Darden Case Collection最新文献

{"title":"LeMar Outdoor Play Products, Ltd.: An Outsourcing Decision to India","authors":"Mark E. Haskins, Paul J. Simko","doi":"10.2139/ssrn.3636596","DOIUrl":"https://doi.org/10.2139/ssrn.3636596","url":null,"abstract":"This case, based on general business experience, casts students in the role of analyzing the financial effects of a possible outsourcing decision. Lee and Marcia Mills, owners of LeMar Outdoor Play Products, Ltd. (LOPP), a Canadian company that designs, manufactures, and installs outdoor play equipment, are faced with a decision pertaining to whether LOPP should outsource the company's back-office information technology enabled services (IT-ES) functions. Lee engages with an outside advisory firm specializing in matching companies with suitable outsourcing partners in India, and eventually a contract is presented. From just a financial perspective, students must ascertain whether Lee and Marcia should accept the outsourcing offer. \u0000Excerpt \u0000UVA-C-2440 \u0000Jun. 18, 2020 \u0000LeMar Outdoor Play Products, Ltd.: An Outsourcing Decision to India \u0000Even though their ages were beginning to show, Lee and Marcia Mills were young at heart. For the past 15 years, they had tirelessly worked to build their business, LeMar Outdoor Play Products, Ltd. (LOPP), into a western Canadian industry leader. Of late, their reputation for novel, safe, and well-built products had produced inquiries from potential new customers in the US East Coast and several family-oriented resorts in Latin America. The company designed, built, and installed all types of outdoor play equipment suitable for school-age children. Marcia was the whimsical, creative force behind the company's unique product designs. She was also in charge of the company's marketing, sales, and promotion activities, which were web-based, brochure-based, and via targeted direct mail. Lee, on the other hand, was the primary business manager—overseeing the production operations, product transport and installation, as well as back-office information technology-enabled services (IT-ES) such as accounting, website expansion/maintenance, and personnel payroll/benefits. \u0000Late one Sunday afternoon, during a rare moment while relaxing on one of their perpetual self-pushing swing sets, they had agreed on two things that set a number of wheels in motion. First, they agreed that they were both too busy—they were, as the saying goes, “burning the candle at both ends” at an unsustainable level. Second, they wanted to grow the business, taking on the new clients that were calling from more distant locations. Perhaps they would become the world's leader of outdoor play systems, or be presented with a buyout option too good to refuse from an established company already in the recreational equipment industry. Maybe a company like Nike or North Face might want to expand their product offerings and would be interested in acquiring LOPP's. \u0000The first of their shared realizations presented an immediate, follow-on task for Lee that he looked forward to addressing. He needed to find a business affiliate that could take on the company's back-office operations (e.g., accounting, employee benefits, and payroll administration) and promotional com","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"60 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-09-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130945193","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":"Chalhoub Group: Transforming the Luxury Retailer","authors":"S. Snell","doi":"10.2139/ssrn.3682624","DOIUrl":"https://doi.org/10.2139/ssrn.3682624","url":null,"abstract":"From a single boutique in Damascus, Syria, in 1955, the Chalhoub Group had grown by 2019 to operate more than 650 luxury retail stores in 14 countries throughout the Middle East and North Africa. By blending its knowledge of luxury and its unique Middle East expertise, the Group had built a powerhouse of brands, enjoyed a reputation for excellent service with all its partners, and offered a differentiated retail experience to its customers in the region. However, the company needed to adapt its business model to a changing Middle East. Increased globalization, economic uncertainty, technological disruption, market innovations, changes in customer expectations, and a whole new set of competitors were transforming the luxury retail industry. In recent years, the Group had focused more on the customer experience, modernized its digital presence and data gathering, and invested heavily in innovation. Had it made the right changes, in the right ways, to build organizational agility and capability to drive future performance? \u0000 \u0000Excerpt \u0000 \u0000UVA-S-0319 \u0000 \u0000Rev. Apr. 8, 2020 \u0000 \u0000Chalhoub Group: Transforming the Luxury Retailer \u0000 \u0000Preparing for his meeting with the company executive board, Patrick