Spreadsheet supplement for case number 187048.

Spreadsheet supplement for case number 187088.

Spreadsheet supplement for case number 187098.

Spreadsheet supplement for case number 190002.

Spreadsheet supplement for case number 190089.

Spreadsheet supplement for case number 191056.

Spreadsheet supplement for case number 191086.

Spreadsheet supplement for case number 130103.

Speadsheet supplement for case number 195196.

Spreadsheet supplement for case number 197097.

The new chief executive officer (CEO) of Canada Basketball (CB) is looking back on a very successful 2009 - all four of the country's national teams qualified for their respective World Championships. CB is starting to enjoy serious on-court success, but the CEO is concerned about the program's long-term financial sustainability; he is faced with major cuts to his government funding and is seriously concerned about obtaining private sector funds in a year when both the World Cup and Winter Olympics have already accounted for so many potential sponsor dollars. He is faced with using marketing to create new and reliable revenue streams for CB to help its on-court success.

This note complements Note on Logistic Regression, product #9B10E005 and Note on Logistic Regression - The Binomial Case, product #9B10E012. The focus of this note is to show how to calculate the associated p-values of the estimated beta coefficients using Microsoft Excel. It also illustrates the procedure based on the example from the Note on Logistic Regression - The Binomial Case.

The case focuses on the housewares subgroup within the overall retail sector. During the period considered by the case (1970s to 2006), housewares in North America saw the emergence of two "big-box" retailers - Linens 'n Things (LNT) and Bed Bath & Beyond (BBBY). LNT and BBBY were founded within four years of each other and their corporate headquarters were just 16 miles apart. Despite this remarkable similarity in starting conditions, their performance outcomes diverged sharply. On the surface, both companies were pursuing a similar business-level strategy of cost leadership, but key strategic decisions led them down quite different evolutionary paths. Both companies focused on providing consumers with high-quality houseware goods in a no-frills, value-priced environment, but LNT's decision to build centralized warehouses - seemingly consistent with a cost leadership strategy - ended up bringing it into direct competition with Target and Walmart. In contrast, BBBY allowed for greater decentralization in decision making, thereby allowing more store-level decision making and greater customization to local consumers' tastes. As a result, BBBY was able to better differentiate itself from Walmart and Target. The case allows instructors to introduce basic strategy concepts, such as industry and environmental analysis, business-level strategies, core competencies and administrative heritage. At the time of the case (February 2006), BBBY's market capitalization was approximately $10.7 billion, while LNT had just been acquired for $1.3 billion by a private equity firm. The case begins right after the acquisition and takes the perspective of the new CEO of LNT, who is tasked with devising a turnaround plan.

Spreadsheet supplement for case number 101010.

Spreadsheet supplement for case number 101011.

Spreadsheet supplement for case number 101019.

Spreadsheet supplement for case number 101072.

Spreadsheet supplement for case number 101092.

Spreadsheet supplement for case number 102030.

Spreadsheet supplement for case number 102070.