Darden Case: Business Communications (Topic)最新文献

{"title":"Hedge Fund Pitch and Persuasion (a)","authors":"Brian Moriarty, Stephen E. Maiden","doi":"10.2139/ssrn.3378930","DOIUrl":"https://doi.org/10.2139/ssrn.3378930","url":null,"abstract":"This field-based case uses the experiences of an equity analyst at his first job post–MBA to explore challenges of persuading a boss to support an action that the analyst determined would benefit the firm. In the A case, Fred Hill had been at his job for two years and believed he had come across a fresh idea—a long stock position in J. C. Penney (JCP). The company was misunderstood by the market, had a catalyst, and the valuation was cheap, all the things his boss usually required to initiate a size position in the portfolio. Hill knew it would take multiple conversations, clear analytical deliverables, and a passionate pitch with the boss to get him comfortable enough to buy JCP. Hill had intended to introduce the stock briefly at the meeting as a prelude to a larger pitch in the next day or two, but the tables had turned and it was time to do it now. The analysis had to be right and the communication crisp or Hill would be fired. At the end of the case, Hill's job is to convince his boss to buy more JCP stock. The A case includes an Excel supplement with Hill's valuation of JCP and would be suitable for an introductory finance class in addition to management communication. The B case provides Hill's actual pitch, his boss's responses, and the challenge to communicate effectively the reasons to stay with the position during the volatile days that accompanied any new investment in the stock market. \u0000Excerpt \u0000UVA-BC-0272 \u0000Apr. 18, 2019 \u0000Hedge Fund Pitch and Persuasion (A) \u0000Fred Hill, the 30-year-old special situations equity analyst for the $ 1 billion hedge fund Nelson Ridge Partners, grabbed the notebook from his desk and stepped into the conference room for the firm's morning meeting. It was 9:00 a.m. on August 22, 2003. Around the oak table were four other analysts for the multistrategy fund responsible for evaluating event-driven, merger-arbitrage, distressed-debt, and technology-investment opportunities in the US stock and bond markets and making recommendations to the firm's portfolio manager, Mark Savage. \u0000Savage, a 45-year-old with a formidable physique, penetrating eyes, and a notorious temper, entered the room, trailed by the firm's trader, Big Rob. Savage fixed the first analyst in his gaze. “So, what have we got?” Listening as he took notes, Savage fired questions at each analyst who defended and made recommendations on their existing portfolio positions. At the end of each analyst's update, Savage was legendary for thundering, “Well, what have you got that's fresh?” Hill noticed in his two years at the fund that Savage liked to push his analysts, intimidate them, to test their convictions on their stock recommendations. “To last in the firm,” Hill said, “you had to know your stuff and be able to get it across under pressure.” Hill believed that effectively communicating a stock had nearly as much importance as the idea itself. He prided himself on generating creative and thorough ideas. “But without persuading Savage to buy my stock,","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-04-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132589765","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":"Private Banking Advisers at Bcb Edmonton (a)","authors":"Anton Ovchinnikov","doi":"10.2139/ssrn.3301966","DOIUrl":"https://doi.org/10.2139/ssrn.3301966","url":null,"abstract":"A bank manager is thinking about how to manage the new private banking advisers (PBA) practice in her region. For that she needs to determine how many PBAs she needs, where they should be located, and to which branches each of them should be assigned. This three-case series exposes students to the underlying sequence of analytical tasks, which culminate in solving an integer-programming optimization model—a main tool of prescriptive analytics. The assignment part of the problem (e.g., given the home-base locations of advisers, how should branches be assigned) is solvable in Excel, but the higher-level problem of where the PBAs should be located is beyond the scale of the built-in Excel solver. The case's teaching note recommends the Gurobi solver (which is available to students for free), that is controlled through a Python interface (which is on track to becoming world's most popular programming language). The (A) case presents the problem and data \"as they are.