Muma Case Review最新文献

{"title":"Connected Communities: Was there worth in smart home technology in an apartment community?","authors":"James O Chestnut, Lydia Howard, Robert Giles, Rajiv R Patel","doi":"10.28945/5047","DOIUrl":"https://doi.org/10.28945/5047","url":null,"abstract":"Connected Communities: Was there worth in smart home technology in an apartment community?\u0000Should Mosaic Development add smart home technology in their multi-family developments? \u0000This was the question that Marc Mariano, development partner at Mosaic Development, pondered as he struggled to decide if he should install smart home technology in his latest multi-family project. \u0000Mariano understood that connected communities have been increasing in popularity over the last couple of years. Some see smart home technology as a luxury for residents but feel that it will continue to become expected over the next couple of years. The primary goal of smart home technology was to empower the resident to use it to its fullest potential to customize their living experience. \u0000Apartment communities had begun to include technology such as keyless entry systems that work off a smartphone, community-wide Wi-Fi, and package lockers with 24-hour access. In addition, the apartment features smart devices (such as lighting, outlets, switches), smart thermostats, sensors that detect water or gas leaks, and a voice control platform, much like Alexa or Siri. This technology can help reduce a renter's cost of living, provide convenience, and even save a life in a gas leak or fire. \u0000Balancing these concerns was the knowledge that if Mariano invested in smart home technology and the renter did not see the premium rent value, the project would not be profitable. One nagging question was how much a renter would agree to pay us a premium versus an organic increase in rent driven by the astounding growth in rent that was happening across all Florida markets in 2021.\u0000Mariano, as a partner/owner at Mosaic Development, a St. Pete based company, was focused on developing apartment communities desired by renters. Several issues influenced Mariano's decision of whether to proceed. \u0000Mariano knew this was not going to be an easy decision to make.","PeriodicalId":344748,"journal":{"name":"Muma Case Review","volume":"128 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114562362","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":"COVID-19 - Hillsborough Fire Rescue Department","authors":"Angie Payne","doi":"10.28945/4754","DOIUrl":"https://doi.org/10.28945/4754","url":null,"abstract":"In early January of 2020, the world became aware of a new coronavirus, now named COVID-19, rapidly spreading throughout Wuhan China. As the events of this deadly virus in China played out on the evening news, conversations started about the impending Chinese New Year. As a tradition, China shuts down all nonessential work for several weeks to celebrate the Chinese New Year, which gives families in China time to vacation around the world. The combination of COVID-19 and the Chinese New Year helped quickly spread the virus around the world to create a deadly pandemic. Europe was first to feel the fatal effects of COVID-19, then by late February, the virus had entered the United States. The fatal consequences of COVID-19 caught all nations off guard and quickly overwhelmed the medical system. While Hillsborough County Fire Rescue trains daily for both known and unknown emergency, is Hillsborough County Emergency Management team prepared for a pandemic as deadly as COVID-19?","PeriodicalId":344748,"journal":{"name":"Muma Case Review","volume":"59 12 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127580993","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":"Secure Data Integration in a Cloud Environment","authors":"C. Crace","doi":"10.28945/4127","DOIUrl":"https://doi.org/10.28945/4127","url":null,"abstract":"Honeywell was an industry leader in the aerospace market for both government and commercial needs, and had a proud history of making best-in-class products for a wide range of customers. Mike Brutsman, senior project manager, thought, “We have great data, great analysts, and great products. Why can’t we provide better and timelier project data to all our customers?” To address these issues, Aero had decided to test Microsoft Project Online (MSPO), a cloud-based planning and scheduling tool as replacement for the desktop versions that were currently in use. If adopted there would be many obstacles to rolling this software out.","PeriodicalId":344748,"journal":{"name":"Muma Case Review","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125387774","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":"University of South Florida Federal Credit Union: Volunteer Strategic Planning","authors":"R. Will, Ronald K. Satterfield, Ricky