Chalhoub, the CEO of the Chalhoub Group (the Group), wondered how best to describe the fundamental shift in the Middle East in the last few years. Increased globalization, economic uncertainty, technological disruption, market innovations, changes in customer expectations, and a whole new set of competitors were transforming the luxury retail industry. While he referred to this as the \"new norm,\" he wondered if this fully captured the challenges confronting the Group, his family-owned company in the Middle East that had been in partnership with international luxury brands for more than 60 years. \u0000 \u0000Company Background \u0000 \u0000Michel and Widad Chalhoub, husband and wife, opened their first store, Christofle, in Damascus, Syria, in 1955. A decade later, the economic uncertainty in the country led the Chalhoubs to relocate their business to Beirut, Lebanon. By 1975, their two sons—Patrick and Anthony—had become active in the business, and the family moved operations to Kuwait. In 1990, they moved their headquarters to Dubai following the Iraqi invasion. Patrick and Anthony Chalhoub took over as co-CEOs in 2001. \u0000 \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"17 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-09-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124654039","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":"Executive Incentive Pay Disclosures at Etsy, Inc.","authors":"Mark E. Haskins, Luann J. Lynch","doi":"10.2139/ssrn.3682573","DOIUrl":"https://doi.org/10.2139/ssrn.3682573","url":null,"abstract":"The financially savvy (fictional) protagonist in this case is an independent artist, intrigued with the possibility of becoming a seller on the Etsy, Inc., marketplace. As such, she is seeking to learn about the company—that is, its culture, recent history, and incentive compensation philosophy and practices for top executives. The case provides pertinent, publicly sourced information for exploring and discussing such issues.This case is suitable for an undergraduate, graduate, or non-degree executive education course where the focal topic is, in general, performance management, and more specifically, the use and design of executive incentive compensation plans. A valuable secondary objective is to introduce students to some of the company information disclosed in a publicly available corporate proxy statement. That document, filed with the SEC as Form DEF 14A, is filed in preparation for a public company's annual shareholder meeting. \u0000 \u0000Excerpt \u0000 \u0000UVA-C-2430 \u0000 \u0000Dec. 6, 2019 \u0000 \u0000Executive Incentive Pay Disclosures at Etsy, Inc. \u0000 \u0000Betsy Jordaniske had been an artist for as long as she could recall. In fact, in fourth grade, she had won the first art contest she had ever entered. What was unique and unusual about her winning piece, and what was still true 20 years later, was that her paintings were three-dimensional, incorporating real materials from nature such as dried grasses, pebbles, twigs, grains, and even a little dirt once in a while. Such materials interplayed with the acrylics, the chalk, and the colored pencils she used in a truly captivating way. Her paintings were unique to say the least, and they often prompted observers to move closer, look longer, and reflexively smile just a little bit. \u0000 \u0000For years, Jordaniske had been frustrated by not having enough time to devote to her art—she lived for that endeavor, and she worked as a bookkeeper to live. On the surface, her occupation and vocation seemed quite incongruous, but it was the symmetry of bookkeeping that had a certain appeal to her, just as the unlimited possibilities of a blank canvass never failed to kick-start the flow of artistic ideas in her head and heart. \u0000 \u0000Formal schooling in accounting or art had not been a path Jordaniske had been able to take. Out of family necessity, she had gone to work right out of high school in her uncle's retail shop, doing the books in the back office, working the cash register out front, and helping customers when the shop got busy. It was in the evenings and on weekends, when the weather was nice, that she set up her portable, bare-bones studio in various natural, out-of-the-way settings around her Texas hometown. She let her surroundings speak to her—waiting to sense the urge to paint a certain scene, in a certain way. Inevitably, ideas easily and readily flowed. If she did not have all the material she needed while on site, she would simply add it later, with no loss of artistic wholeness, as the image she wanted was already finished in her","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-08-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129139367","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":"Wingtech Acquires Nexperia: Will the New Company Fly?","authors":"Ming-Jer Chen, Y. P. Chan, Mary Summers