Darden Case: Business Communications (Topic)最新文献

{"title":"Dhahran Roads (a) (Spanish Translation)","authors":"Sherwood C. Frey, Michel Schlosser","doi":"10.2139/ssrn.2975180","DOIUrl":"https://doi.org/10.2139/ssrn.2975180","url":null,"abstract":"This is a Spanish translation of the February 1, 1994, version of UVA-QA-0296. Cummins, Epley, and Mayo, a U.S.-based construction firm, has been selected as the prime contractor for a road-reconstruction project in Saudi Arabia. Based on company cost estimates, the project provides a 15% return on costs, well below the required 18%. Because of a substantial advance payment and the specific timing of the payments, the project's IRR is 40%. This case can be used as an introduction to or a reinforcement of discounted-cash-flow techniques. It provides a dramatic portrayal of the time value of money, an opportunity for sensitivity analysis, and a possibility for using decision diagrams for structuring realistic contingencies. \u0000Excerpt \u0000UVA-QA-0830 \u0000Ultima edicion: 2/7/14 \u0000DHAHRAN ROADS (A) \u0000Hasan Malik, el director financiero de SADE, una compania de Bahrein dedicada a la ingenieria civil, releyo el fax que acababa de recibir. Estaba muy satisfecho de que las interminables conversaciones con el Ministerio de Transportes del municipio de Dhahran en el este del Reino de Arabia Saudi estuviesen llegando a su fin. \u0000SADE habia sido elegida como el subcontratista principal de un proyecto de 168 millones de Riyales Saudies (RS), que consistia en la reconstruccion y mejora de la red vial que unia las diferentes terminales del aeropuerto de Dhahran entre si, y con la ciudad. El proyecto Dhahran Roads era el tipo de proyecto con el que SADE habia establecido su reputacion internacional como destacado contratista en el campo de la construccion. El coste total estimado era 146 millones de RS, de manera que la cifra ofertada solo permitia una rentabilidad del 15%, por debajo del 18% de la requerida por SADE para este tipo de proyectos. Por otro lado, este margen menor a lo deseado parecia un precio muy bajo para poder establecerse en el mercado saudi de la construccion, que estaba en plena expansion. \u0000El telex requeria una respuesta de Malik a la propuesta del proyecto en un plazo inferior a una semana. El contrato definitivo se redactaria en las semanas siguientes y se firmaria a mediados de enero de 1993. \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"2013 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":"134098799","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":"Design Thinking at Arena Industries: Designing an Employee Wellness Approach","authors":"Rachel Brozenske","doi":"10.2139/ssrn.2975240","DOIUrl":"https://doi.org/10.2139/ssrn.2975240","url":null,"abstract":"This document is one of three available case-based simulations used as the basis for a multisession course on design thinking. The course emphasizes deep user understanding, iteration, and a focus on the possibilities as a way to enhance value creation for stakeholders. Please refer to the course teaching guide to view the additional essential pedagogical tools available to the course instructor—including of video content and posters that summarize ethnographic interview findings for each simulation scenario. Students are asked to read a short introduction to a company's business and operating philosophies and then to play the role of a consultant charged with recommending to the company's leaders how best to improve employee wellness. \u0000 \u0000Excerpt \u0000 \u0000UVA-S-0240 \u0000 \u0000Rev. Feb. 20, 2017 \u0000 \u0000Design Thinking at Arena Industries: \u0000 \u0000Designing an Employee Wellness Approach \u0000 \u0000Founded in 1955 by Roger Rodriguez, a steel salesman who saw a market for custom-processed steel products, Arena Industries (Arena) was a leader in the metal-processing field and had annual revenues of approximately $ 2.5billion. The company, which was based in Cleveland, Ohio, operated 82 facilities in 11countries and had more than 10,000 employees. A leading diversified-metals processor, Arena produced manufactured pressure cylinders for global energy markets, heavy mobile equipment, and recreational uses such as scuba diving and camping, in addition to other customized steel products. In 2000, the company became listed on the New York Stock Exchange. It was consistently awarded honors such as “one of America's best big companies” (Forbes) and “best performing stocks” (Money magazine) and was recognized for its world-class safety system. \u0000 \u0000Arena had also been named one of Fortune's 100 Best Companies to Work For four times in the past decade. It operated according to its “Arena Philosophy,” which was based on the Golden Rule and read, in part: “We treat our customers, employees, investors, and suppliers as we would like to be treated.” The philosophy emphasized that people were Arena's most important asset. It went on to assert that Arena believed that people responded to recognition, the opportunity to grow, and fair compensation, and that such compensation should be directly related to job performance. The