Skaggs","doi":"10.28945/5009","DOIUrl":"https://doi.org/10.28945/5009","url":null,"abstract":"The University of South Florida Federal Credit Union deploys a strategic planning process which includes a separate “governance only” planning session prior to a joint leadership and governance planning session. This case study presents the material used for the 2021 annual volunteer only planning session. Using the discussion case method, the volunteers decide which strategic directives should be advanced to the senior leadership team at USF Federal Credit Union.","PeriodicalId":344748,"journal":{"name":"Muma Case Review","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130777069","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":"Dynamic Communities: Plotting a New Course","authors":"Andy J Hafer","doi":"10.28945/4786","DOIUrl":"https://doi.org/10.28945/4786","url":null,"abstract":"Dynamic Communities was a company that forms and administers Software User Groups. Each group had a thriving membership which shared knowledge and information among each constituent in the community. Active participation by employees of member companies led to stronger competency in the software and eventually higher return on software investment for their employer. Programs and features of membership in a User Group ranged from online aspects (such as interactive discussion forums and downloadable content libraries) to in-person events (including training, certifications, and large-scale conferences). Companies joined in membership, paying an annual membership fee, to allow its employees access to the programs and features of the community. \u0000\u0000Through the first twelve years of existence, Dynamic Communities counted on double-digit growth in revenue from membership fees. However, it flattened. As technology evolved and social media became more pervasive, it had become easier and easier for individuals to replicate many of the learning features that made membership in a Dynamic Communities User Group exclusive. Persons found highly specialized information just by working the search engines. No longer was Dynamic Communities able to simply put online content behind a firewall and expect members to pay to access it.\u0000\u0000Revenue from membership fees made up about 19% of the company’s annual revenue but was eroding. Dynamic Communities executive team was faced with a dilemma of trying to revise its membership model in an environment of significant change while still maintaining its revenue sources. This case challenges the reader to assess price and product mix strategies.","PeriodicalId":344748,"journal":{"name":"Muma Case Review","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130316415","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":"Consulting Solutions: Thriving in the Federal Government Industry","authors":"Leroy A Alexander, Fabiano Laux, Abraham A Polanco, E. Presnell, Darren Rock","doi":"10.28945/4559","DOIUrl":"https://doi.org/10.28945/4559","url":null,"abstract":"Consulting Solutions Inc has spent the past 20 years serving the Federal Government. Consulting Solutions got its start as an 8(a) company in the DIA Mentor-Protégé program as a Protégé business delivering top notch IT & Mission Services. The company graduated from both the 8(a) program and the DIA Mentor-Protégé program, demonstrating an ability to bid and execute on large scale programs. Throughout the company's lifespan, Consulting Solutions had endured its fair share of government turbulence and federal budget fluctuations to remain a player in the federal marketplace. In 2018, following 20 years of sustained excellence, Consulting Solutions underwent an acquisition and sold to a new ownership group. Planning on continuing the legacy of unmatched customer delivery, the new Executive Directors are combining highly skilled personnel with state-of-the art commercial technology, focusing on providing innovative solutions to support the federal government for another 20 years. This case explores the various federal government agency nuances, rigid employee vetting processes, and stringent guidelines for competing and thriving in the federal government industry.","PeriodicalId":344748,"journal":{"name":"Muma Case Review","volume":"84 12","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"113944176","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":"Electronic Medical Records: Effectively Managing Change","authors":"Michael John Armstrong, Scott Bayus, David M Truxton, Rajeev Mathur, Kristine E kalderson","doi":"10.28945/4512","DOIUrl":"https://doi.org/10.28945/4512","url":null,"abstract":"As part of the American Recovery and Reinvestment Act (ARRA), all healthcare providers were required to adopt and show meaningful use of an electronic medical health record (EMR). To avoid a penalty, integration had to occur before January 1, 2014. Many hospitals