\" The (B) case focuses on the descriptive analytics task of visualizing the branch locations to gain intuition. Tableau software is used with default and advanced mapping functionality. The (C) case focuses on the predictive analytics task of estimating travel times between branches. Python code for that is provided, which repeatedly calls Google Maps to obtain the travel times—a task known as the application programming interface (API). By following the A-B-C sequence, the students will have all they need to build the optimization model. With A-B, they have a lot of intuition but still need to estimate travel times. With just the A case, the situation is mostly open ended: it is up to the students to decide what to do, in addition to how to do it.The case is suitable for advanced undergraduate or MBA electives on analytics, or for fast-growing Masters in Analytics programs. \u0000Excerpt \u0000UVA-QA-0905 \u0000Dec. 10, 2018 \u0000Private Banking Advisers at BCB Edmonton (A) \u0000“I think we need six,” thought Wallace, looking at the data of the Edmonton area branches of the Big Canadian Bank (BCB) (Exhibit 1). \u0000“But will the six work? And could five work?” she wondered. “Five would certainly be better than six. Or maybe even four?” Wallace was referring to an important pilot that BCB was planning to run first in Edmonton before rolling out nationally and internationally: Private Banking Advisers (PBA) practice. She needed to decide how many PBAs the Edmonton area would need. \u0000Canadian Banking, “Big Five,” and BCB \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"28 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-12-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129373162","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":"Maxine Hall at Northwest Middle School (a)","authors":"Morela Hernandez, Scott Guggenheimer","doi":"10.2139/ssrn.3301958","DOIUrl":"https://doi.org/10.2139/ssrn.3301958","url":null,"abstract":"Maxine Hall, the new principal at Northwest Middle School, knew when she started that the school was suffering from a sense of distrust between teachers and administration, as well as a high degree of student disengagement and absenteeism. To unlock student achievement and instill much-needed consistency and alignment across the school, Hall implemented data-driven instruction, but her efforts were stymied by an unwillingness to change among staff and teachers. This case is used at Darden in executive programs for leaders in education and second-year MBA courses on leading change. It would also be suitable in courses covering data-driven instruction, school transformation, leadership, and change processes. \u0000Excerpt \u0000UVA-OB-1271 \u0000Rev. Jul. 30, 2020 \u0000Maxine Hall at Northwest Middle School (A) \u0000The summer before she became principal at Northwest Middle School in Anaheim, California, Maxine Hall held a retreat for teachers and staff. She knew that the relationship between teachers and the administration was contentious. \u0000Hall had inherited a leadership team that included two deans and two assistant principals, one of whom had tried for Hall's job and thus resented her presence. Teachers had lacked support from these administrators, and a sense of apathy permeated the school. There was also a heavy union presence at the school because teachers believed the previous administration had violated teacher contracts. During the summer retreat, Hall acutely felt the environment of distrust, as various factions of teachers argued with each other and with the administration about who was to blame for the school's past struggles. \u0000The school also suffered from student disengagement and absenteeism. Students who were perceived to be disruptive were typically sent to the office and then home, so they missed significant instructional time. \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"88 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-12-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132018571","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":"(Still) Fighting the Financial Crisis of 2008: Ten Years Later","authors":"R. Bruner","doi":"10.2139/ssrn.3293513","DOIUrl":"https://doi.org/10.2139/ssrn.3293513","url":null,"abstract":"Set in the spring of 2018, the US Congress contemplated changes to the Dodd-Frank Act in an effort to improve financial regulation in the United States. The case offers details on the slow recovery from the financial crisis of 2008, on protest and political movements that ensued, on the Dodd-Frank Act of 2010, and on 14 proposals for new financial regulation. As of 2018, Senator Elizabeth Warren and Representative Jeb Hensarling offer differing regulatory agendas for the financial services industry in the United States. \u0000Excerpt \u0000UVA-F-1838 \u0000Jul. 27, 2018 \u0000(Still) Fighting the Financial Crisis of 2008: Ten Years Later \u0000A decade after the financial crisis of 2008, Senator Elizabeth Warren and Representative Jeb Hensarling led continuing debates over the adequacy of laws and regulations to prevent or mitigate future financial crises. Senator Warren advocated tighter regulation; Representative Hensarling argued that regulations were ineffective, costly, and had retarded the recovery of the economy from the crisis of 2008. By 2018, the ongoing political ferment around financial crises revealed that anger about the crisis of 2008 had not yet subsided. Over a dozen new remedies commanded the consideration of public leaders. What problems were these proposals trying to fix? And from the vantage point of a decade later, which remedies seemed appropriate? Why? More generally, should the aim of regulation be to reduce the risk of future crises to zero? \u0000In 2010, Congress passed the Dodd-Frank Act (see Exhibit1) that imposed special stress tests and capital requirements on “significantly important financial institutions” (SIFIs), limited