organization utilized incentives, including profit sharing and the like, as widely as possible. \u0000 \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"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":"131335500","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":"Cornwell Performance Products","authors":"Sherwood C. Frey, P. Bacon","doi":"10.2139/ssrn.2975162","DOIUrl":"https://doi.org/10.2139/ssrn.2975162","url":null,"abstract":"It was May 2007. Earlier in the week, Cornwell Performance Products (CPP), a division of the multinational chemical manufacturer Cornwell, Inc., had notified its largest customer that the price of hydrofluoric acid (HF) would increase at the end of the year. This action was in accordance with an environmental clause in CPP's contract with Epsilon Refinery Group. The contract provided a 60-day period following notification during which time the parties could attempt to reach a mutually satisfactory agreement. If an agreement could not be reached, Epsilon would have the option to terminate the contract and purchase its HF from another supplier (probably DuPree, Cornwell's largest competitor) or build its own HF production unit. Regardless, failure to keep Epsilon under contract would threaten CPP's continued profitability, thus making the pending discussions with Epsilon among the most important in recent history. \u0000 \u0000Excerpt \u0000 \u0000UVA-QA-0795 \u0000 \u0000Rev. Jun. 11, 2013 \u0000 \u0000Cornwell Performance Products \u0000 \u0000It was May 2007. Earlier in the week, Cornwell Performance Products (CPP), a division of the multinational chemical manufacturer Cornwell, Inc., had notified its largest customer that the price of hydrofluoric acid (HF) would increase at the end of the year. This action was in accordance with an environmental clause in CPP's contract with Epsilon Refinery Group. The contract provided a 60-day period following notification during which time the parties could attempt to reach a mutually satisfactory agreement. If an agreement could not be reached, Epsilon would have the option to terminate the contract and purchase its HF from another supplier (probably DuPree, Cornwell's largest competitor) or build its own HF production unit. Regardless, failure to keep Epsilon under contract would threaten CPP's continued profitability, thus making the pending discussions with Epsilon among the most important in recent history. \u0000 \u0000Cornwell Performance Products \u0000 \u0000CPP had come off a record year in sales and earnings, and 2007 was off to a promising start. See Exhibit 1 for the 2007 first quarter financial results for Cornwell, Inc., and CPP. The record performance was the result of strong demand for HF coupled with limited supply. \u0000 \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"67 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":"115342839","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 Pelayo Family Plays Roulette: The Prequel","authors":"P. E. Pfeifer, S. Bodily, Manel Baucells","doi":"10.2139/ssrn.2975188","DOIUrl":"https://doi.org/10.2139/ssrn.2975188","url":null,"abstract":"The case presents data from 70,340 spins of four roulette wheels: three of which are real (\"imperfect\") and one of which is simulated (\"perfect\"). The challenge posed is to identify which of the four is the simulated wheel. After weeks spent recording spin results at their local casino, the members of the Pelayo family think they have identified three imperfect wheels. Before they start betting, they want to be certain that the three wheels they identified as imperfect are easily distinguishable from a theoretically perfect wheel.This case has been used successfully in Darden's MBA elective about data analysis. That course introduced pivot tables and the chi-squared goodness-of-fit test using the case “The Roulette Wheel” (UVA-QA-0718). Discussion of the “The Pelayo Family Plays Roulette” probably will not require an entire class period. One option would be to hand out this case during the discussion of “The Roulette Wheel” as something of a follow-on. \u0000 \u0000Excerpt \u0000 \u0000UVA-QA-0847 \u0000 \u0000Jun. 20, 2016 \u0000 \u0000The Pelayo Family Plays Roulette: The Prequel \u0000 \u0000Dear Student, \u0000 \u0000For six weeks, my extended family (six people total) spent five to six hours a night at the Casino Gran Madrid (Figure 1) recording the outcomes of thousands of spins of roulette wheels. Each morning, I entered these data into my personal computer. \u0000 \u0000I believe there is no such thing as a perfect wheel (Figure 2), and that it takes lots of observations to find the small imperfections that must exist in every wheel. We believe we have found three wheels with imperfections large enough to be discovered, and I would like to ask you to use your data analysis skills to help make sure. \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":"123997795","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 Warming Revisited (a)","authors":"Anton Ovchinnikov","doi":"10.2139/ssrn.2975173","DOIUrl":"https://doi.org/10.2139/ssrn.2975173","url":null,"abstract":"Is there statistical