Darden Case: Business Communications (Topic)最新文献

{"title":"Circadian Advantage in Major League Baseball","authors":"P. E. Pfeifer, W. C. Winter","doi":"10.2139/ssrn.2975147","DOIUrl":"https://doi.org/10.2139/ssrn.2975147","url":null,"abstract":"Sleep researcher Chris Winter, MD, had just finished compiling “jet lag” and game outcome data for 22,855 Major League Baseball games over a nine-year span. His interest was to see whether jet lag affected which team won/lost professional baseball games. Was the win percentage higher for the team that was less jet lagged? And if it was higher, was the difference significant enough to warrant publication?Students are given an Excel spreadsheet with 43,710 rows of data (each game appears twice, one from each team's point of view), and asked to use these data to answer the research questions. \u0000 \u0000Excerpt \u0000 \u0000UVA-QA-0780 \u0000 \u0000Rev. Mar. 15, 2012 \u0000 \u0000Circadian Advantage in Major League Baseball \u0000 \u0000Chris Winter, MD, breathed a sigh of relief as he scrolled through the 43,710 rows of the recently completed Excel spreadsheet containing nine years of Major League Baseball (MLB) game data. The current director of Martha Jefferson Hospital's Sleep Medicine Center in Charlottesville, Virginia, Winter had been involved with sleep medicine and sleep research since 1992. In addition to treating patients, directing the center, competing in triathlons, raising three children with his wife Ames, and conducting traditional research, Winter devoted most of his “spare” time to studying how sleep affected athletic performance. \u0000 \u0000The spreadsheet had taken more hours to compile than he cared to admit, but everything looked right. He was about to find out whether “jet lag” affected the outcomes of MLB games. \u0000 \u0000Circadian Time and Circadian Advantage \u0000 \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"512 2","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133321600","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":"Growth is the Dynamic Confluence of Strategy, Entrepreneurship, and Values","authors":"Edward D. Hess","doi":"10.2139/ssrn.2975220","DOIUrl":"https://doi.org/10.2139/ssrn.2975220","url":null,"abstract":"The author has examined common growth beliefs and the U.S. Growth Model and finds no support for them in any area of business research. He offers instead the Organic Growth Index, the result of ten years of research by the Batten Institute at the Darden School. Six keys to organic growth are presented and above-average growth companies that remained successful are linked to an internal Growth System called Smart Growth. \u0000 \u0000Excerpt \u0000 \u0000UVA-S-0196 \u0000 \u0000Rev. Jan. 2, 2013 \u0000 \u0000Growth Is The Dynamic Confluence of Strategy, Entrepreneurship, AND Values \u0000 \u0000The research on high-performance companies (defined as consistent above-average growth), both public and private, demonstrates that consistent value creation requires a focused strategy that is implemented through a mixture of entrepreneurial activities and exploiting activities enabled by an internal system characterized by values-based (ethical) leadership, culture, and policies. \u0000 \u0000Growth research has demonstrated that growth is much more than a strategy. Growth happens when the right kind of leadership, internal environment, and processes come together to create a small-company-entrepreneurial soul in a large-company body. Growth requires experimental processes, an entrepreneurial mindset, iterative entrepreneurial learning, leadership that accepts entrepreneurial failures, and internal processes that mitigate the natural proclivities of human beings and organizations that inhibit growth. \u0000 \u0000Growth is not a linear or reductionist process. It is a human process that is modeled better by biology and complexity theory than economics or physics. Growth is a change process that requires experimentation, learning, and taking measured risks that can result in mistakes and failures—that contravenes the purpose of an organization, which is to produce standardization, predictability, reliability, and consistency. \u0000 \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"85 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":"117267859","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 Luis Martinez (Father)","authors":"Sherwood C. Frey, Lucien L. Bass, L. Nelson","doi":"10.2139/ssrn.2975119","DOIUrl":"https://doi.org/10.2139/ssrn.2975119","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's father. The case needs to be accompanied by the background information case, UVA-QA-0739. \u0000 \u0000Excerpt \u0000 \u0000UVA-QA-0744 \u0000 \u0000Rev. Dec. 2, 2010 \u0000 \u0000Confidential Information for Luis Martinez (Father) \u0000 \u0000Luis Martinez grew up in Buenos Aires watching Guillermo Vilas, the great Argentine clay-court specialist and International Tennis Hall of Famer. Vilas's success during the 1970s and '80s—with four Grand Slam titles—boosted the popularity of tennis in Argentina and inspired young players, including Luis. Luis came from a modest background and never had the luxury of playing tennis because he had to work to help support his family. He