Whittle","doi":"10.1142/s0218927520500030","DOIUrl":"https://doi.org/10.1142/s0218927520500030","url":null,"abstract":"This case is about Wingtech, a China-based mobile phone and intelligent devices manufacturer. Early in 2019, Wingtech CEO Xuezheng Zhang faced one of the biggest challenges of his career. Founded only 13 years earlier, Wingtech was one of the world’s top producers of high-tech consumer products. But Wingtech didn’t produce its products’ key component: microchips. Instead, the vast majority of chips were imported from American and European manufacturers. Facing growing hostility from an increasingly anti-China U.S., and the very real possibility of crippling disruptions to the microchip supply chain, Wingtech had just completed the purchase of highly regarded Netherlands-based chip manufacturer Nexperia for USD3.6 billion. Now Zhang faced a daunting set of highly consequential new questions. To what extent should he try to integrate the two geographically and culturally distinct companies? How could he convince Nexperia’s highly competent leader, who had been unenthusiastic about the deal, to stay? Zhang had seen great success as an entrepreneur. How should he lead as the CEO of a global high-tech firm?","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"18 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116849203","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 Natural Step","authors":"Andrea L. Larson, Wendy Warren","doi":"10.1002/9781119561132.ch4","DOIUrl":"https://doi.org/10.1002/9781119561132.ch4","url":null,"abstract":"This note explains \"The Natural Step\" framework, an educational and implementational tool used by corporations to incorporate environmental programs and sustainability principles into strategy and operations. The note provides a short history of The Natural Step organization and a description of the process by which the framework was developed. The four systemic conditions of The Natural Step are presented as principles to guide decision making. Hundreds of companies are now using The Natural Step; the note provides short descriptions of a handful of these companies. Excerpt UVA-ENT-0039 Rev. Oct. 13, 2009 THE NATURAL STEP Introduction The list of environmental concerns challenging industry and society is sobering in their far-reaching character: · exponential population growth . . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"02 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-03-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127180624","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":"When Competition Isn't Enough: Rural Health in Southwest Virginia (A)","authors":"G. Matherne, R. Goldberg, Peggy Bermel, Brennan Fox, K. Minogue, Ryan Oberleitner, Charlie Punches, C. Rose","doi":"10.2139/ssrn.3453530","DOIUrl":"https://doi.org/10.2139/ssrn.3453530","url":null,"abstract":"Mark Seidman at the Federal Trade Commission is evaluating a proposed merger between two health care entities and competing market leaders in southwest Virginia. The rural region is characterized by poverty, unemployment, and poor population health indicators relative to the rest of the state. The merger would form a virtual monopoly, normally prohibited by federal consumer protection laws, but the two companies assert that it would allow them to remain profitable and to continue to offer health care services in the region.In the B case, Marissa Levine, the Virginia Commissioner of Health, considers reports for and against the merger as she decides whether to issue a waiver to allow it. The optional C case describes the consequences of these decisions. The case set includes excerpts from public filings, which provide rich insight into the reasoning behind each entity's opinion.This case set explores the differences in and conflicts among the interests of for-profit health care systems, of rural, low-income residents, and of federal, state, and local governments. It allows students to engage in an in-depth discussion of the sometimes emotional issue of rural healthcare. It is suitable for students in a classes spanning health care management, nonprofit management, public policy, governance, ethics, and the social sector. \u0000Excerpt \u0000UVA-S-0314 \u0000Sept. 6, 2019 \u0000When Competition Isn't Enough: Rural Health in Southwest Virginia (A) \u0000We are proud…we don't want handouts…but we want to be able to take care of ourselves. \u0000—Gilda Mountcastle, 54, Lee County \u0000Should a Monopoly Be Acceptable in Health Care? \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"25 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-09-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127757585","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":"Financial Analytics Toolkit: Weighted Average Cost of Capital","authors":"M. Lipson","doi":"10.2139/ssrn.3423171","DOIUrl":"https://doi.org/10.2139/ssrn.3423171","url":null,"abstract":"Central