evidence of global warming? This case presents two sets of real global temperature data, one from the Met Office and another one from NASA, and asks students to assess if the data indeed support the belief that temperatures have been rising over the last 150+ years. The case is open-ended—it provides the data and references to some popular press articles on the subject. Also available is a B case that presents three sets of analysis typical for MBA students—an efficient starting point for class discussion. \u0000 \u0000Excerpt \u0000 \u0000UVA-QA-0808 \u0000 \u0000Jun. 26, 2013 \u0000 \u0000GLOBAL WARMING REVISITED (A) \u0000 \u0000In early 2013, the global warming debate took an interesting turn when new reports noted that for several years, although greenhouse gas emissions had continued to rise, average global temperatures had been stable or had even declined—essentially, according to a NASA official, “flat for a decade.” Some experts referred to this phenomenon as a global warming “plateau” whose duration matched that of the previous warming trend. The significance of such a plateau had already been hotly contested: one scientist dismissed it as too short a period to be significant, while another saw it as an indication that computer models predicting global warming were “deeply flawed.” By mid-2013, it became clear that global temperatures were below even the lowest predictions of those computer models, despite continued increases in atmospheric CO2 concentrations; nobody knew quite why. \u0000 \u0000Meanwhile, other studies continued to buttress arguments that global warming was an epic problem and that temperatures were much higher than they should be. According to the U.S. National Science Foundation, although the range of temperatures had remained relatively stable over the 11,000 years since the last ice age, the cycle of temperature extremes “has happened a lot more quickly” since the Industrial Revolution. \u0000 \u0000The supplementary student spreadsheet (UVA-QA-0808X) presents two sets of average global temperature data: \u0000 \u0000· “Met Office data” from the Climatic Research Unit at the University of East Anglia (United Kingdom). See http://www.cru.uea.ac.uk/ for more information about these data. \u0000 \u0000· “NASA data” from the Goddard Institute for Space Studies (United States). See http://data.giss.nasa.gov/gistemp/ for more information about these data. \u0000 \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"2 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":"132500174","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":"Redhook Ale Brewery","authors":"Jared D. Harris, M. Lenox","doi":"10.2139/ssrn.2975233","DOIUrl":"https://doi.org/10.2139/ssrn.2975233","url":null,"abstract":"In 1995, Paul Shipman, CEO of Redhook Ale Brewery, and his management team prepared to enter uncharted territory by taking their craft-brewing operation public in the United States. Although there already were massive large-batch breweries that were profitable, publicly traded firms, Redhook was different: it embodied the ethos and grassroots beginnings of the microbrew movement. Still, Shipman wondered about the potential of the craft-brewing industry segment. \u0000 \u0000Excerpt \u0000 \u0000UVA-S-0230 \u0000 \u0000Rev. May 26, 2016 \u0000 \u0000Redhook Ale Brewery \u0000 \u0000Craft Brewing Goes Public \u0000 \u0000In August 1995, Paul Shipman, CEO of Redhook Ale Brewery, and his management team prepared to enter uncharted territory. A craft brewing operation had never before been taken public in the United States. Sure, there were massive large-batch breweries such as Anheuser-Busch Inbev and Miller Brewing Company that were profitable, publicly traded firms. But Redhook was different: it embodied the ethos and grassroots beginnings of the microbrew movement, and Shipman was confident that widespread market demand for craft beer was set to explode. \u0000 \u0000Shipman and the team had steadily developed their premium-quality handmade ales for nearly 15 years in Seattle, Washington, and their loyal customer base was strong. In the past year alone, Redhook had forged an alliance with Starbucks, to co-brand a coffee-flavored brew, and another with Anheuser-Busch, which had purchased a capped 25% interest in Redhook in exchange for access to its national distribution networks and accounting systems. Shipman had overseen significant capacity increases and plans for another brewery in Portsmouth, New Hampshire. He had worked hard to position Redhook favorably for expansion, and the public offering would provide the necessary capital. Still, he wondered if the microbrew feel of Redhook would translate to the commercialization and growth pressures of the mainstream open market. Producing and distributing microbrews on a large scale was a new concept, and like any new concept, it would have to be sold. Shipman hoped to sell craft beer—and lots of it—in the heartland of America. \u0000 \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"256 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":"121817937","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":"Epsilon Refinery