had always thought that if he had a son, he would want him to play tennis, allowing his son the opportunity he himself never had. \u0000 \u0000Luis had worked his way up from a low-level employee to a plant manager at a local steel manufacturer. He had met Adriana while he was in his twenties and fell in love with her. She was an American, from an upper-middle-class family in Florida. They met in Argentina while she was on an archaeology trip during college and discovered their mutual passion for tennis; although he had never played, at the time, she was competing for her small college. She moved to Argentina after finishing her undergraduate degree and married Luis. When Adriana was pregnant with Sebastian, they both decided he would be a tennis player and hoped their son would love the sport as much as they did. \u0000 \u0000Sebastian first enrolled in tennis lessons when he was five years old. Luis knew he had talent, so he worked long hours to afford the best coaching in Buenos Aires. Luis's work prevented him from being home as much as he wanted, but each Friday he would drive straight from the plant to Sebastian's tournaments. He grew slightly resentful of Adriana, knowing that she was able to spend so much time with Sebastian during the day—whether attending clinic (practice) or going through Sebastian's homeschool lessons. He hoped, however, that these long hours would pay off, and he was proud of Sebastian for learning the foundations of hard work through tennis. With the Argentine Tennis Association's sponsorship of Sebastian's move to Saddlebrook, Luis already could see the investment paying off. He just hoped that Sebastian would continue to remain focused and dedicated to his goals. \u0000 \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"71 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":"125448799","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":"Lean as a Universal Model of Excellence: It is Not Just a Manufacturing Tool!","authors":"E. N. Weiss, Donald Stevenson, A. English","doi":"10.2139/ssrn.2975041","DOIUrl":"https://doi.org/10.2139/ssrn.2975041","url":null,"abstract":"This is a technical note that describes the history of Lean and explains why it is not just a manufacturing tool. It is used in Darden's \"Management of Service Operations\" course elective. \u0000Excerpt \u0000UVA-OM-1562 \u0000Rev. Feb. 28, 2017 \u0000Lean as a Universal Model of Excellence: \u0000It Is Not Just a Manufacturing Tool! \u0000Lean is a systematic way to enhance value delivery, whatever form that value may take. Lean thinking frames every request for value as an opportunity to improve by teaching participants to notice wasteful action (or inaction), then carefully remove that waste, leaving the value intact. This can be achieved by anyone following three basic premises. \u0000First, once you set a standard for any means of value creation, that standard must be protected relentlessly, not as an isolated project but a continuous mission; this involves engaging and empowering everyone in the enterprise. Second, the criteria for improvement and priorities for implementation should pull directly and strategically from the needs of the customer. Third, the best way for value delivery to approach its ideal form is for changes to comprise removing waste wherever found, regardless of scale; what remains will reveal what is essential and invite a new evaluation, in a virtuous cycle of refinement. \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"82 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115685860","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":"Eastman Tritan Product Development and Launch","authors":"Tim Kraft, A. Elias, Jeremy Hutchison-Krupat","doi":"10.2139/ssrn.2975024","DOIUrl":"https://doi.org/10.2139/ssrn.2975024","url":null,"abstract":"In 2007, Eastman Chemical (Eastman), a global specialty chemicals company based in Kingsport, Tennessee, was set to launch Tritan, Eastman's latest specialty plastic. The development team was excited about Tritan because it demonstrated heat resistance and durability properties that might allow Eastman to compete in the lucrative polycarbonate plastics market. But the decision had not been made regarding which applications Eastman should target first with Tritan. \u0000Excerpt \u0000UVA-OM-1540 \u0000Rev. Aug. 11, 2017 \u0000Eastman Tritan: Product Development and Launch \u0000In the summer of 2007, Eastman Chemical (Eastman), a global specialty chemicals company based in Kingsport, Tennessee, was set to launch Tritan, Eastman's latest specialty plastic. The development team was excited about Tritan because it demonstrated heat resistance and durability properties that might allow Eastman to compete in the lucrative polycarbonate plastics market; however, the decision had not been made regarding which applications Eastman should target first with Tritan. Given their stage of development, Eastman knew it was critical to be selective when deciding on the initial markets to enter with Tritan. \u0000Eastman and the Chemical Industry \u0000Eastman was founded in 1920 as an internal division of the Eastman Kodak Company (Kodak). The division grew so rapidly that in little more than a decade, its sales to outside