After struggling through the country's longest recession since 2008, the U.K. was expected to grow faster than any other G7 nation in 2014. Analysts wondered whether the return to growth was because, or in spite of, Prime Minister David Cameron's controversial £113 billion austerity plan introduced in 2010. Despite the positive upturn in the economy, U.K. policymakers still faced challenges with rapidly rising income inequality, an economy dominated by the financial sector, a possible housing bubble, and an approaching referendum on Scotland's independence. Moreover, many claimed the U.K. was at risk of secular stagnation, a slowdown in economic growth caused by a structural deficiency in demand. What could the government do to put the country on a sustained and balanced growth trajectory?
This teaching case presents a situation confronting Garfield Sinclair, the Managing Director of LIME Jamaica, a telecommunication provider, in March 2011, learning of a possible swap deal between the market leader, Digicel and its closest rival Claro (LIME's two biggest competitors). The unexpected deal threatens to create a new monopoly in the Jamaican telecommunications market. Ironically, LIME held a monopoly position in Jamaica until 2000, when new licenses were offered in the country. Now, LIME's very existence is threatened and Sinclair must decide what to do. This case supports debate on whether the telecommunications industry is a natural monopoly, and can serve as a vehicle that improves students' understanding of the complex interplay among technology, business strategy and the law.
Ledals, one of the premier redistribution firms in the United States, had determined that whenever backorders occurred, the additional trips being made by delivery trucks were killing margins. Therefore, management imposed a new policy, whereby backordered items would be held until the next customer order was received and prepared for shipping.<br><br>This arrangement led to repercussions, with both customers and Ledals’ salespeople frustrated with the new policy. Muted at first, but growing in volume, many members of the sales force were clearly disgruntled. What remained was figuring out how much damage was actually being done. Was it simply a predictable resistance to change that would resolve itself in the coming months? If it was a genuine problem, Ledals’ management needed to consider what, if any, actions should be taken. Ledals also had to determine whether the problem was with the policy itself or its implementation. Regardless of the cause, management had to make a decision as soon as possible about how to move forward.
The SurveyMonkey case portrays the evolution of the company from its founding in 1999 through to 2014. SurveyMonkey was launched by Ryan Finley, a young computer science graduate from the University of Wisconsin-Madison, to address the dearth of easy-to-use, affordable online survey tools on the market. In 2009, Finley sold the company to Spectrum Equity and Bain Capital Ventures, having recognized the need for a partner to help the company achieve its full potential. David Goldberg, an entrepreneur and former Yahoo! executive, took the helm as CEO and immediately put in place his plan to set the company on track to scale at a consistent and rapid pace of growth. Goldberg's primary initiatives in the early days were to hire a strong management team, rebuild the entire technology platform, and expand internationally. As it made substantial progress on these fronts, SurveyMonkey completed several acquisitions and began to expand its feature set and product offerings to include SurveyMonkey Audience (panels of survey respondents) and survey templates, among others. The company completed an $800 million secondary financing raise in 2012 to provide liquidity to employees and investors in lieu of an IPO and charged forward in its efforts to transform its survey tool to a full-blown platform. Though SurveyMonkey had established itself as the dominant player in the direct-to-consumer market by 2013, it began building out an enterprise offering to compete against the other large players in the growing enterprise feedback management space. Having achieved tremendous growth in its 15-year history, the majority of which took place since the 2009 acquisition, as Goldberg and his team looked ahead to 2014, they faced the critical question of how to prioritize SurveyMonkey's avenues for growth-international expansion, quality initiatives, enterprise, platform growth-so as to best position the company to achieve its full potential.
The American healthcare system is at a crossroads, and analytics, as an organizational skill, figures to play a pivotal role in its future. As more healthcare systems capture information electronically and begin to collect more novel forms of data, such as human DNA, how will we leverage these resources and use them to improve human health at a manageable cost? In this article, we argue that analytics will play a fundamental role in the transformation of the American healthcare system. However, there are numerous challenges to the application and use of analytics: the lack of data standards, barriers to the collection of high-quality data, and a shortage of qualified personnel to conduct such analyses. There are also multiple managerial issues, such as how to get end users of electronic data to employ it consistently to improve healthcare delivery and how to manage the public reporting and sharing of data. In this article, we explore applications of analytics in healthcare, barriers and facilitators to its widespread adoption, and ways in which analytics can help us achieve the goals of the modern healthcare system: high-quality, responsive, affordable, and efficient care.
