Darden Case: Business Communications (Topic)最新文献

{"title":"Saving Customers at Vigil Home Security","authors":"P. E. Pfeifer","doi":"10.2139/ssrn.2975169","DOIUrl":"https://doi.org/10.2139/ssrn.2975169","url":null,"abstract":"Mike Thomas, director of customer relationships at the second-leading provider of residential security systems in the United States, set out to examine data from 61,235 customer \"saves\" in order to determine if the offer used to persuade a customer not to discontinue service affected the subsequent longevity of the saved relationship. If some offers led to longer subsequent relationships, Thomas's next step would be to reward customer service representatives for these higher-quality saves. \u0000 \u0000Excerpt \u0000 \u0000UVA-QA-0804 \u0000 \u0000Rev. Jun. 10, 2013 \u0000 \u0000SAVING CUSTOMERS AT VIGIL HOME SECURITY \u0000 \u0000One of Mike Thomas's first accomplishments after taking over as director of customer relationships at Vigil Home Security (VHS) was to arrange for customers calling in to cancel their home security service to be routed quickly to the “save desk.” The save desk was the informal name given to the handful of customer service representatives trained to work with customers to try to salvage their business. “It seemed so damned obvious to try to save these folks,” remarked Thomas, “that it was amazing it wasn't already happening. Before I got here, we would just let folks cancel. Because they were about to leave anyway, I argued that anything we can do to save the relationship should be done. Any save is a good save.” \u0000 \u0000“It is just one example,” he continued, “of the easy wins I think are here for us to grab quickly. I helped this company for over 10 years from the outside as a consultant. Now that I'm inside, I'm hoping to move quickly to get things done and make a difference.” \u0000 \u0000VHS was the second-leading provider of residential home security systems in the United States. Customers paid an up-front fee (often heavily discounted) for the installation of the system and then a low monthly fee for 24-7 monitoring by VHS fast responders. Once the system recognized a breach, an on-site alarm would sound, and the VHS fast responders would immediately attempt to contact the homeowner. Although in many cases the breech was caused by the homeowners themselves, on the rare occasions when the responders could not reach the homeowner (or the homeowner confirmed an actual emergency) the fast responders sent local authorities to the home. \u0000 \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":" 7","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132124909","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":"Universal Mind in a Practical World","authors":"Jonathan Doner","doi":"10.18848/2154-8633/cgp/v08i04/15-21","DOIUrl":"https://doi.org/10.18848/2154-8633/cgp/v08i04/15-21","url":null,"abstract":"The purpose of this note is threefold. First to provide a short historical background to the development of the notions of universal mind and related concepts in Aikido and Ki Aikido. Second, to provide an even briefer critique of certain efforts to apply ideas from Aikido and Ki Aikido to issues concerning everyday life, management, and leadership. And third, to examine a set of critical concepts, or principles, which aim to provide a more practical, real-world understanding of universal mind. \u0000 \u0000Excerpt \u0000 \u0000UVA-S-0286 \u0000 \u0000Rev. Apr. 3, 2017 \u0000 \u0000Universal Mind in a Practical World \u0000 \u0000Your mind should be in harmony with the functioning of the universe; your body should be tuned to the movement of the universe; body and mind should be bound as one, unified with the activity of the universe. \u0000 \u0000—Morihei Ueshiba \u0000 \u0000Let us have a Universal Mind that loves and protects all creation and helps all things grow and develop. To unify mind and body and become one with the Universe is the ultimate purpose of our study. \u0000 \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"30 26","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133355746","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":"Chance Encounters Ii","authors":"P. E. Pfeifer","doi":"10.2139/ssrn.2975150","DOIUrl":"https://doi.org/10.2139/ssrn.2975150","url":null,"abstract":"Movie-industry analyst David Fitzhugh must estimate the value of the sequel rights associated with Chance Encounters (CE), a soon-to-be-produced movie. The producers of CE intend to use the cash from the sale of the sequel rights to help fund production of the original movie. With the purchase of the sequel rights to CE, the client intends to produce a sequel to CE--should the original movie prove successful. \u0000 \u0000Excerpt \u0000 \u0000UVA-QA-0783 \u0000 \u0000Rev. Jun. 15, 2012 \u0000 \u0000Chance Encounters II \u0000 \u0000In April 2003, David Fitzhugh, a respected movie-industry analyst, was hired to evaluate an unusual business idea—the purchasing of the sequel rights associated with a