the ability of the US Federal Reserve (Fed) to respond as a lender of last resort, and created the Consumer Financial Protection Bureau to regulate new financial products. In signing the act, President Barack Obama said, “These reforms represent the strongest consumer financial protections in history…because of this law, the American people will never again be asked to foot the bill for Wall Street's mistakes.” \u0000In 2011, a commission chartered by Congress issued a report on the crisis that sparked controversy and recriminations about the causes of and responsibility for the crisis. In 2008, 2010, and 2012, the Fed pursued programs of “quantitative easing” (QE), massive asset purchases aimed at driving interest rates to historically low levels and stimulating the economy. Protests and new political movements met these and other government actions with hostility—and culminated in an especially polarizing presidential campaign in 2016. \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"62 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-11-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121692230","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":"United Technologies Corporation Buys Rockwell Collins, Inc.","authors":"Luann J. Lynch","doi":"10.2139/ssrn.3291187","DOIUrl":"https://doi.org/10.2139/ssrn.3291187","url":null,"abstract":"A senior industry analyst focused on aviation and aerospace at an investment advisory firm in Northern Virginia, pondered the potential implications of the acquisition by United Technologies Corporation of Rockwell Collins for aviation around the world. It was certain that the deal would impact not only the two companies involved, but it would also have a substantial impact on their customers, suppliers, employees, shareholders, and others. \u0000Excerpt \u0000UVA-C-2415 \u0000Oct. 26, 2018 \u0000United Technologies Corporation Buys Rockwell Collins, Inc. \u0000Margaret Cortez, a senior industry analyst focused on aviation and aerospace at an investment advisory firm in Northern Virginia, pondered the potential implications of the acquisition by United Technologies Corporation (UTC) of Rockwell Collins for aviation around the world. The biggest acquisition in aerospace history had recently been announced, although many had speculated it might be forthcoming. No doubt the deal would impact not only the two companies involved, but it would also have a substantial impact on their customers, suppliers, employees, shareholders, and others. In its official press release announcing the acquisition, UTC Chairman and CEO Greg Hayes indicated: \u0000This acquisition adds tremendous capabilities to our aerospace businesses and strengthens our complementary offerings of technologically advanced aerospace systems. Together, Rockwell Collins and UTC Aerospace Systems will enhance customer value in a rapidly evolving aerospace industry by making aircraft more intelligent and more connected. The integrated companies' expertise in developing electrical, mechanical, and software solutions will allow us to deliver more innovative products and services and provide greater value to our customers and shareowners. \u0000Due to the complementary product offerings, the deal gave UTC “control over manufacturing of airline parts from ‘nose to tail.'” The price tag had been steep. UTC would pay $ 23billion for the company ($ 30billion including the assumption of around $ 7billion of Rockwell Collins' debt). Cortez decided that the potential impact of this acquisition might warrant some reflection. She wanted to start by looking at the effects of the acquisition on UTC's consolidated financial statements. \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"48 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-11-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116067024","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":"A/B Testing at Vungle","authors":"Y. Grushka-Cockayne, K. C. Lichtendahl, Bert De reyck, I. Fragkos","doi":"10.2139/ssrn.3213752","DOIUrl":"https://doi.org/10.2139/ssrn.3213752","url":null,"abstract":"Two recently graduated MBA students are tasked with developing an ad-serving learning algorithm for a mobile ad-serving company. The case illustrates the way in which hypotheses can be tested in an A/B format or \"horse race\" in order to establish customer preferences and superior profitability. The case was written for a course elective covering hypothesis testing. \u0000Excerpt \u0000UVA-QA-0821 \u0000Rev. Mar. 7, 2017 \u0000A/B Testing at Vungle \u0000Andrew Kritzer and Hammond Guerin stared at the screen and then at each other. It was June 30, 2014—six weeks since they had graduated from the Darden School of Business. The ad-serving algorithm Kritzer and Guerin had spent six months developing for Vungle, a mobile advertising company, seemed to be outperforming the company's current algorithm. But they did not want to start celebrating too soon. Could their algorithm really deliver the type of improvement they had promised Vungle's CEO? Would install rates of advertised apps really increase? Would Vungle see an increase in ad-serving efficiency as a result? \u0000Neither Kritzer nor Guerin could afford for the algorithm to disappoint. Now that