In this article, we describe various analytics in empirical/archival financial accounting research. We focus the discussion on research questions that are central to accounting research, analytics used to test hypotheses, and evidence. We also describe voice and text analysis, which is generating interesting new datasets and hypothesis tests, offering promising potential for future studies. Our study seeks to (1) inform business professionals about state-of-the-art analytics in accounting research and (2) trigger academics to pursue creative new research opportunities.
In this article, I describe the application of advanced analytics techniques to supply chain management. The applications are categorized in terms of descriptive, predictive, and prescriptive analytics and along the supply chain operations reference (SCOR) model domains plan, source, make, deliver, and return. Descriptive analytics applications center on the use of data from global positioning systems (GPSs), radio frequency identification (RFID) chips, and data-visualization tools to provide managers with real-time information regarding location and quantities of goods in the supply chain. Predictive analytics centers on demand forecasting at strategic, tactical, and operational levels, all of which drive the planning process in supply chains in terms of network design, capacity planning, production planning, and inventory management. Finally, prescriptive analytics focuses on the use of mathematical optimization and simulation techniques to provide decision-support tools built upon descriptive and predictive analytics models.
An important consideration in solving the problems of new product forecasting entails distinguishing new product forecasting from the process of forecasting existing products. Particular differences between the two can be identified across the dimensions of data, analytics, forecast, plan, and measurement. For example, new product forecasting features little to no data with which to begin the process, whereas data are available and accessible in forecasting existing products. The minimal data situation requires a qualitative approach that lays out assumptions to provide transparency; in contrast, quantitative techniques are predominantly used when forecasting existing products. Different assumptions help construct a range of new product forecast outcomes on which company contingencies can be planned versus a singular point forecast for an existing product. And the measure of forecast accuracy, which is a common metric in forecasting existing products, must give way to meaningfulness so that the new product forecast is actionable. Recognizing new product forecasting as a cross-functional, company-wide process helps resolve the problems of new product forecasting. While incapable of remedying all problems, a properly understood and organized new product forecasting effort can help the company better prepare, execute, and support a new product launch, affording a greater propensity to achieve new product success.
Collaborative projects--defined herein as social media applications that enable the joint and simultaneous creation of knowledge-related content by many end-users--have only recently received interest among a larger group of academics. This is surprising since applications such as wikis, social bookmarking sites, online forums, and review sites are probably the most democratic form of social media and reflect well the idea of user-generated content. The purpose of this article is to provide insight regarding collaborative projects; the concept of wisdom of crowds, an essential condition for their functioning; and the motivation of readers and contributors. Specifically, we provide advice on how firms can leverage collaborative projects as an essential element of their online presence to communicate both externally with stakeholders and internally among employees. We also discuss how to address situations in which negative information posted on collaborative projects can become a threat and PR crisis for firms.
Financial packages provide the most common incentive to meet the legal requirement that retirement be voluntary. However, managers have other tools to encourage retirement or encourage staying on the job--within legal constraints and consistent with current health insurance changes that may make pre-65 retirement more desirable. In using these tools, managers must consider demographic realities that offer a large cohort available to replace retirees. To assist managers, a qualitative study among human resource experts probed how companies decide between encouraging retirement and encouraging staying on the job and also how each is accomplished to maintain a workforce best matched to job requirements. Suggestions for marketing retirement include starting early to encourage saving so that employees can afford to retire and improving the retirement 'product' by flexible alternatives to full-time work, including self-employment. Suggestions for keeping employees on the job include tailoring schedules and rewards to the preferences and needs of individuals who might otherwise retire.
