Darden Case Collection最新文献

{"title":"Zappos.Com, Inc., and the Warehouse Decision","authors":"M. Lenox, E. N. Weiss","doi":"10.2139/ssrn.2975231","DOIUrl":"https://doi.org/10.2139/ssrn.2975231","url":null,"abstract":"Amazon.com had purchased Zappos in 2009 and was making significant investments in warehouse infrastructure. By early summer 2012, Zappos, a dominant player in the crowded online retail apparel and footwear arena must decide whether to retain its warehouse complex in Kentucky, which it had maintained since 2002, or turn over the operations to Amazon. Should Zappos continue to operate as an entity external to its parent company? Or would advancements and changes in the market be disruptive enough to force Zappos to change in order to remain competitive? \u0000Excerpt \u0000UVA-S-0227 \u0000Rev. May 19, 2015 \u0000Zappos.com, Inc., and the Warehouse Decision \u0000In 1999, Nick Swinmurn partnered with venture capitalist Tony Hsieh to launch online footwear retailer Zappos.com, Inc. Hsieh soon left his angel fund to become the company's CEO. Despite an entrenched brick-and-mortar retail-footwear sector and numerous online competitors, Zappos was able to gain a foothold in the market by emphasizing superior customer service, most noticeably in its 365-day return policy and offer of free shipping both ways. By 2012, Zappos, with Hsieh still at the helm, had become a dominant player in the crowded online retail apparel and footwear business. Reporting sales of $ 2 billion, Zappos was a force to be reckoned with as it competed with Nike, Foot Locker, and Nordstrom; yet challenges and opportunities loomed ahead. \u0000Amazon.com, Inc., had purchased Zappos in 2009 and was making significant investments in warehouse infrastructure. Many observers predicted that Amazon could, within a matter of a few years, offer the holy grail of online retailing: same-day delivery. For Zappos, which had operated more or less autonomously from Amazon since its purchase, this possibility presented both an incredible opportunity and a potential challenge. \u0000In early summer 2012, Zappos had a decision to make: retain its warehouse complex in Kentucky, which it had maintained since 2002, or turn over the operations to Amazon. This warehouse location, which by 2012 had expanded to two buildings, was critical to Zappos' operations because it enabled one-day delivery to East Coast locations. The Zappos culture of highly engaged employees and focus on customer service was as strong at the Kentucky warehouses as it was at the warehouse and corporate offices on the West Coast. By turning over operations of the Kentucky warehouse complex to Amazon, Zappos would be leveraging Amazon's warehousing and delivery expertise as well as avoiding a future scenario whereby Amazon became a key competitor with faster delivery times than Zappos could manage alone. \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"7 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":"115078514","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":"United Parcel Service, Inc.: The Challenge of Protecting Organizational DNA","authors":"Edward D. Hess, Katherine G. Ludwig","doi":"10.2139/ssrn.2975238","DOIUrl":"https://doi.org/10.2139/ssrn.2975238","url":null,"abstract":"This case explores the nature and strength of the UPS organization and presents the following question: With the increasing speed of change and competition in today's global, digital economy, can UPS continue to pursue its dual strategies of operational excellence and adaptation while maintaining adherence to the employee-centric cultural policies that have been the foundation of its success for so long? \u0000Excerpt \u0000UVA-S-0238 \u0000Feb. 25, 2014 \u0000UNITED PARCEL SERVICE, INC.: \u0000THE CHALLENGE OF PROTECTING ORGANIZATIONAL DNA \u0000You are by nature, a man of inquiring mind, and you see much in your job and elsewhere in the company that should be improved. You are impatient to have these defects corrected. You are far more interested in improving what is bad than in crowing about what is good. You are, in a word, constructively dissatisfied. \u0000—Jim Casey, founder of United Parcel Service, Inc. \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"6 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":"123320240","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 Sequel to Chance Encounters","authors":"P. E. Pfeifer","doi":"10.2139/ssrn.2975181","DOIUrl":"https://doi.org/10.2139/ssrn.2975181","url":null,"abstract":"Movie-industry analyst David Fitzhugh must estimate the value of the sequel rights associated with Chance Encounters, a soon-to-be-produced movie. The producers intend to use the cash from the sale of the sequel rights to help fund production of the original movie. With the purchase of the sequel rights, the client fully intends to produce a sequel--should the original movie prove successful. \u0000 \u0000Excerpt \u0000 \u0000UVA-QA-0831 \u0000 \u0000Feb. 13, 2015 \u0000 \u0000The Sequel to Chance Encounters \u0000 \u0000In April 2003, David Fitzhugh, a respected