers an overview of three of the main collaborative filtering methods: slope one, a purely predictive nonparametric model; ordinal logit, a parametric regression model; and alternative least squares, a matrix factorization technique. \u0000Excerpt \u0000UVA-M-0974 \u0000Aug. 23, 2019 \u0000Highly Recommended: \u0000Collaborative Filtering Gives Customers What They Want \u0000You're ready to Netflix and chill. You pull up your browser and scroll through the new releases on Netflix.com. Nothing looks interesting. You turn your attention to the recommended titles, the “Top Picks” selected just for you. And there it is—the classic film you'd forgotten you wanted to see but has always been at the top of your to-watch list. \u0000Netflix Top Picks, Amazon recommendations, the iTunes Genius button. They all have one thing in common: they are driven by clever algorithms that use a technique known as collaborative filtering. \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"29 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-09-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123111994","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":"Personal Budgeting Overview: One Last Pedicure","authors":"G. Fairchild, T. Fairchild, C. Black, Liz Ivaniw Jones","doi":"10.2139/ssrn.3431279","DOIUrl":"https://doi.org/10.2139/ssrn.3431279","url":null,"abstract":"A daughter teaches her mother how to handle her finances by creating a budget.<br><br>Excerpt<br><br>UVA-F-1865<br><br>Jul. 23, 2019<br><br>Personal Budgeting Overview: One Last Pedicure<br><br>Introduction<br><br>Jackie McKenzie loved to dance and was an instructor at a dance studio; however, she did not love how hard it was for her to stretch her income. As she stood in the checkout line at the grocery store, she wondered if her $ 2,900 a month income was really enough for her and her youngest daughter, Millie. She watched anxiously as the cashier rang her up. With each quick swipe of the cashier's hands, Jackie looked at the total price on the monitor and knew she was going to come up short on money for her groceries.<br><br>Once the cashier was done, sure enough, the total of $ 150 was more than Jackie had in cash or in her checking account, and she was close to maxing out her credit card for the month. The last payment went to one of Jackie's bimonthly rituals—a shiny red pedicure. She flushed with embarrassment as she took items out of her cart and put them back on the conveyor. The cashier sighed with exasperation as she deducted the items, and Jackie was sure the other customers behind her in line were impatient. Somehow, she had lost track, again, of how much she had to spend that month. She remembered buying that beautiful red dress at the mall two weeks ago—an impulse she now regretted.<br><br>. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"14 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-07-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125659947","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":"Potential Volatility Comes to Earnings: A Look at Berkshire Hathaway's Equity Investments","authors":"Luann J. Lynch, Mark E. Haskins","doi":"10.2139/ssrn.3409476","DOIUrl":"https://doi.org/10.2139/ssrn.3409476","url":null,"abstract":"Based in Omaha, Nebraska, Berkshire Hathaway Inc. is a holding company that invests in many diverse businesses. The most significant of those are property and casualty insurance businesses, although the company owns businesses in the railroad, utilities, energy, and finance industries as well. The case focuses on accounting for investments at Berkshire Hathaway. The company adopted the new US guidance (ASU 2016-01) on accounting for investments in its 2018 10-K, and key excerpts from that report comprise much of the case. Students are asked to review Berkshire Hathaway's financial statements and the footnotes related to its investments, consider the method of accounting for those investments, and decipher their impact on the financial statements. \u0000 \u0000Excerpt \u0000 \u0000UVA-C-2426 \u0000 \u0000Rev. Dec. 6, 2019 \u0000 \u0000Potential Volatility Comes to Earnings: A Look at Berkshire Hathaway's Equity Investments \u0000 \u0000It was mid-February 2019, and Maria rushed home. She knew that Warren Buffett's annual letter to shareholders had been posted to the Berkshire Hathaway Inc. (Berkshire Hathaway) website that morning, and she was anxious to see what Buffett, known as the \"Oracle of Omaha,\" had to say about Berkshire Hathaway's 2018 performance. She walked hurriedly through the front door of her condo, opened her