soon-to-be-produced movie. About six months earlier, Warmer Brothers Studios had approached Fitzhugh's client with a proposal. For $ 3 million, Warmer Brothers offered to sell the rights to produce a sequel to Chance Encounters, Warmer Brothers' newest movie. A string of poorly performing movies had left Warmer Brothers badly in need of cash to finance this latest project. Warmer would use the $ 3 million sequel-rights fee to help defray the estimated $ 25 million cost of making Chance Encounters. In return, Fitzhugh's client would receive exclusive rights to produce a sequel to Chance Encounters. Fitzhugh's challenge was to evaluate this proposal and report his findings to the client, a very successful independent-movie producer. \u0000 \u0000The Basics of the Movie Business \u0000 \u0000Movies went through three stages to reach the public: production, distribution, and exhibition. Production was the actual making of the movie. The total cost for this stage was called negative cost: the cost to produce the master negative of the movie. Typically, the largest components of negative cost were salaries of the actors and director, set design and construction, and transportation. On average, production of a movie took about a year, at a negative cost of around $ 30 million. \u0000 \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"13 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128941068","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":"Salmones Puyuhuapi: Production Planning","authors":"P. E. Pfeifer, R. Echeverria","doi":"10.2139/ssrn.2975125","DOIUrl":"https://doi.org/10.2139/ssrn.2975125","url":null,"abstract":"This case is appropriate for undergraduate, MBA, and MBAE audiences, but is specifically designed for Decision Analysis and Decision Analysis and Optimization, first-year MBA electives. It is related to but separable from \"Salmones Puyuhuapi (A)\" (UVA-QA-0749). That A case was about whether to harvest salmon early due to the threat of a virus, and it used a simple approximation for relating the value of a harvested salmon to its live weight. This production planning case addresses in detail how harvested salmon are processed and sold. Here, the plan Elisa Perez develops will determine how much value Salmones Puyuhuapi achieves from a day's harvest of salmon from one of the company's sites in southern Chile. \u0000 \u0000Excerpt \u0000 \u0000UVA-QA-0753 \u0000 \u0000Rev. Apr. 7, 2014 \u0000 \u0000Salmones Puyuhuapi: Production Planning \u0000 \u0000Are you ready? The first boat with the harvest is on its way to the plant. Everything is set up to start processing in four hours, right? I just sent you an e-mail with the harvest specifications. \u0000 \u0000Elisa Perez was at first surprised and then petrified when she received the phone call about the harvest's impending arrival. How could she have forgotten about this? She immediately remembered a previous discussion she had had with the CEO of the company, Osvaldo Correa. Correa's last words to her were “I'm going to give you one last chance. The next time, you are out.” \u0000 \u0000As the commercial manager of Salmones Puyuhuapi (SP), Perez was in charge of developing production plans for SP's salmon processing plant. One of her main duties was to determine the best production mix based on each harvest's characteristics (number of salmon, average weight, weight dispersion, and quality), the processing plant capacities (the freezer tunnel was often a bottleneck), and market conditions (prices and customer requirements). \u0000 \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129121760","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":"Scoring Expert Forecasts","authors":"K. C. Lichtendahl, Y. Grushka-Cockayne","doi":"10.2139/ssrn.2975140","DOIUrl":"https://doi.org/10.2139/ssrn.2975140","url":null,"abstract":"This technical note, based on the more comprehensive note, \"Eliciting and Evaluating Expert Forecasts\" (UVA-QA-0734), provides a streamlined presentation of Brier and log scores as tools for assessing forecasting records among a pool of experts. The note is designed to be used in conjunction with a forecasting exercise. Excerpt UVA-QA-0772 Rev. Sept. 12, 2014 Scoring Expert FORECASTS Evaluating the forecasts of others can be a difficult task. One approach is to score an expert's forecast once the realization of the uncertainty is known. A track record of high scores on multiple forecasts may yield important insights into the expertise an individual possesses. In this note, we describe several scoring rules for evaluating expert opinion. Scoring Forecasts of Discrete Events Scoring rules first appeared in the 1950s to evaluate meteorological forecasts. Since that time, scoring rules have found a wide variety of applications in business and other fields. To this day, meteorologists in the United States are evaluated using a Brier scoring rule. When a discrete uncertainty has only two possible outcomes (e.g., rain/no rain), the Brier scoring rule assigns a score of –(1 – p)2, where p is the probability forecast reported for the event that occurs. . . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"49 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115956398","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":"Kicks Inc.: Confidential Information for Sebastian Martinez (Athlete)","authors":"Sherwood C. Frey, Lucien L. Bass, L. Nelson","doi":"10.2139/ssrn.2975120","DOIUrl":"https://doi.org/10.2139/ssrn.2975120","url":null,"abstract":"Kicks Inc., a manufacturer and distributor of athletic apparel and shoes, had plans to launch a new tennis shoe line within the year and was seeking an up-and-coming young athlete to be its spokesperson. Sebastian Martinez had emerged as an ideal candidate, and contract discussions were underway. Six issues need to be resolved to the satisfaction of the six parties involved—the athlete, the athlete's mother, the athlete's father, the athlete's agent, the Kicks brand manager, and an International Tennis Federation representative. This case provides specific role information for the athlete. The case needs to be accompanied by the background information case, UVA-QA-0739. \u0000 \u0000Excerpt \u0000 \u0000UVA-QA-0745 \u0000 \u0000Rev. Dec. 2, 2010 \u0000 \u0000Confidential Information for Sebastian Martinez (Athlete) \u0000 \u0000Sebastian Martinez grew up in Argentina and began playing tennis as soon as he could walk, when his father, Luis, put a racket in his hands and introduced him to the sport. Insisting he showed promise at a young age, Martinez's parents devoted his entire childhood to tennis lessons, match play, and tournaments across the country. In truth, he didn't have a choice: He would be a tennis great, whether he wanted to or not. At eight years old, Martinez began playing tournaments in the 12-and-under category, beating kids twice his height, having benefited from the fundamentals ingrained in him. Martinez was also quick and light on his feet, which served him well once he reached the 14-and-under category; he made up in speed what he lacked in strength as he grew older. \u0000 \u0000Tennis was all Martinez knew. His closest friends were also his toughest opponents on the court, making it difficult to have real friendships. While traveling to find the best competition, Martinez and his mother, Adriana, became very close and reliant on one another. Adriana was more than just his cheerleader and homeschool teacher; she was also his confidant. Martinez's father pushed him hard as a young boy, intending for him to reach perfection. That perfectionism had fueled in him an undying work ethic as he strived to meet his father's expectations. \u0000 \u0000At 14 years old, the Argentine Tennis Association (AAT) decided to make Martinez a priority athlete and sponsored his move to the United States in pursuit of better coaching and training. Martinez's mother was American, so Martinez's dual citizenship allowed him to attend the Saddlebrook academy without difficulty. Because of Martinez's abilities, he received the same personalized attention in Florida he had received at home with his parents. The coaches took a special interest in Martinez, providing him with world-class instruction and competition to develop him into an athlete capable of being successful at the professional level. \u0000 \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"427 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116525764","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":"Rocky Shore Golf Links: Donald Andrews (Abridged)","authors":"Sherwood C. Frey, Lucien L. Bass, Mark A. Dausen","doi":"10.2139/ssrn.2975157","DOIUrl":"https://doi.org/10.2139/ssrn.2975157","url":null,"abstract":"This abridged version of \"Rocky Shore Golf Links: Donald Andrews\" (UVA-QA-0686) retains the essential elements of the full case but reduces the detail of the golf course and the usage of golf jargon. It is a negotiation case and is meant to be paired with \"Rocky Shore Golf Links: Douglas Peterson (Abridged)\" (UVA-QA-0791).For Douglas Peterson and his two 10-year-old golf partners, it had been a memorable round at a world-class course with a caddie who contributed greatly to their enjoyment. For caddie Donald Andrews, the round was among the most challenging, physically and mentally, in which he had participated. As the group walked up the 18th fairway, Peterson reflected on the size of an appropriate tip for the caddie while Andrews wondered how he might influence the size of the tip. \u0000 \u0000Excerpt \u0000 \u0000UVA-QA-0790 \u0000 \u0000Rev. Jul. 13, 2012 \u0000 \u0000Rocky Shore Golf Links: Donald Andrews (Abridged) \u0000 \u0000Even though Donald Andrews did not feel motivated, the summer was coming to a close and he had not worked for the past three days. Knowing that he really should caddie if he got the chance, he arrived at Rocky Shore Golf Links at 10:00 a.m. By 1:30 p.m., Andrews was still available when the caddie master told him there might be an after-revenue loop (18 holes) at 3:30 p.m. After five hours of