movie-industry analyst, was hired to evaluate an unusual business idea—the purchasing of the sequel rights associated with a soon-to-be-produced movie. About six months earlier, Warmer Brothers Studios had approached Fitzhugh's client (a very successful independent-movie producer) with a proposal to sell him the exclusive rights to produce a sequel to Chance Encounters, Warmer Brothers' newest movie. A string of poorly performing movies had left Warmer Brothers badly in need of cash to help defray the estimated $ 25 million cost of making Chance Encounters, and they had come up with the idea of selling the sequel rights. In preparation for the upcoming negotiation, Fitzhugh's client asked him to perform a thorough “data-driven” valuation of the exclusive rights to produce a sequel. \u0000 \u0000The Basics of the Movie Business \u0000 \u0000Movies went through three stages to reach the public: production, distribution, and exhibition. Production was the actual making of the movie. The total cost for this stage was called negative cost: the cost to produce the master negative of the movie. Typically, the largest components of negative cost were salaries of the actors and director, set design and construction, and transportation. On average, production of a movie took about a year, at a negative cost of around $ 30 million. \u0000 \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"43 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":"125373690","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":"Biosidus: Biotecnologia En La Patagonia","authors":"G. B. Fairchild, Manuel Garcia Diez, A. Com, A. Carrera, Roberto Vassolo","doi":"10.2139/ssrn.2975196","DOIUrl":"https://doi.org/10.2139/ssrn.2975196","url":null,"abstract":"The case follows an Argentinean biotech firm as it sets future firm strategy and decides how to fund it. Specifically, the firm is working on a method to produce human growth hormone through the milk of cloned cows. Economic and political uncertainties in Argentina complicate an otherwise challenging strategic decision. Students are required to make a decision based on the conditions present at the time of the case. \u0000 \u0000Excerpt \u0000 \u0000UVA-S-0115 \u0000 \u0000Rev. Aug. 22, 2012 \u0000 \u0000BioSidus: Biotecnologia en la Patagonia \u0000 \u0000In early August 2002, Marcelo Arguelles, son of Antonio Arguelles, the founder of BioSidus, faced a very tough decision concerning the future of the company. BioSidus could no longer implement its 10-year business plan given the current political and economic crises in Argentina. Therefore, Arguelles needed to reevaluate his company's direction along three potential paths. First, should his company focus on its current product base and harvest its existing portfolio of drugs? Second, should it invest in R&D despite adverse market conditions? Third, should it forge a new international partnership to establish a greater market for its current products? \u0000 \u0000BioSidus's latest R&D development involved farm animal cloning techniques that used animals to produce new proteins, which would then be secreted and harvested from their milk. After one unsuccessful attempt, the company anxiously awaited the birth of its second cloned calf. If successful, this new technique would significantly reduce the production costs of proteins, transferring the production line from a multi-million-dollar state-of-the-art facility to a cow (see Exhibit 1 for an illustration of the cloning process). \u0000 \u0000Arguelles was confident that this new technique would revolutionize the industry. He was uncertain, however, of what it would mean for the rest of his company if the cloning was unsuccessful. Faced with a restrictive financial market and weak demand, Arguelles was not sure the company would have enough strength to complete the project. \u0000 \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"21 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":"121093208","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 Virginia Carlton—Taylor Hayden","authors":"Sherwood C. Frey, Lucien L. Bass, H. Mahmood","doi":"10.2139/ssrn.2975148","DOIUrl":"https://doi.org/10.2139/ssrn.2975148","url":null,"abstract":"With the final paper of the semester now submitted, there was only one remaining obstacle for Taylor Hayden before departing tomorrow afternoon for an exciting and challenging summer internship with a strategic consulting firm in Washington, DC: a meeting with Hunter Morgan. Morgan was the final prospect interested in subletting Hayden's bedroom in the Virginia Carlton for the summer. All other inquiries had led to dead ends. If Morgan did not agree to sublet the bedroom, Hayden would have to absorb the full cost of the bedroom expenses for the summer—an unpleasant outcome, but one with which Hayden was reconciled. This case and its companion case, “The Virginia Carlton—Hunter Morgan” (UVA-QA-0782), describe a predominantly distributive bargaining situation to which additional issues can be added for the mutual benefit of both parties. \u0000Excerpt \u0000UVA-QA-0781 \u0000Apr. 4, 2012 \u0000The Virginia Carlton—Taylor Hayden \u0000Although the first year at the University of Virginia (U.Va.) McIntire School of Commerce had been a lot of work, it had been nonetheless a terrific year for Taylor Hayden. With the final paper of the semester now submitted, there was only one remaining obstacle: a meeting with Hunter Morgan before departing tomorrow afternoon for an exciting and challenging summer internship with a strategic consulting firm in Washington, DC. Morgan was the final prospect interested in subletting Hayden's bedroom in the Virginia Carlton for the summer. All other inquiries had led to dead ends. If Morgan did not agree to sublet the bedroom, Hayden would have to absorb the full cost of the bedroom expenses for the summer—an unpleasant outcome, but one with which Hayden was reconciled. \u0000The Virginia Carlton was a newly constructed and well maintained apartment building on Jefferson Park Avenue, located fairly close to U.Va.'s central grounds. The second-floor apartment, which Hayden had shared with two friends, comprised three bedrooms, two bathrooms, a kitchen, a common room (with a wide-screen TV), and a laundry room (see Exhibit 1 for the floor plan). The apartment rental also included one reserved space in the building's underground parking garage. Each roommate's share of the rnt was $ 480 per month. The rental rate did not include electricity, which ran from $ 10 to $ 15 per person per month. Fortunately for Hayden, the group had decided to let Hayden use the parking space for the entire year; additional parking spaces cost $ 30 per month. The wireless Internet and cable package was an extra $ 40 per roommate. Hayden's roommates had agreed to the summer subletting of Hayden's bedroom but only to a U.Va. student. \u0000The Trials of Subletting \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"11 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":"122348339","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 Billy Cash (Quiksign Agent)","authors":"Sherwood C. Frey, Lucien L. Bass, L. Nelson","doi":"10.2139/ssrn.2975116","DOIUrl":"https://doi.org/10.2139/ssrn.2975116","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 agent. The case needs to be accompanied by the background information case, UVA-QA-0739. \u0000 \u0000Excerpt \u0000 \u0000UVA-QA-0741 \u0000 \u0000Rev. Jun. 3, 2011 \u0000 \u0000Confidential Information for Billy Cash (QuikSign Agent) \u0000 \u0000Billy Cash had worked with many athletes throughout his career at QuikSign but had yet to have a superstar athlete in his portfolio. Some agents worked specifically for one player, typically a high-profile and highly successful athlete. On average, though, each agent handled between five and fifteen athletes at any given time, usually with a variety of lower-ranked players and few, if any, more successful players. Having multiple athletes allowed the agent to be cost-effective and time-efficient, and gave the agent leverage when negotiating deals for his or her athletes. When an agent attended a tournament, the cost of his airfare, hotel accommodations, and other expenses could be dispersed among all the players in the tournament. The agent's time during those tournaments could then be spent on networking for those players. And ultimately, when it came time to make a deal, the agent could influence a tournament director's decision on who would be accepted into the draw by offering a big-name athlete along with lower-ranked athletes. The agent could influence a sponsorship by suggesting that many of his or her athletes could represent the brand. An agent with many athletes could help lower-level players become well connected and help with their success considerably more if the agent were able to claim a big-name athlete. \u0000 \u0000Cash was due to have such an athlete. In the past, Cash had managed only two other athletes who had cracked the top 20, but they had both recently retired because their primes had come and gone. Cash had wanted to add an athlete to his portfolio who was not only higher-profile, but also one who had the potential of becoming a top-10 player. Cash believed Sebastian Martinez could be this breakthrough athlete. Cash thought Martinez seemed independent and mature enough to make decisions for himself; however, he knew that Martinez's parents had been very involved in his career, so it was important to remain on good terms with theentire family. \u0000 \u0000Although Martinez seemed mature, he was still very young; Cash wanted to be careful not to go overboard in terms of endorsement contracts and sponsorship opportunities, knowing that many young tennis players","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"18 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":"126186491","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":"Opening Casino Jack","authors":"Y. Grushka-Cockayne, K. C. Lichtendahl, Andrew Green, Temple Fennell","doi":"10.2139/ssrn.2975179","DOIUrl":"https://doi.org/10.2139/ssrn.2975179","url":null,"abstract":"Temple Fennell, CEO of