eBay considers adjustments to the structure and rules of its affiliate marketing program, eBay Partner Network (ePN). In particular, eBay reevaluates affiliate compensation structure, the role of bonuses for especially productive affiliates, and the overall rationale for outsourcing online marketing efforts to independent affiliates. The case presents the history and development of ePN, ePN's importance to eBay, and the mechanics of online affiliate marketing.
From 2001 to 2003, Singapore International Airlines (SIA) faced triple disasters: the 9/11 terrorist attacks, SARS epidemic and the Iraq war, which forced it to reduce capacity, reform and restructure its wages. Having managed costs like a tight ship, SIA found it difficult to negotiate wage restructuring and retrenchments with its unions. Operating in a rigid regulatory and business environment, the SIA management found it challenging to tweak the seniority-based wage system, and migrate to a more flexible and competitive compensation structure. With lower yield, high-cost branding and intense competition from the full-service global and low-cost carriers, the SIA management explored ways to balance its strategic elements, attain flexibility and sustain wage and cost competitiveness to earn double-digit returns for its shareholders.
An analyst at an investment firm is considering an investment in Carmanah Technologies Corporation (Carmanah). Carmanah is a fast-growing player in the high-powered alternative energy products. Since 2007, when the new chief executive officer (CEO) took over, a turnaround effort has been in place at Carmanah. At $0.91 per share, Carmanah's shares were trading at just 23 per cent of their value in mid-2007. The analyst is scheduled to make a recommendation on Carmanah to his managing director in two days. He needs to get to work valuing the company on the basis of the information he has gathered.
In 2003, SIA faced difficulty in the negotiation of wage restructuring and retrenchments with its unions. The SIA management contemplated tweaking the Seniority-based Wage System and moving to a more flexible and competitive compensation structure.
This case series explores the leadership story of director Mark O'Neill as he oversees a major innovation initiative at Kelvingrove, Scotland's most visited museum. The A case describes his background, philosophy, and the actions he takes over a period of more than a decade to win the support of both staff and funders for the innovation. The B case examines the reaction of the public and art critics. O'Neill arrives at Kelvingrove to find an institution in turmoil after a series of dramatic changes that have alienated visitors and funders alike. Utilizing an innovative style of management that he describes as "maze behavior," he succeeds in moving the traditionally discipline-bound, curator-dominated museum into a cross-disciplinary, visitor-oriented experience. He does this by engaging the curators in creating exhibits based on stories rather than professional classification schemes such as paintings, geology, etc., using an approach that includes a deep understanding of his audience and the imaginative use of forms. He also gains the community's political and funding support to accomplish his goals.
This case series explores the leadership story of director Mark O'Neill as he oversees a major innovation initiative at Kelvingrove, Scotland's most visited museum. The A case describes his background, philosophy, and the actions he takes over a period of more than a decade to win the support of both staff and funders for the innovation. The B case examines the reaction of the public and art critics. O'Neill arrives at Kelvingrove to find an institution in turmoil after a series of dramatic changes that have alienated visitors and funders alike. Utilizing an innovative style of management that he describes as "maze behavior," he succeeds in moving the traditionally discipline-bound, curator-dominated museum into a cross-disciplinary, visitor-oriented experience. He does this by engaging the curators in creating exhibits based on stories rather than professional classification schemes such as paintings, geology, etc., using an approach that includes a deep understanding of his audience and the imaginative use of forms. He also gains the community's political and funding support to accomplish his goals.
In September 2008, Andrew Ferris, an analyst with Papillion Capital LLC, was asked to evaluate Heartland Payment Systems, Inc.'s shares for possible inclusion in Papillion's Growth Service equity fund. Heartland, a provider of bank card payment services, had aggressively acquired new merchant accounts with an expanding direct sales force after its initial public offering (IPO) in 2005. It focused its expansion plans on restaurants, brick-and-mortar retailers, convenience and liquor stores, automotive sales, repair shops and gas stations, professional service providers, and lodging establishments. In January 2008, Heartland's management revised downwards its forecasted EPS guidance for 2008. The company compensated its sales force solely though commissions, based upon the performance of their merchant accounts. Avondale Partners noted that Heartland paid approximately 92 percent of the company's estimated gross profits generated from merchants' accounts, which resulted in little free cash flow during the initial year of a merchant's contract. Avondale questioned the company's policy of capitalizing and amortizing signing bonuses and monthly residuals, instead of expensing them immediately. In early 2008, Morgan Keegan & Co., an investment firm, maintained its price target for Heartland of $26-$29 per share.
The vice president of sales learns that the most profitable 1% of the division's customers generate 100% of profits, and that two of the division's largest customers lose 50% of profits. The division has just finished a project to install a time-driven activity-based cost system that traces costs directly to the processes used to produce, sell and deliver a wide variety of stainless steel sinks to a diverse customer base. Given the division's high variety of products and customers (which includes wholesalers, retailers, contractors, and distributors), the VP of sales wanted a much more accurate cost system so that he could conduct difficult but fact-based negotiations with customers. The case describes the design and implementation of the new cost and profit measurement system. It documents acceptance and decisions made by managers after seeing the enormous dispersion of profits among their products and customers.
Founded in 1999, Root Capital had loaned $150 million to nearly 250 small and growing businesses, mainly in Latin America. In 2009, as the organization launched a five-year, $55 million capital campaign, it had to determine a strategic path going forward in keeping with its goal of achieving financial sustainability by 2013.