customers exceeded the value of the materials it supplied to Kodak. By 1993, Eastman's internal sales to Kodak accounted for only 8% of its revenue. Although Eastman was thriving, Kodak suffered from low profit and high debt. In January 1994, Kodak restructured, and Eastman became its own publicly traded company. Eastman's growth continued; by 2005 revenue was $ 7.1 billion. \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"18 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127161116","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":"Managing Inventories: The Newsvendor Model","authors":"Gal Raz","doi":"10.2139/ssrn.2974971","DOIUrl":"https://doi.org/10.2139/ssrn.2974971","url":null,"abstract":"This note uses the traditional newsvendor model to present strategies for inventory management when demand is uncertain. Methods for determining the critical ratio of overage and underage costs and the optimal stock level are discussed. Excerpt UVA-OM-1456 Rev. Oct. 9, 2013 Managing inventories: The Newsvendor model Managing inventories is important in every company and under many circumstances, but it is especially critical for firms facing uncertain demand in only one selling season. This problem is commonly referred to as the newsvendor problem or newsvendor model, derived from the problem faced by a newsvendor who must decide on the number of newspapers to purchase at the beginning of the day before demand can be observed. This model, however, can be applied to any situation where the selling season is short enough that ordering decisions must be made before the season starts, such as for fashion goods, influenza vaccines and other health care products, short-life-cycle technology products (consumer electronics and telecommunications equipment), and perishable goods. Determining the Optimal Inventory Level When determining how much inventory to hold before the selling season starts, a firm needs to balance two possible outcomes. If the firm orders too much, inventory remaining at the end of the selling season will have to be sold at a discount or thrown away. But if the firm doesn't order enough, it may lose potential sales and possibly also cause customers to obtain the product from a competitor. To take those two possible outcomes into account, we define two types of costs: the overstocking cost, Co, which is the loss for the firm for each unit of leftover, and the understocking cost, Cu, which is the loss of margin for the firm for each unit of lost sales. . . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129693613","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":"Great Harvest Bread Company: Leveraging the Supply Chain for Competitive Advantage","authors":"E. W. Davis, Julio Serna Molina","doi":"10.2139/ssrn.2974958","DOIUrl":"https://doi.org/10.2139/ssrn.2974958","url":null,"abstract":"The foundation of the Great Harvest Bread Company is the \"Freedom Franchise,\" within which its more than 200 franchisees enjoy an amount of autonomy unusual for franchise operations. CEO Mike Ferretti is now faced with the matter of the rising costs of ingredients, some of which are based on longstanding contracts and others of which are obtained locally from a variety of sources, all of which have a direct impact on the product. Is there a way Ferretti can streamline the supply chain? Does the central tenet of the Freedom Franchise mean he stands more to lose than to gain by mandating procurement changes? What role does logistics play? This field-based case provides a means of addressing a hosts of issues related to supply chain optimization as well as strategic considerations. \u0000Excerpt \u0000UVA-OM-1437 \u0000Rev. Jun. 7, 2011 \u0000GREAT HARVEST BREAD COMPANY: \u0000LEVERAGING THE SUPPLY CHAIN FOR COMPETITIVE ADVANTAGE \u0000On a flight from Bozeman, Montana, to his home in Charlotte, North Carolina, Mike Ferretti, CEO of Great Harvest Bread Company (Great Harvest), wondered what the future held for his firm's supply chain development. Bakery owners now understood more about supplies and ingredients—what they bought from whom and how it got to them. But Ferretti still wondered how Great Harvest might optimize its supply chain and capture more of its potential value. \u0000Great Harvest Bread Company \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"183 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124607674","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 Perfect Storm: A Low-Performing Biotech Plant","authors":"R. Landel, R. Goldberg","doi":"10.2139/ssrn.2974977","DOIUrl":"https://doi.org/10.2139/ssrn.2974977","url":null,"abstract":"For the past 12 months, a major pharmaceutical company had rolled out a comprehensive set of cultural changes and breakthrough lean-process activities that were instigated by the need to cut nearly 25% of costs across its key global production facilities. The cultural changes and breakthrough lean-process activities called for aggressive action, and company leadership thought that the company's cost reduction goal could only be achieved through operational transformation, in a three-prong approach incorporating leadership behavior and management infrastructure changes that complimented the lean initiatives rolled