sitting around, caddying for six hours on the extremely slow and demanding golf course was the last thing Andrews wanted to do. Nonetheless, the caddie request had to be covered in order to avoid any embarrassment for Rocky Shore management. Andrews was coerced into waiting for a job that might or might not take place and for which he would not be reimbursed if the request fell through. \u0000 \u0000A Summer of Learning \u0000 \u0000Caddying had seemed like a great summer job. Who could ask for more than getting paid to participate in a game you dearly loved, particularly at the beautiful oceanside Rocky Shore Golf Links, which had hosted several U.S. Opens? At $ 50 per bag plus tip for a double (carrying bags for two golfers), the money could add up quickly. In the beginning, Andrews had been bullied by the older caddies and often felt he was either being ignored or mistreated by the course's management. The job was losing its glamour, but with each loop, Andrews felt more at ease. \u0000 \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"10 8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121218713","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":"Salmones Puyuhuapi Part Iii","authors":"S. Bodily","doi":"10.2139/ssrn.2975145","DOIUrl":"https://doi.org/10.2139/ssrn.2975145","url":null,"abstract":"This case series is appropriate for undergraduate, MBA, executive education, and MBA Exec audiences but is specifically designed for decision analysis, a first-year MBA core course. In the Part I case, Osvaldo Correa, CEO of Salmones Puyuhuapi (SP), must decide how to respond to news that the ISA virus has infected a competitor's salmon farming site. The alternatives include harvesting SP's 900,000 salmon two months early, waiting for the fish to grow and risk losing fish to the virus, and vaccinating the fish. The \"harvest now\" alternative is evaluated using normally distributed fish weights. It is necessary to account for monthly growth of the fish and mortality to value the ends of the decision tree. Other alternatives (e.g., testing the water, fish, and marine life) can be studied with the expected value of perfect information. Vaccination is an example of the value of perfect control. \u0000 \u0000Excerpt \u0000 \u0000UVA-QA-0776 \u0000 \u0000Sept. 15, 2011 \u0000 \u0000Salmones Puyuhuapi PART I \u0000 \u0000Osvaldo Correa, CEO of Salmones Puyuhuapi (SP), was in a tense meeting with bank officials, negotiating the terms of his firm's line of credit, when he received a text on his BlackBerry. The news was not good. Correa tried to remain calm in front of the bankers as he read the terse message about a suspected outbreak of the infectious salmon anemia (ISA) virus in a competitor's salmon farm. Correa knew that if the virus were to spread to his firm's Jacaf Fjord site in northern Patagonia, Chile, it could wipe out his nearly one million salmon two months before they were to be harvested. That would have a devastating impact on his firm's cash flows. Excusing himself to go to “los servicios” (the only excuse he could come up with), Correa e-mailed his assistant to set up a meeting later that day with Jorge Richards, his operations manager, and Sergio Rivas, the company's veterinarian. \u0000 \u0000Salmon Farming in Chile \u0000 \u0000Chile was a relatively small country of nearly 16 million inhabitants whose economy was driven principally by mining, agribusiness, forestry, and aquaculture. In particular, the salmon industry, although relatively new, had been wildly successful. The industry was established in the early 1980s to take advantage of natural conditions in the south of the country (moderate sea temperatures, sheltered sites, and ideal salinity levels). It achieved nearly 20 years of 42% annualized growth, allowing it to join Norway as the world's largest salmon producers. In 2006, these two countries shared 78% of global production. Salmon farms, which thrived in the southern regions of Chile, dominated the local economies and led to high rates of employment. \u0000 \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131900546","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 Judgment of Princeton","authors":"P. E. Pfeifer","doi":"10.2139/ssrn.2975175","DOIUrl":"https://doi.org/10.2139/ssrn.2975175","url":null,"abstract":"The case descirbes a wine-tasting competition held in Princeton, New Jersey, in 2012. The competition pitted the best wines from New Jersey (NJ) against the best wines from France in blind taste tests. The case stops after the scores of nine judges tasting 20 wines have been recorded. Students are asked to take these 180 scores and determine the best red and best white and to also compare the performance of the 12 NJ wines to the 8 French wines. \u0000 \u0000Excerpt \u0000 \u0000UVA-QA-0813 \u0000 \u0000Rev. Feb. 20, 2014 \u0000 \u0000The JUDGMENT OF PRINCETON \u0000 \u0000In what has been called the most important wine event of the 20th century, wines from California's Napa Valley were evaluated alongside some of