he had graduated, Kritzer was headed to LinkedIn, having left a legend among MBA students for his appreciation of data science, tech, and media and raising expectations for what Darden students knew and could learn about data science, analytics, and the ever-growing world of big data. His work on the Vungle project during his second year had received a lot of attention, and he was looking forward to having the results support the effort. \u0000Guerin's data science capabilities were also legendary among his MBA peers. He won every school forecasting competition, and his data mining algorithms even beat those of the professional consultants who did classroom visits. Late in his second year, Guerin decided to turn down a generous offer from a well-known consulting firm in favor of an offer from Vungle for an annual salary of $ 100,000 and stock options to serve as the head of Vungle's brand new data science team out in the company's San Francisco headquarters. The job was a dream for the computer scientist turned MBA. He and his wife were already house hunting in the Bay Area, looking for the right place to raise their baby daughter. \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"28 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127669794","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":"Akron Crane Works: The Insourcing Proposal","authors":"M. Lipson","doi":"10.2139/ssrn.3173941","DOIUrl":"https://doi.org/10.2139/ssrn.3173941","url":null,"abstract":"In 2017, Peter Tang must prepare the economic analysis of a proposal to insource production of certain parts currently purchased by the Tower and Lattice division of Akron Crane Works, a world leader in heavy lifting machinery. The primary motivations for the proposal were rising costs due to vendor price increases and long vendor lead times. \u0000Excerpt \u0000UVA-F-1839 \u0000Rev. Nov. 15, 2018 \u0000Akron Crane Works: The Insourcing Proposal \u0000In November 2017, Peter Tang sat down to prepare the economic analysis of a proposal to insource production of certain parts currently purchased by the Tower and Lattice (TAL) division of Akron Crane Works (ACW), a world leader in heavy lifting machinery. The primary motivations for the proposal were rising costs due to vendor price increases and long vendor lead times. The fabrication technologies for the parts targeted by the proposal were not complex. The TAL division believed internal production would cost less and that, with increased control of production, the division could reduce lead times. To achieve these gains would require a significant investment in new equipment and a modest increase in working capital. \u0000ACW was a respected manufacturer of heavy lifting machinery for the construction industry. In particular, ACW designed and manufactured equipment serving two heavy lifting needs: the large site-installed cranes used primarily in the construction of buildings and the mobile cranes used for hoisting and placing heavy manufactured items such as generators and bridge girders. These two sectors were served by the TAL and the Hydraulics and Platforms divisions, respectively. \u0000Insourcing Proposal \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"38 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-05-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121231214","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":"Schindler Elevator Corporation","authors":"E. N. Weiss, R. Goldberg","doi":"10.2139/ssrn.3159657","DOIUrl":"https://doi.org/10.2139/ssrn.3159657","url":null,"abstract":"This case provides the opportunity for a comprehensive analysis in a service operations strategy course. It touches on subjects including the customer value proposition, profitability, employee management, customer management, robust people versus robust process, queue management, and staffing models.This case can be used as a basis for discussing the \"Four Truths\" from Francis Frei and Anne Morriss, Uncommon Service: How to Win by Putting Customers at the Core of Your Business, 6th ed. (Boston: Harvard Business Press, 2012). The Four Truths are (1) you can't be good at everything, (2) someone has to pay for it, (3) you must manage your employees, and (4) you must manage your customers. Students are asked to decide the necessary service strategy and operational changes as Schindler Elevator Corporation decides how to use current trends in the internet of things. \u0000Excerpt \u0000UVA-OM-1593 \u0000Rev. Jul. 30, 2018 \u0000Schindler Elevator Corporation \u0000What Floor, Please? \u0000In 2017, the US elevator industry was struggling with the transformative potential (and new competitive challenges) of big data and the internet of things (IoT). Across industries, new ways of using data were emerging that had not been widely anticipated before the combination of big data analytics and wired (or wireless) sensor network technology. Industries were presented with new ways to monitor and exploit the predictive and integrative value of measuring different things. How could the experience of riding a motorcycle be enhanced by networking together sensors on the motorcycle and sensors in the clothing of the rider? How could “smart homes” get even smarter by networking together