While access to private equity funds (PEFs) provides a unique opportunity for firms to set up sturdy growth paths, how PEFs select companies is an unknown process to entrepreneurs and business owners. This study aims to offer insights regarding the private equity market to entrepreneurs searching for external capital. We analyzed a novel dataset of 240 pre-deal negotiations between small- and medium-sized Italian companies and a closed-end fund. Results indicate that the successful closing of a deal depends on more than just the target firm's equity-worthiness (i.e., the company's ability to meet the expectations of a private equity investor). In fact, there is another dimension: the target firm's equity-willingness (i.e., the company's motivations to accept an outside equity investor). We summarize the results of our study by building a 2x2 positioning matrix on the basis of the target firm's equity-worthiness and equity-willingness. This matrix enables entrepreneurs to grasp how private equity investors evaluate their firms.
While corporate innovation is commonly touted as a viable strategy for sustaining superior performance in today's corporations, the successful implementation of corporate innovation remains quite elusive for most companies. A recent Accenture survey of more than 500 executives revealed that over 50% report a poor innovation process, while fewer than 18% believe their own innovation strategy provides a competitive advantage for the firm. While many causal reasons can be offered, our research on corporate entrepreneurship and innovation demonstrates there are four key implementation issues that most corporations are not recognizing or responding to effectively. Effective recognition of and response to these four implementation issues may represent the difference between those companies that create a successful corporate innovation strategy and those that do not. The four issues are: (1) understanding what type of innovation is being sought, (2) coordinating managerial roles, (3) effectively using operating controls, and (4) properly training and preparing individuals. Together, these four issues--if understood and appropriately addressed--help create an effective innovative ecosystem within the organization.
In this organizational performance article, Penn State alumnus Steven Fink-dubbed the 'Dean of Crisis Managment' for his pioneering work in the field-discusses how Penn State's board of trustees mishandled the Jerry Sandusky scandal. Basing his opinions on years of crisis management for some of the world's most prestigious companies and organizations, Fink presents an argument for how Penn State's board of trustee's reaction to the accusations against Sandusky amplified the media-driven crisis. Coach Joe Paterno's firing and a lack of control over an independent investigation created a series of horrific crisis management and communications blunders, which to this day has left a negative view of Penn State in the mind of many. Beyond the criticism, Fink offers examples of well-managed crises and suggests how Penn State could have better managed the crisis.
When contracting in a global environment, basic cultural differences increase the risk of misunderstandings. Culture generally provides the context for contract language and shapes the parties' most basic assumptions regarding their respective rights and responsibilities. Businesses must recognize, respect, and reconcile cultural differences if they hope to contract successfully in the global environment. For U.S. and Chinese businesses to better understand how to successfully negotiate and carry out contractual relations with one another, they must recognize the differences in core cultural values between the two countries and develop strategies for reconciling these differences. Bridging these cultural differences adds value to business transactions and minimizes the risk of failure. To help managers recognize and understand cultural differences between the U.S. and China, this installment of Business Law & Ethics Corner focuses on five dimensions of the culture of the U.S. and China: individualism/collectivism, universalism/particularism, power distance, context, and direction. These aspects explain some of the major differences in viewing the law and approaching contracts. To help managers navigate these cultural differences, this article offers guidance regarding how to respect and reconcile cultural predispositions to achieve true synergies. By bridging these cross-cultural differences between the U.S. and China, managers can achieve the mutual expectations necessary to the long-term success of cross-cultural business transactions.
The largest consumer of gold in the world in 2012-2013, India was a growing market for gold jewellery, largely owing to its importance in the cultural and religious traditions of the country. Gold prices in international markets had been increasing, but this had little impact on India's voracious appetite for gold. Heavy gold imports had led to an increase in country's fiscal deficit above the sustainable level of 2.5-3% of gross domestic product (GDP) and touched 4.2% in FY2012. Velvetcase, a made-to-order jewellery company in Mumbai, had started operations in the beginning of 2013 and was concerned by the government's recent policies on gold imports. Among many other measures, the Indian government had raised import duty from 4% to 10% during the year. The increase in import duties raised input prices, consequently slowing the demand for gold jewellery to some extent. Velvetcase believed that its unique business model of making jewellery using low karat gold would not only satisfy India's passion for gold, but also result in improving the current account deficit (CAD) of the country by lowering the amount (in grams) of gold used in the making of jewellery.
Gold is a very popular alternative asset class globally. This note looks at the properties of gold that make it so attractive. The note also compares the performance of gold against various other asset classes and its correlation with them.