Group","authors":"Sherwood C. Frey, P. Bacon","doi":"10.2139/ssrn.2975163","DOIUrl":"https://doi.org/10.2139/ssrn.2975163","url":null,"abstract":"It was May 2007. Earlier in the week, Epsilon Refinery Group had received notification from one of its major suppliers that the price of a key raw material, hydrofluoric acid (HF), would increase at the end of the year—in just seven months. This action was in accordance with an environmental clause in the contract with Cornwell Performance Products (CPP), a division of the multinational chemical manufacturer, Cornwell, Inc. Also in accordance with the contract, action would be required within the next 60 days. Preliminary discussions within Epsilon focused on three primary alternatives. These limited options and the very high stakes involved made the pending discussions with CPP among the most important in recent Epsilon history. \u0000 \u0000Excerpt \u0000 \u0000UVA-QA-0796 \u0000 \u0000Rev. Aug. 21, 2012 \u0000 \u0000Epsilon Refinery Group \u0000 \u0000It was May 2007. Earlier in the week, Epsilon Refinery Group had received notification from one of its major suppliers that the price of a key raw material, hydrofluoric acid (HF), would increase at the end of the year—in just seven months. This action was in accordance with an environmental clause in the contract with Cornwell Performance Products (CPP), a division of the multinational chemical manufacturer, Cornwell, Inc. Also in accordance with the contract, action would be required within the next 60 days. Preliminary discussions within Epsilon focused on three primary alternatives: \u0000 \u0000· Accept the price increase. \u0000 \u0000· Commit Epsilon to an alternative external sourcing plan with another HF supplier. \u0000 \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"67 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":"116679023","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 Roommates' Decision","authors":"Sherwood C. Frey, Lucien L. Bass, Kelly Halter, Meredith Markwood","doi":"10.2139/ssrn.2975187","DOIUrl":"https://doi.org/10.2139/ssrn.2975187","url":null,"abstract":"This case is designed for use in undergraduate courses that cover negotiation skills and organizational behavior. Its relatable context and integrated lessons fits well within modules on multiperson situations, coalitions, and conflict resolution. It particularly complements \"Kicks Inc.: Background Information\" (UVA-QA-0739) well, and could be used as a precursor for complicated multiperson negotiations and situations.Devin Moore, Jessie Taylor, and Alex Johnson are three students at Jefferson University who decided early in their junior year to room together in an off-campus house for their senior year. In a rush to secure housing, the three have signed a lease for a house without working out any details. The house has three distinct bedrooms that differ in size, natural light, closet size, and charm. Each roommate has different preferences, but each prefers one bedroom to the alternatives. The roommates also must discuss additional elements associated with living together, including parking, utilities, and rent—which will further complicate the discussion. \u0000 \u0000Excerpt \u0000 \u0000UVA-QA-0846 \u0000 \u0000Rev. Sept. 19, 2016 \u0000 \u0000The Roommates' Decision \u0000 \u0000Along with many other students at Jefferson University, Devin Moore, Jessie Taylor, and Alex Johnson began contemplating their living situations for their senior year in the early months of their junior year. The off-campus options at Jefferson University were diverse: apartments, townhouses, and houses were available in Marytown, a vibrant college community. The most desirable housing, however, was often taken before the middle of October of the year prior to occupancy. This competitive housing market, which featured limited supply and high demand, made decisions about housing difficult and often rushed, especially if one wanted to sign a lease for a highly coveted safe, clean living situation that was close to classes as well as to The Edge—an area across from campus lined with shops, restaurants, and bars that was a popular hangout for all students. \u0000 \u0000After the Outdoors Club's first hosted hike of the year, Moore, Taylor, and Johnson carpooled back to Jefferson. During the car ride, they got caught up and shared stories from the summer. The three discussed the unpacking and the decorating of the current rooms that awaited them when they got back to school and jokingly brought up housing for next year. Although it was only mid-September, the three began talking seriously about living together next year. All three had known each other since their freshman year, when they had joined the Outdoors Club. They knew that they needed to decide on living arrangements soon, and they believed the three of them could live together happily. Moore and Johnson already knew they were compatible because they had been roommates for the last two years. Johnson was also excited to have someone with whom to drive to soccer practice because Taylor was also part of the university's club team. \u0000 \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"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":"130707128","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":"Thomas Jefferson Had Girls (a)","authors":"P. E. Pfeifer","doi":"10.2139/ssrn.2975124","DOIUrl":"https://doi.org/10.2139/ssrn.2975124","url":null,"abstract":"The A and B cases are intended for undergraduate, MBA, executive education, and MBAExec audiences. They were used as an exam case for “Data Analysis and Optimization,” which is both a first- and second-year MBA elective. They were also used as the first class of an undergraduate business statistics class. The A case begins by explaining that Thomas Jefferson fathered five girls (and one stillborn son) and Randolph Jefferson (Thomas's brother) fathered six boys (and no girls). An author of a 2009 book used these facts to argue that Randolph is more likely the father of Eston Hemings (a boy born to Sally Hemings, who was one of Jefferson's slaves) because “some men have boys and others have girls.” Although 1998 DNA evidence suggested that a Jefferson had fathered Eston, the question remained as to which Jefferson. In the B case, data are provided on the gender and birth order of children from 700,030 Danish families. Students use those data to test the idea that “some men have boys and others have girls.”There is a supplemental Excel file for students (UVA-QA-0797X) that accompanies the B case. \u0000 \u0000Excerpt \u0000 \u0000UVA-QA-0752 \u0000 \u0000Rev. Jul. 9, 2012 \u0000 \u0000Thomas Jefferson Had Girls (A) \u0000 \u0000Thomas Jefferson designed the tombstone that marked his grave at Monticello and left instructions that only the following and “not a word more” be inscribed thereon: \u0000 \u0000HERE WAS BURIED THOMAS JEFFERSON \u0000 \u0000AUTHOR OF THE DECLARATION OF AMERICAN INDEPENDENCE \u0000 \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"29 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":"124006709","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":"Artemis Controls (a)","authors":"Sherwood C. Frey","doi":"10.2139/ssrn.2975127","DOIUrl":"https://doi.org/10.2139/ssrn.2975127","url":null,"abstract":"Avion Chemicals has approached Artemis Controls regarding the purchase of an Artemis smart valve to manage the highly volatile phenol in its production process. Although an existing valve could be used, discussions lead to the possibility of designing a new and potentially much improved valve. Time, engineering, and software constraints make the valve-redesign project a risky endeavor. The tension between delivering the old valve and developing the new valve is centered on the marketing opportunity and financial risk. The A case decision can be structured with a basic decision diagram, but the analysis cannot be completed because likelihood statements are presented as “weasel words.” In addition to the alternatives presented in the case, students might propose several risk-reducing possibilities: delivering the standard valve if the new valve is only moderately successful, delivering the standard valve if the software development is extended, reframing the price structure for the resultant new valve, and proposing a contingent contract with the software developer.The A case is a modification of “Orion Controls (A)” (UVA-QA-0480). The probability statements of Orion have been replaced by the weasel words of Artemis. This modification allows the discussion to be less “numbers” oriented, more structural, and more strategic. \u0000 \u0000Excerpt \u0000 \u0000UVA-QA-0756 \u0000 \u0000Nov. 30, 2010 \u0000 \u0000Artemis Controls (A) \u0000 \u0000Even though the hiking trip to Shenandoah National Park was intended to be a restful interlude in his frenetic work pace, Nathan Armstrong, head of marketing at Artemis Controls (Artemis), found his mind wandering to his recent conversation with Andre Gide, executive vice president of Avion Chemicals (Avion). Contract discussions with Gide, who was responsible for worldwide corporate safety programs at Avion, had taken an interesting turn. Gide had initially contacted Artemis to place an order for 50 of Artemis's Model SV44A-10 smart-valve systems to manage the phenol flows at Avion's nine chemical plants worldwide. Their conversation, however, had led to the possibility that Artemis would develop an improved model for Avion at a substantially increased price. \u0000 \u0000The new system that Gide wanted would require an improvement in the flow-sensing-and-control part of the existing valve system to allow for real-time information processing and dynamic responses to changes in process states. In addition, the new system would require substantial improvement in valve capability to enable quick changes in valve-gate positions. Because of the dynamic nature of the real-time information flow, these improved valve systems would need to respond to instruction changes far more rapidly than the existing model could. \u0000 \u0000The Avion Contract \u0000 \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"14 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":"134371389","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}