to a firm's long-term success, is allocating capital so that it generates economic value. The two most common decision rules based on economic value are to (i) accept proposals that have a positive net present value (NPV) when discounted at the appropriate hurdle rate or (ii) to accept proposals whose internal rate of return (IRR) exceeds the appropriate hurdle rate. Key to both rules, in economic terms, the hurdle rate reflects the appropriate opportunity cost of devoting capital to the given proposal rather than an equally risky alternative. The weighted average cost of capital (WACC) is the most commonly used hurdle rate, and this note explains why it is useful as a hurdle rate, discusses how it is calculated, and explores some issues related to its use. A one-page summary of implementation best practices is also provided. The concepts in this note are applied to the firm Morgan Industries, a setting that has been integrated across all the Financial Analytics Toolkit series of technical notes. \u0000Excerpt \u0000UVA-F-1850 \u0000Jul. 16, 2019 \u0000Financial Analytics Toolkit: Weighted Average Cost of Capital \u0000A proper allocation of resources is central to a firm's long-term success. An important objective in this regard is to allocate capital so that it generates economic value. The two most common decision rules based on economic value are to (i) accept proposals that have a positive net present value (NPV) when discounted at the appropriate hurdle rate or (ii) accept proposals whose internal rate of return (IRR) exceeds the appropriate hurdle rate. \u0000The hurdle rate is key to both rules. In economic terms, the hurdle rate reflects the appropriate opportunity cost of devoting capital to the given proposal rather than an equally risky alternative. The weighted average cost of capital (WACC) is the most commonly used hurdle rate, and this note justifies its use as a hurdle rate, discusses how it is calculated, and explores issues related to its implementation. \u0000Basic Definition and Justification \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"78 5","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-07-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"120966338","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":"Defining Leadership and Effectiveness","authors":"S. Martin","doi":"10.2139/ssrn.3409482","DOIUrl":"https://doi.org/10.2139/ssrn.3409482","url":null,"abstract":"This technical note helps explain what leadership really is, explores some of the factors that influence leader effectiveness, and introduces the basics of how people can begin to develop as leaders. It is an introduction to a very big topic area, but provides simple definitions and explanations of complicated concepts. \u0000Excerpt \u0000UVA-OB-1292 \u0000Rev. Jul. 24, 2019 \u0000Defining Leadership and Effectiveness \u0000We hear the word “leadership” all over the place in business schools and in the broader business community. When recruiters are asked what skills they want MBA students to have, “leadership skills” are typically right at the top of their lists. Similarly, when executives come back to business school for executive MBAs or when companies send rising stars to various development programs, improving leadership skills is regularly noted as a goal. This might lead to the conclusion that leadership is a pretty important skill for one's career—and indeed, it is. But here's the problem: How do you define this thing that people say is so important? What is leadership? Who is a leader? What does it mean to be an effective leader? If you ask a dozen people, you will likely hear a dozen different answers. How is there so little consensus around this topic about which mountains of books have been written and about which society cares so deeply? One reason is that leadership is often confused with other things that sound similar. This note aims to clear up some of that confusion and present a useful working definition of what leadership is, how to evaluate it, and the behaviors that are important. Importantly, this note is not an exhaustive list of what we know about leadership—that would be too tall an order for any readily digestible piece of reading. Instead, consider this a primer about what leadership is, how it gets done, and how to know whether it's good. \u0000Art versus Science \u0000Consider Figure 1. If I asked you to place “leadership” somewhere on this spectrum between art and science, where would you put it? \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-06-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130745965","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":"Heart of a Champion","authors":"S. Martin","doi":"10.2139/ssrn.3393823","DOIUrl":"https://doi.org/10.2139/ssrn.3393823","url":null,"abstract":"Kobe Bryant and Tim Duncan are widely regarded as two of the greatest basketball players