laptop, located the letter on the website, and printed a copy to read. \u0000 \u0000Berkshire earned $ 4.0billion in 2018 utilizing generally accepted accounting principles (commonly called \"GAAP\"). The components of that figure are $ 24.8billion in operating earnings, a $ 3.0billion non-cash loss from an impairment of intangible assets (arising almost entirely from our equity interest in Kraft Heinz), $ 2.8billion in realized capital gains from the sale of investment securities and a $ 20.6billion loss from a reduction in the amount of unrealized capital gains that existed in our investment holdings. \u0000 \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"18 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-06-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121276049","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":"Tesla and the Future of Autonomous Driving","authors":"Manel Baucells, Gerry Yemen","doi":"10.2139/ssrn.3401222","DOIUrl":"https://doi.org/10.2139/ssrn.3401222","url":null,"abstract":"An investor, Janice Zhuk, examines Tesla's quarterly safety data that includes the number of miles it took to register one accident among Tesla cars driving with autopilot versus those without autopilot. The data set is small, so the validity of any statistical analysis may be compromised. The data allow one to run a simple t-test comparison of means. Because of the small sample size, the case invites a discussion on the hypothesis of the regression model, in particular, the normality of the residuals. \u0000Excerpt \u0000UVA-QA-0911 \u0000Rev. Jul. 24, 2019 \u0000Tesla and the Future of Autonomous Driving \u0000Janice Zhuk was an investor who for the past 20 years had success investing in new technology. Getting in on the ground floor meant being comfortable with uncertainty. Her newest interest—a fleet of shared robotaxis. As ideas around electric vehicles (EV) and autonomous vehicles (AV) moved into development, she closely followed just about everything in the works. With Toyota, Ford, and Tesla investing in EV and AV, Zhuk had much to follow, but Tesla was her favorite. \u0000How could Zhuk resist the emotion the firm's flamboyant CEO, Elon Musk, ignited around AV and his claim that by 2020, Tesla would have a million self-driving robotaxis on the road? And with a billowing $ 2.35billion stock and bond boost in early May 2019, it looked like Tesla had investors' attention. Musk himself announced he would buy $ 25 million more in shares (102,880), pushing the deal to $ 2.7 billion. Three days later, the capital raise was closed—it had been oversubscribed. \u0000Reacting with less emotion, Zhuk kept data on each step artificial intelligence made toward self-driving. She focused on autopilot and the question of safety—since Tesla was transparent around some data collection, she checked in. How was it going? \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"7 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-06-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125584016","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":"$2,500","authors":"R. Freeman, Jenny Mead, Christian Lown","doi":"10.1108/case.darden.2016.000002","DOIUrl":"https://doi.org/10.1108/case.darden.2016.000002","url":null,"abstract":"This case present the dilemma of an employee who, having been terminated in a manner he deems unfair, has to decide whether to cash or return a $2,500 check. Excerpt UVA-E-0251 Rev. May 30, 2019 $ 2,500 Sorting through the day's mail—various catalogs, bills, and Christmas cards—I came across the letter I was expecting from American Express. It contained a $ 2,500 check made out to me. Now I was faced with a dilemma I was dreading: Should I cash the check or not? Severance Up until several weeks ago, I was part of the Asian Equity Sales Group at Global Investment Banking. One morning, the managing director asked us to meet in the bank's main auditorium. We had heard rumors that the bank was going to close its Asian Investment Banking division, and the managing director's request indicated that there might be truth to the rumors. Soon after we filed into the auditorium and took our seats, members of the human resources staff handed out severance packages in manila envelopes. Standing at the podium, the managing director announced that the bank was heading in a different direction and, as a result, was drastically reducing its Asian exposure. Sitting there, I thought back to a year ago, when the same managing director had stood at the same podium and told us how excited the bank was to be expanding its presence in Asia. . . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-05-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126175031","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":"Henry Spots a Problem at Sunshine O.J. (A)","authors":"G. Fairchild, Stephen E. Maiden","doi":"10.2139/ssrn.3393825","DOIUrl":"https://doi.org/10.2139/ssrn.3393825","url":null,"abstract":"Henry Franklin works at Sunshine O.J. (Sunshine), a three-year-old, fast-growing organic orange juice manufacturer near Charleston, South Carolina. Before his employment at Sunshine, Franklin worked for about two decades in his family's business, Franklin's Hardware. Franklin learned a great deal during his time in the hardware business and hopes to use some of his insights to help Sunshine, which has been struggling to become profitable. This A case introduces inventory generally and highlights differences between “last in, first out” (LIFO) and “first in, first out” (FIFO) accounting. Franklin's manager asks him to prepare a LIFO/FIFO analysis for Sunshine based on real data so that he can present it in a management meeting. \u0000Excerpt \u0000UVA-OM-1614 \u0000May 16, 2019 \u0000Henry Spots a Problem at Sunshine O.J. (A) \u0000Introduction \u0000Henry Franklin was already imagining the praise that would come from his new boss, Virginia Silverstein. The broad smiles, the calls from upper management congratulating him, the career fast track. He could see it all unfolding in his mind's eye. It wasn't every day that the new guy, the guy who didn't even graduate from college, had a chance to stand out like this. \u0000Franklin smiled as he pulled his Honda Civic into his usual parking spot at Sunshine O.J. (Sunshine), an organic orange juice manufacturer near Charleston, South Carolina. Sunshine was a relatively new player in the orange juice game—only three years old, but growing fast. The founders had seen an opportunity to steal market share from the entrenched leaders—Tropicana, Minute Maid, Florida's Natural, and Simply Orange—by sourcing their oranges from an organic farm in Brazil. The juice had won praise from critics for its creamy, low-acid flavor and healthy aftertaste. \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-05-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126386394","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":"Fake News and the News Feed","authors":"B. Parmar, Benjamin Leiner, Jenny Mead","doi":"10.2139/ssrn.3393819","DOIUrl":"https://doi.org/10.2139/ssrn.3393819","url":null,"abstract":"Tessa Lyons was a rising star at Facebook. She had been the project manager in charge of news feed integrity for a little over a year, stationed at the front lines in the battle against misinformation and “fake news.” However, in early 2019, she faced an ethical dilemma that could define her tenure at the company and perhaps her career: whether to ban Alex Jones and the content from his platform, Infowars, from the Facebook news feed. \u0000Excerpt \u0000UVA-E-0429 \u0000Rev. Jul. 24, 2019 \u0000Fake News and the News Feed \u0000Tessa Lyons was a rising star at Facebook. She had been the project manager in charge of news feed integrity for a little over a year, stationed at the front lines in the battle against misinformation and “fake news.” However, in early 2019, she faced an ethical dilemma that could define her tenure at the company and perhaps her career: whether to ban Alex Jones and the content from his platform, Infowars, from the Facebook news feed. As she took a sip of her cold brew, Lyons knew she had many ethical and strategic considerations to ponder before she made her recommendation to Facebook COO Sheryl Sandberg. \u0000History of Facebook and the News Feed \u0000Mark Zuckerberg first conceived of Facebook in his Harvard dorm room in 2004. His first website was called FaceMash and was constructed as a “hot or not” website to rate the attractiveness of women at Harvard. After taking down the website, Zuckerberg redesigned it as an online portal for Harvard students to connect with one another. Within one month of launch, half of Harvard's undergraduates had registered on “thefacebook.com.” By December 2005, the company, which had moved to Palo Alto, California, dropped the “the,” purchased the domain name “facebook.com,” and had six million users. As of Q2 2017, Facebook had reported over two billion users worldwide. \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"79 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-05-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133027305","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}