Describes Autodesk's engagement in Integrated Project Delivery-a new model of risk management, inter-firm teamwork, and multi-objective (aesthetic, cost, and sustainability) optimization in building projects. In 2008, Autodesk, Inc. the world's largest design software company, decided to engage in Integrated Project Delivery (IPD) for the design and construction of its new Architecture, Engineering and Construction Solutions (AECS) Group headquarters, near Boston. Under IPD, the project's architect, builder, and client (Autodesk) entered a contractual agreement to share all project risks and profits. During the project, however, Autodesk was unsatisfied with the design progress, and asked the project team to introduce a three-story atrium in the headquarters' design. Logistically, it was not a good time to make changes as the team had already made significant design progress. The team was also working under a tight budget and delivery deadline. However, the aesthetics would appear to be greatly improved by changing the design. The project's architect and builder had to decide whether accommodating the atrium into the current schedule and work sequencing was an acceptable risk.
Describes Autodesk's engagement in Integrated Project Delivery-a new model of risk management, inter-firm teamwork, and multi-objective (aesthetic, cost, and sustainability) optimization in building projects. In 2008, Autodesk, Inc. the world's largest design software company, decided to engage in Integrated Project Delivery (IPD) for the design and construction of its new Architecture, Engineering and Construction Solutions (AECS) Group headquarters, near Boston. Under IPD, the project's architect, builder, and client (Autodesk) entered a contractual agreement to share all project risks and profits. During the project, however, Autodesk was unsatisfied with the design progress, and asked the project team to introduce a three-story atrium in the headquarters' design. Logistically, it was not a good time to make changes as the team had already made significant design progress. The team was also working under a tight budget and delivery deadline. However, the aesthetics would appear to be greatly improved by changing the design. The project's architect and builder had to decide whether accommodating the atrium into the current schedule and work sequencing was an acceptable risk.
Describes Autodesk's engagement in Integrated Project Delivery-a new model of risk management, inter-firm teamwork, and multi-objective (aesthetic, cost, and sustainability) optimization in building projects. In 2008, Autodesk, Inc. the world's largest design software company, decided to engage in Integrated Project Delivery (IPD) for the design and construction of its new Architecture, Engineering and Construction Solutions (AECS) Group headquarters, near Boston. Under IPD, the project's architect, builder, and client (Autodesk) entered a contractual agreement to share all project risks and profits. During the project, however, Autodesk was unsatisfied with the design progress, and asked the project team to introduce a three-story atrium in the headquarters' design. Logistically, it was not a good time to make changes as the team had already made significant design progress. The team was also working under a tight budget and delivery deadline. However, the aesthetics would appear to be greatly improved by changing the design. The project's architect and builder had to decide whether accommodating the atrium into the current schedule and work sequencing was an acceptable risk.
Primo Benzina AG was a retail chain of petrol stations offering petrol, snacks, restaurant meals, and high-quality service in central Europe. The company began operations with four outlets and sales of €2.4 million in 2006, and grew to 24 outlets and sales of €38.1 million in 2009. The company's rapid growth in revenues was accompanied by declining profitability. Dresdner Bank reluctantly increased the maximum amount available to the company to €12 million from €10 million. In early 2010, Otto Schroder, Chief Executive Officer, and Annegret Heuermann, the company's chief financial officer, completed a review of the company's financial situation. The company's executives were unsure whether the new credit limit would permit the company to implement its growth strategy, since the company now had a limited amount of cash available to finance additional outlays for working capital and capital expenditures.
This case could be used in courses about entrenpreneurship and managing small businesses. The founder and patriarch of a family business is confronted by his children regarding succession, equitable distribution of money from the business to nonworking family members, and nepotism. THe transition from first- to second- and third-generation involvement creates major challenges to the family harmony and the business beyond the life of the founding generation. There is a B case [UV2038] that examines these issues further.
This case is suitable for courses in entrepreneurship and managing small or family business. It is a follow up to the UV2037 case and raises further issues about family demands for larger dividends, family business investing in family member businesses, whether family members should have a way to liquify their family business stock, and the question of whether in-laws should attend family business meetings.
This case is suitable for courses in entrepreneurship and growing enterprises and management communication. It follows the step by step process of growing a business built on a strong culture that fostered high employee engagement and loyalty. The result for Leaders was low employee turnover, long-term relationships based on communication and trust, and being finalist on the Wall Street Journal's 2008 Top Small Workplaces list.
This case is appropriate for teaching in entrepreneurship, strategy, marketing, and finance courses. Motor City is the business brainchild of an absentee owner. It is a new business model for selling used cars and requires a senior management familiar with the car industry. Some issues are: How should the management be compensated to align interests with the owner? Stock ownership, phantom stock ownership, profit sharing? The B case [UV2045] raises such issues as matching the pace of growth with available cash flow.
Thirteen years after it began operations with three airplanes, WestJet is the second-largest airline in Canada. It has grown revenues at an annual rate of 37 per cent per year for the past 11 years, and is poised to become the country’s dominant airline in the future. As it has grown, WestJet seems to have made changes to its original strategy of low-cost, no-frills, point-to-point, single-class service. The case examines WestJet’s strategy over the years and focuses on the company’s latest decision point: whether to add smaller planes to its single-model Boeing fleet. The objective of the case is to examine changes in a company’s strategy over time, and to review the potential impact of these changes on a company’s future performance.