ATO Pictures, recalled the distribution of ATO's first U.S. film, Casino Jack, starring Kevin Spacey. He reflected on the red carpet thrills during the opening week in December 2010, and the excitement surrounding Spacey's Golden Globe nomination. At the same time, he was reminded of the challenging decisions he and his team had had to make regarding the film's advertising and distribution. \u0000 \u0000Excerpt \u0000 \u0000UVA-QA-0827 \u0000 \u0000Rev. Aug. 7, 2015 \u0000 \u0000Opening Casino Jack \u0000 \u0000Temple Fennell, CEO of ATO Pictures, recalled the distribution of ATO's first U.S. film, Casino Jack, starring Kevin Spacey. He reflected on the red carpet thrills during the opening week in December 2010, and the excitement surrounding Spacey's Golden Globe nomination. At the same time, he was reminded of the challenging decisions he and his team had had to make regarding the film's advertising and distribution. \u0000 \u0000Fennell could have advertised nationally prior to the film's release, or he could have waited to see the audience and critic reactions before committing significant advertising dollars. The first option required a wider release of the film. The second option limited the initial release to a small number of screens. While Fennell had been sure there was no magic formula for box office success, he had believed that the historical data from hundreds of mostly independent films would provide insight into the options for ATO's next film. \u0000 \u0000ATO Pictures and Casino Jack \u0000 \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"26 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":"116550844","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 World is Flat...The World is Lumpy?","authors":"Gerry Yemen, S. Venkataraman","doi":"10.2139/ssrn.2975218","DOIUrl":"https://doi.org/10.2139/ssrn.2975218","url":null,"abstract":"Suitable for MBA, EMBA, GEMBA, and executive education programs, this note sets the stage to unfold an analysis of popular notions about how the world works. On one hand, some believe that global competition has created a flattened world and that globalization has leveled the playing field. Yet a zest to view the world as flat, others have said, results in an underestimation of the differences between countries—standardization, exact replication, and scale expansion on a global basis could be problematic. In this note, we acknowledge that the flat world has some lumps, but regardless of whether the world is considered to be flat or round, there are certain implications on both sides that business leaders need to be aware of in order to create global efficiency. The note offers three practical examples that students can work through and apply their learning. \u0000Excerpt \u0000UVA-S-0191 \u0000Aug. 12, 2011 \u0000THE WORLD IS FLAT…THE WORLD IS LUMPY? \u0000Despite the seemingly fresh arrival of the term “globalization,” it is really nothing new. The drive to explore the unknown can be traced back to ancient civilizations and those brave souls who set out to explore the earth—mostly by sea. Trade followed, as did tariff duties. What has changed over the centuries is the amount of contact and the form of engagement. \u0000Much of the movement toward a global economy occurred during three different periods. The latter part of the 1800s to the mid-1900s generally marks what historians consider the first wave of globalization when trading goods expanded to investing capital and labor in foreign countries. Immediately following World War II, declining trade barriers between countries set off a second wave. And since 1980, economic policy reform, particularly among developing countries, as well as declining transportation costs and technology advancements allowed more countries to enter global markets and resulted in the third wave of globalization. \u0000At first, reaching outside of one's borders was limited to a few industries—mostly consumer-product-driven firms. Incentives included lower production costs, access to resources (either natural or knowledge and skills of local populations), growth into new markets, financial value, and/or a desire to be viewed as a local company as opposed to a foreign-owned one. By the year 2000, service industries started to appreciate the gains from going global. Transportation efficiencies allowed us to produce and deliver resources, products, and services around the world. And the meaning of globalization transformed well beyond the concept of international trade to include increasing worldwide connectivity, integration, and interdependence of cultural, ecological, governmental, high-tech, and social spheres. \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"55 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":"122086789","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 Power of One: The Strategy Diamond Framework","authors":"Ming-Jer Chen","doi":"10.2139/ssrn.2975237","DOIUrl":"https://doi.org/10.2139/ssrn.2975237","url":null,"abstract":"The diamond framework can be used to develop strategies in multibusiness enterprises