out in the 24 manufacturing operating systems of its more than 40 global sites. A senior leader charged with heading up this global effort schedules a meeting with her lead contact from the external advisory firm hired to help with the design and initial implementation of a cost reduction to discuss the roadblocks they both had encountered at their least successful site. \u0000 \u0000Excerpt \u0000 \u0000UVA-OM-1463 \u0000 \u0000Jan. 20, 2012 \u0000 \u0000THE PERFECT STORM: A LOW-PERFORMING BIOTECH PLANT \u0000 \u0000For the past 12 months, a major pharmaceutical company had rolled out a comprehensive set of cultural changes and breakthrough lean-process activities that were instigated by the need to cut nearly 25% of costs across its key global production facilities. This need to cut costs was driven by two events. First, several of the company's patented blockbuster products would soon be going off-patent creating a significant revenue shortfall in the near future. Second, company leadership was currently negotiating with representatives from another major pharmaceutical company that had offered to acquire it over the next 18 months. \u0000 \u0000The cultural changes and breakthrough lean-process activities called for aggressive action, and company leadership thought that the company's cost reduction goal could only be achieved through operational transformation, in a three-prong approach incorporating leadership behavior and management infrastructure changes that complimented the lean initiatives rolled out in the 24 manufacturing operating systems of its more than 40 global sites. The large-scale program involved both senior leadership and an external advisory firm. With the assistance of the external firm, the pharmaceutical company had designed a complete rollout plan that began by identifying the first- and second-wave sites (others in the global network would be tackled later) and conducting an in-depth diagnostic analysis of the potential for financial gain, process improvement, and cultural changes at each of these production sites. \u0000 \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"17 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124656007","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 Late Night at the Virginian Restaurant: Model Documentation and Guide","authors":"R. Landel, S. Boes","doi":"10.2139/ssrn.2975034","DOIUrl":"https://doi.org/10.2139/ssrn.2975034","url":null,"abstract":"The purpose of this document is to describe each step in the development of a model for the case “A Late Night at The Virginian Restaurant” (UVA-OM-1551). \u0000 \u0000Excerpt \u0000 \u0000UVA-OM-1553 \u0000 \u0000Rev. Mar. 23, 2017 \u0000 \u0000A Late Night at The Virginian Restaurant: \u0000 \u0000Model Documentation and Guide \u0000 \u0000Contents \u0000 \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"96 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130574480","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":"Darden Business Publishing Gets Lean (a)","authors":"E. N. Weiss, R. Goldberg, A. English","doi":"10.2139/ssrn.2975002","DOIUrl":"https://doi.org/10.2139/ssrn.2975002","url":null,"abstract":"Darden Business Publishing provides its own field case as a consultant is enlisted to help it streamline production using Lean principles. The case provides an overview of continuous improvement concepts applied in a service setting. \u0000 \u0000Excerpt \u0000 \u0000UVA-OM-1497 \u0000 \u0000Rev. Apr. 7, 2014 \u0000 \u0000DARDEN BUSINESS PUBLISHING GETS LEAN (A) \u0000 \u0000Darden Business Publishing (DBP) prepared business case studies for use in the Darden classroom and, simultaneously, for publication and sales worldwide through both its own website and those of partner distributors. The case collection was a key manifestation of Darden's intellectual capital and value proposition; new cases kept the MBA curriculum relevant and imparted thought leadership by Darden faculty and researchers. But Steve Momper, DBP's director, had grown frustrated by a backlog of work in process (WIP) and an average 86-day lead time for case publication. Future growth in the business required an expansion of capacity, yet budget constraints had forced the elimination by attrition of two editor positions. Momper knew that the editing and publishing process required significant rework. The time was right to call on Austin English, a Darden alumnus whose consulting firm, RCF Associates, specialized in continuous process improvement (CPI). \u0000 \u0000The Existing Process \u0000 \u0000In recent years, DBP had grown rapidly, yet its process had never been reevaluated in its entirety so, over time, legacies had led to inefficiencies. There was more emphasis on beginning projects as they were received than on finishing those whose editing had already begun. A motivated faculty member with a tight deadline might be forced to wait in line while a colleague allowed months to elapse before reviewing a draft. In some instances, so much time would pass that a faculty author not only would no longer need the case but would barely recall the work in question. \u0000 \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121693872","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}