information from an occupant's wearable device (e.g., heart rate, or body temperature) with the occupant's home HVAC thermostat or a sensor measuring mold content? And what happened when those networks were smart—meaning that they could make decisions and take useful action? \u0000Some of the largest barriers to a truly smart sensor network were amassing enough data to be meaningful, and figuring out how to distinguish noise from actionable data. Once collected and determined to be useful, the data still had to be acted upon. That required businesses to make decisions about how to use the data that created value from the customer's perspective. Broadly speaking, to a customer, what often created the most value was some form of prediction—in other words, a sensor network knowing (and adjusting to) the customer's needs before a problem occurred. \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"38 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-04-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121795977","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":"Amazon.Com, Inc. Buys Whole Foods Market","authors":"Luann J. Lynch, Mark E. Haskins","doi":"10.2139/ssrn.3148260","DOIUrl":"https://doi.org/10.2139/ssrn.3148260","url":null,"abstract":"After Amazon.com announced it would acquire Whole Foods, shares of supermarkets in the United States were hit hard; the same was true for grocers in Europe, as investors there worried about the possibility of Amazon moving beyond US borders in the grocery space. Because little had been said regarding the motivation behind the acquisition, the CEO of a large organic-foods supermarket group in Europe decided that the potential impact of this acquisition might warrant some reflection. He wanted to start by looking at the implications of the acquisition on Amazon's consolidated financial statements. \u0000Excerpt \u0000UVA-C-2409 \u0000Rev. Dec. 18, 2018 \u0000Amazon.com, Inc. Buys Whole Foods Market \u0000Gabriel Bertrand, CEO of a large organic-foods supermarket group in Europe, pondered the potential implications of Amazon.com's (Amazon) acquisition of Whole Foods Market (Whole Foods) for grocers around the world. After Amazon announced it would acquire Whole Foods, shares of supermarkets in the United States were hit hard; the same was true for grocers in Europe, as investors there worried about the possibility of Amazon moving beyond US borders in the grocery space. In the company's official press release announcing the acquisition, Amazon's CEO Jeff Bezos commented, “Millions of people love Whole Foods because they offer the best natural and organic foods, and they make it fun to eat healthy. Whole Foods Market has been satisfying, delighting and nourishing customers for nearly four decades—they're doing an amazing job, and we want that to continue.” But beyond that, he had said little regarding the motivation behind the acquisition. Bertrand decided that the potential impact of this acquisition might warrant some reflection. He wanted to start by looking at the implications of the acquisition on Amazon's consolidated financial statements. \u0000Company Description \u0000Founded by Bezos in 1994, Amazon was an Ecommerce and cloud-computing company headquartered in Seattle. It purchased consumer products that it resold to consumers online; had an online platform for third-party sellers to sell their merchandise; sold digital content subscriptions and electronic devices; offered cloud infrastructure through its Amazon Web Services (AWS) segment; and had an annual membership program (Amazon Prime) that included free shipping and access to unlimited streaming of movies and television programs. \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-03-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131184003","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 Battle for Value, 2016: FedEx Corp. versus United Parcel Service, Inc.","authors":"Michael J. Schill, Jenny Craddock","doi":"10.2139/ssrn.3121344","DOIUrl":"https://doi.org/10.2139/ssrn.3121344","url":null,"abstract":"This case invites students to assess the financial performance of FedEx Corp. and United Parcel Service, Inc., two firms that have long competed for dominance in the overnight delivery industry. The case is designed to introduce students to corporate value creation and its sources. It requires no numerical computations; instead, it asks the student to interpret the results and to reflect upon their implications. \u0000Excerpt \u0000UVA-F-1773 \u0000Rev. Jan. 26, 2018 \u0000The Battle for Value, 2016: FedEx Corp. versus United Parcel Service, Inc. \u00002015 was a transformative year for FedEx with outstanding financial results, more powerful customer solutions, and actions to generate increased long-term value for shareowners. We believe FedEx is on a dynamic trajectory that will make 2016 very successful. Our company has never been better positioned to build shareowner value. \u0000—FedEx CEO Frederick W. Smith, \u0000Annual Report 2015 \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"2016 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-02-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125733649","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}