at all organizational levels and across markets or products. This note demonstrates how the framework yields insights that managers and executives need in order to make critical strategic decisions. The power of a single integrated approach lies in its transformative ability to unite a firm with one template based on a common language and shared lexicon. \u0000Excerpt \u0000UVA-S-0237 \u0000Feb. 7, 2014 \u0000THE POWER OF ONE: THE STRATEGY DIAMOND FRAMEWORK \u0000Organizations need a coherent strategy to achieve their objectives. In “Are You Sure You Have a Strategy?,” Donald C. Hambrick and James W. Fredrickson present an eminently practical approach to developing a clear strategic plan. They identify five elements of strategy: arenas—where a firm should be active; vehicles—how it can enter the arenas; differentiators—how it can win in its markets; staging—sequence and speed of moves; and, at the core of their framework, economic logic—how the firm plans to obtain its returns. Together these five facets form a strategy diamond framework. \u0000The diamond framework can be used to develop strategies in multibusiness enterprises at all organizational levels and across markets or products. This note demonstrates how the framework yields insights that managers and executives need in order to make critical strategic decisions. The power of a single integrated approach lies in its transformative ability to unite a firm with one template based on a common language and shared lexicon. \u0000First, we will examine the components of the diamond framework and then show specific applications. These include how to create an integrative organizational strategy, how to plan for strategic change over time, and how to apply the framework both for competitor analysis and for comparison of your firm's strategy with those of your partners and other stakeholders. \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"38 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":"121554098","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 Virginia Carlton—Hunter Morgan","authors":"Sherwood C. Frey, Lucien L. Bass, H. Mahmood","doi":"10.2139/ssrn.2975149","DOIUrl":"https://doi.org/10.2139/ssrn.2975149","url":null,"abstract":"Hunter Morgan had looked at several apartments over the past week, and Taylor Hayden's apartment in the Virginia Carlton topped the list. The Virginia Carlton was a newly constructed and well-maintained apartment building on Jefferson Park Avenue, located fairly close to the central grounds of the University of Virginia. If there were an available space in the building's underground parking garage, Morgan's car could be left there, and the bus would be the principle mode of transportation for the summer. In addition, the newness of the building made for a bright and pleasant ambiance. The big unknown was the cost, which would be discussed tomorrow morning during a meeting with Hayden. This case and its companion case, “The Virginia Carlton—Taylor Hayden” (UVA-QA-0781), describe a predominantly distributive bargaining situation to which additional issues can be added for the mutual benefit of both parties. \u0000 \u0000Excerpt \u0000 \u0000UVA-QA-0782 \u0000 \u0000Rev. Sept. 6, 2012 \u0000 \u0000The Virginia Carlton—Hunter Morgan \u0000 \u0000Hunter Morgan had looked at several apartments over the past week, and Taylor Hayden's apartment in the Virginia Carlton topped the list. The Virginia Carlton was a newly constructed and well-maintained apartment building on Jefferson Park Avenue, located fairly close to the central grounds of the University of Virginia (U.Va.). The location had two major pluses: (1) it was close to friends who would be in Charlottesville, Virginia, over the summer; and (2) it was on a bus line that served the downtown area, where Morgan would be working for the summer. If there were an available space in the building's underground parking garage, Morgan's car could be left there, and the bus would be the principle mode of transportation for the summer. In addition, the newness of the building made for a bright and pleasant ambiance. The big unknown was the cost, which would be discussed tomorrow morning during the rescheduled meeting with Hayden. \u0000 \u0000Morgan was a second-year U.Va. student who had recently been admitted to the McIntire School of Commerce and planned on concentrating in finance and marketing. As a first step along that career path, Morgan had worked hard to find a summer internship in the financial services industry. After a month of endless first- and second-round interviews, an exciting offer of an internship at MH Financial in Charlottesville was presented and quickly accepted. Now accommodations for the summer needed to be found because Morgan currently lived on university grounds and had missed the deadline to sign up to stay over the summer. \u0000 \u0000The Search for a Summer Sublet \u0000 \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"287 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":"131847096","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}