in NBA history. Both led their teams to championships, and both were named MVP and All-Star multiple times. But Bryant, the \"Black Mamba,\" and Duncan, the \"Big Fundamental,\" had very different styles of play and ways of interacting with their teammates, coaches, and fans. This case offers an overview of these two champions' careers and brings up questions about leadership and how we measure effectiveness. \u0000Excerpt \u0000UVA-OB-1288 \u0000May 17, 2019 \u0000Heart of a Champion \u0000Kobe Bryant \u0000Kobe Bryant was the 13th pick in the 1996 National Basketball Association (NBA) draft. The son of a former professional basketball player, he was drafted straight out of high school by the Charlotte Hornets but immediately traded to the Los Angeles Lakers, with whom he spent his entire career. He was widely regarded as one of the greatest players in history. \u0000In almost every year of his career, Bryant's jersey was in the top 10 sold around the country, and in many of those years it was the number-one selling jersey. His high-flying, accurate shooting offensive style made him a regular on sport shows' highlight reels and led to countless “Did you see that?” moments. His style of play seemed perfectly suited for the Lakers and Los Angeles, where glitz and flash were woven into the culture. Los Angeles was the second-largest media market behind New York, and players greatly desired to play there in order to have the viewership, potential sponsors, and entertainment deals the city could offer. On top of that, the nightlife and beaches made the city a destination for free agents (players whose contracts had expired and who were looking for a new team to join), allowing it to attract new talent when it needed to. Bryant took advantage of these resources. He appeared on numerous talk shows, sponsored countless products, and kept people coming to the games. As a result, he was one of the most highly paid players in the league, even in his final several seasons when his performance was in decline (for Bryant's salary, see Exhibit 1). And while the money it spent on Bryant's salary in his last few years made it difficult for the Lakers organization to pay for other talented players to join the team, it was hard to argue that he didn't have a huge fanbase. \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"66 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-05-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121297173","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":"Caterpillar Inc. Taps the Chinese Bond Market","authors":"Luann J. Lynch, Mark E. Haskins","doi":"10.2139/ssrn.3393818","DOIUrl":"https://doi.org/10.2139/ssrn.3393818","url":null,"abstract":"An MBA graduate prepares for a possible interview with Caterpillar Inc. by reading about the company's longtime presence in China manufacturing heavy equipment and its continued optimism about the heavy equipment market in that country. He also learns that the company financed part of its operations and growth in China by issuing bonds in Hong Kong and wonders whether the company would return to that bond market in Hong Kong. Excerpt UVA-C-2418 May 9, 2019 Caterpillar Inc. Taps the Chinese Bond Market It was spring 2019, and Mark Denoso eagerly anticipated the possibility of interviewing for a position in the office of the CFO at Caterpillar Inc. (Caterpillar). He had invested much time and energy getting his master's of business administration (MBA) from a top US business school and was eager to put his degree to work. Caterpillar would be the ideal place. Denoso fondly recalled his many hours spent in the open fields next to the house where he grew up, using his toy excavators, bulldozers, front loaders, and other equipment in the small construction sites he had created in and around the dirt and rocks in those fields. He had always dreamed of working construction, and, after obtaining his undergraduate degree in civil engineering, had landed the job as project engineer at a large construction firm; however after two years in that role, he was impatient to see his career progress, so he had returned to school to obtain his MBA. Now he was looking for a job opportunity that would combine his love of construction and his newly acquired business skills. In preparation for a possible interview, Denoso had read extensively about Caterpillar. He was intrigued with the company's longtime presence in China manufacturing heavy equipment and its continued optimism about the heavy equipment market in that country. He had also learned that the company had financed part of its operations and growth in China by issuing bonds in Hong Kong. He wondered whether the company would return to the bond market in Hong Kong again. . . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-05-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121573905","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}