France's best in blind taste tests conducted in Paris on May 24, 1976. In what is now known as the Judgment of Paris, a wine from Napa Valley was judged the best (of 10 tasted) in both the red and white competitions. To put it mildly, the result stunned the wine world. For most people at the time, it was simply unthinkable that wines from California could be as good as those from France. For example, upon hearing the results, one of the Paris judges demanded to have her scorecard back for fear that it would become known that she had rated some of the California wines higher than the higher-priced and better-respected French wines. The event was dramatized in the 2008 film Bottle Shock. \u0000 \u0000The sole journalist attending the Paris event was George Taber of Time magazine. Thirty-six years later, Taber, with the help of two wine economists from Princeton University and various New Jersey wine associations, would stage a similar event. But this time, the best French wines would be compared with the best wines from New Jersey. That's right—New Jersey. \u0000 \u0000People have been making wines [in New Jersey] since colonial days, although after American Prohibition most of them were underwhelming sweet ones made with local blueberries and peaches. A small cadre of vintners, though, had been striving in recent years to produce better wines using the world's leading viniferas. \u0000 \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"42 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124386713","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":"Kicks Inc.: Confidential Information for Jack Watson (Itf Representative)","authors":"Sherwood C. Frey, Lucien L. Bass, L. Nelson","doi":"10.2139/ssrn.2975117","DOIUrl":"https://doi.org/10.2139/ssrn.2975117","url":null,"abstract":"Kicks Inc., a manufacturer and distributor of athletic apparel and shoes, had plans to launch a new tennis shoe line within the year and was seeking an up-and-coming young athlete to be its spokesperson. Sebastian Martinez had emerged as an ideal candidate, and contract discussions were underway. Six issues need to be resolved to the satisfaction of the six parties involved—the athlete, the athlete's mother, the athlete's father, the athlete's agent, the Kicks brand manager, and an International Tennis Federation (ITF) representative. This case provides specific role information for the ITF representative. The case needs to be accompanied by the background information case, UVA-QA-0739. \u0000 \u0000Excerpt \u0000 \u0000UVA-QA-0742 \u0000 \u0000Rev. Dec. 2, 2010 \u0000 \u0000Confidential Information for Jack Watson (ITF Representative) \u0000 \u0000Jack Watson had been involved in tennis for over 40 years. Now, in his mid-60s, he had taken on the role of compliance official for the International Tennis Federation (ITF). Watson had seen the game of tennis evolve from an elite country-club sport to a game of athleticism and commercialism. Watson had been a strong supporter of the growth and popularity of the sport, but he was well aware of many professional athletes in a variety of sports who had been exploited by media and fame. He continued to be involved with the ITF because of his mission to retain the dignity of the sport and its athletes. And ultimately, his role was to protect the athlete. \u0000 \u0000Each year, every professional tennis agent was required to attend a one-day conference held by the ITF on agent compliance. Each agent took a test on the rules, and upon receiving a nearly perfect score, the agent would be registered as a preferred agent by the ITF. To remain in compliance, an agent must have ITF approval for each sponsorship deal completed. Many times, the agent would send the official contract terms before it was signed, and once the ITF approved it, the deal could be completed. Each year, however, Watson liked to actually take part in at least one negotiation so he could remain current with American culture and become a better critic. Watson had already planned a trip to the United States for other matters, so he decided to be a part of the negotiations with Sebastian Martinez. He was also interested in getting to know some of the U.S. agents better, in hopes of better controlling the perceived exploitation of athletes in the United States by companies and agents alike. \u0000 \u0000To prevent tennis players from being exploited, the ITF had created guidelines that all agents and companies were required to abide by in all endorsement contracts. (The guidelines were distributed at every annual conference and required strict adherence.) These guidelines included a maximum annual endorsement base fee of $ 5 million; a maximum signing bonus of 15% of the endorsement base; a limit of 15 athlete appearances; and a maximum of 30% of endorsement base for a performance-based bonus. Watson believed tha","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"59 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133559901","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}