and older physicians struggled with this. This digital change was new to not only physicians but also the business leaders that ran those businesses.","PeriodicalId":344748,"journal":{"name":"Muma Case Review","volume":"38 2","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114126565","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":"Allbridge: Reigning in the Accounts Receivable Horses","authors":"Iya Mokube, Shane M Davis, mohamad eid, Donald Shiflet","doi":"10.28945/5051","DOIUrl":"https://doi.org/10.28945/5051","url":null,"abstract":"Randy Koubek, Allbridge's CFO, had an AR problem. He couldn’t help but wonder if the AR situation was the main problem, or if it was symptomatic of a deeper issue. Was it primarily an internal problem, where the existing AR department could benefit from more focused training? Did Allbridge need to implement new technology and/or processes to improve current debt collection practices? Were there underlying cash flow or billing issues that could be addressed to resolve the larger AR issue? Was there value in a more drastic option, like eliminating the entire department and outsourcing accounts receivable? Or could the AR situation be an indication of a larger customer problem? Did Allbridge need to use some triggers to help customers make timely payments? Should Allbridge consider levying late fees on customers who were significantly behind in their payments, and could this be done without losing customers? He had a very important decision to make.","PeriodicalId":344748,"journal":{"name":"Muma Case Review","volume":"5 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124898184","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":"To Stay True or Take the Mass Market Route?","authors":"Chien-Hong Lee, Emily Woo, Greg Yap","doi":"10.28945/5008","DOIUrl":"https://doi.org/10.28945/5008","url":null,"abstract":"Singapore has won many accolades as a Meetings, Incentives, Conferences and Exhibitions (MICE) destination for 17 years in the Asia Pacific, with the industry having a projected market value of USD5,214.0 by end 2027, with a CAGR of 8.4% (PRNewswire, 2020). \u0000\u0000Eyeing this huge growth potential, Greg founded TAB Group Pte Ltd in 2019, serving the corporate and private events market. Greg wanted to create memorable experiences and connect people by curating unique events with selected vendors, making the entire event planning process seamless and transparent for customers via TAB’s online platform solution while providing excellent and personalized customer service. Response was good and TAB was ready to scale up.\u0000\u0000Then Covid-19 struck in December 2019. This global pandemic spared no economy, with many countries currently experiencing multiple waves of resurgence, prompting governments to declare lockdowns and suspensions of green lane travel arrangements. While pivoting to curating virtual experiences afforded TAB the opportunity to diversify its offerings and continue to be relevant in the new normal, ongoing restrictions and limitations placed on gatherings and group sizes by the local government inhibited TAB from taking off in the scale that it had projected.\u0000\u0000Considering the economic downturn, businesses locally and internationally, were experiencing reduced budgets on corporate events and client entertaining. With TAB’s target corporate customer segment not buying events at the same pace pre-Covid, Greg was faced with two options. The first option was to rebrand his product and market to consumers and special events. Greg would be faced with fierce competition from bigger players that already offer existing solutions and dominate this segment while potentially losing his core segment of corporate customers that demand his unique solution. The second option was to remain committed to TAB’s core vision and mission of offering TAB’s solution to a niche market. This could potentially result in prolonged limited growth in the short term. However, it would also enable TAB to build a strong base of suppliers and partners to be ready to expand when borders reopen and travel resumes.","PeriodicalId":344748,"journal":{"name":"Muma Case Review","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115375269","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":"Pivotal Decisions in Outsourcing","authors":"Grover Walters","doi":"10.28945/4124","DOIUrl":"https://doi.org/10.28945/4124","url":null,"abstract":"This discussion case follows a manager of IT for a global mattress manufacturer as he contemplates a decision surrounding conflicting feedback regarding a IT vendor named Pivotal IT. The case may be taught in both undergraduate (upper level) and graduate courses.","PeriodicalId":344748,"journal":{"name":"Muma Case Review","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116319008","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}