Founded in 2012, the END fund focused on eliminating five Neglected Tropical Diseases that accounted for 80% of the tropical diseases affecting nearly 1.5 billion people worldwide. Its roughly $25 million/year annual budget was fully committed when it got news that the British Government would be cutting back its funding for the sector, putting at risk nearly 50,000 people for a tropical disease (visceral leishmaniasis-VL), which the End Fund was currently not addressing. The case question is whether the End Fund should redirect its resources to VL. The case highlights the difficult decisions that nonprofits have to make balancing resource stretch and mission focus.
Founded in 2012, the END fund focused on eliminating five Neglected Tropical Diseases that accounted for 80% of the tropical diseases affecting nearly 1.5 billion people worldwide. Its roughly $25 million/year annual budget was fully committed when it got news that the British Government would be cutting back its funding for the sector, putting at risk nearly 50,000 people for a tropical disease (visceral leishmaniasis-VL), which the End Fund was currently not addressing. The case question is whether the End Fund should redirect its resources to VL. The case highlights the difficult decisions that noprofits have to make balancing resource stretch and mission focus.
Sarah Kunst knew the elements of a successful startup from her tenure at venture capital firms. In April 2018, however, her own app - Proday, a home fitness platform featuring exercises filmed by professional sports stars - was floundering. Kunst theorized that Facebook algorithm changes had ruined her marketing plan, but needed to be confident in her diagnosis before allocating resources to a solution. She thought back to Proday's launch two years earlier to see if she could pinpoint where it all went wrong.
As a top-ranking hospital in Western China, Huaxi (which means West China in Chinese) Hospital of Sichuan University (Huaxi Hospital) had been navigating a digital transformation journey. In the early phases, Huaxi Hospital focused on the development of setting up a digital foundation. Specifically, it created the relevant supporting departments and built eighteen digitalized systems. In 2013, when Weimin Li became president of Huaxi Hospital, he prompted the expansion of digitalization. Telemedicine services, hospital services using smart technologies, and online hospital services represented examples of the digital innovation adopted. More recently, the COVID-19 epidemic further accelerated the process of hospital digitalization, and Huaxi Hospital continued to advance and keep up with the rapid changes. Artificial intelligence-assisted diagnosis and big-data platforms were implemented during this later phase. However, despite its success and facing an increasingly turbulent and complex health care industry, Huaxi Hospital needed to continually explore future digital transformation strategies. What could the future of Huaxi Hospital look like in the digital age? How should the hospital prioritize its different initiatives plans and design a road map for its future digitalization?
On October 18, 2021 a Zomato app user wanted a refund for a missing item in his online food service order and contacted the company's customer care agent over Twitter. The customer was from the southern Indian state of Tamil Nadu, where Tamil was the native language and a matter of parochial pride. What had started as a minor food order detail escalated into an online nationwide language debate with the accompanying hashtag #Reject_Zomato. The entire episode and ensuing online debate lasted less than 24 hours. But the matter created an indelible trail of negative publicity and scathing media coverage for Zomato, denting the company's reputation. Was Zomato's public response to the issue appropriate? Should the company review its use of Twitter as a customer care channel? More broadly, what changes should be considered for Zomato's customer support function to deal effectively with culturally-attuned customer communication in a diverse market of 1.4 billion people with many different regional identities, cultural pride levels, and spoken languages?
In July 2020, the chief executive officer and board chair of Essential Coffee Group based on the Gold Coast, Australia, was perusing the company's financials. After continuous company growth and a distressed coffee consumption industry due to the COVID-19 pandemic, it was the perfect time to explore inorganic growth opportunities. To continue to compete at a high level in the Australian coffee industry, Essential Coffee Group had to move fast by exploring opportunities to expand horizontally, such as acquiring the analogous coffee bean roasting company Coffee Time Pty Ltd. To determine the feasibility of the transaction, the Essential Coffee Group financial team would need to undertake comprehensive external, internal, and financial analyses. They would also have to complete a discounted cash flow valuation and a precedent transactions analysis to determine an appropriate offer price for the targeted firm.
In 2022, Runhua Group was a well-known automobile dealer in China with a large market share in the traditional fuel vehicle market. The recent surge of new energy (i.e., plug-in electric) vehicles was having a strong impact on the company's main business. The high number of new automobile companies entering this promising market was threatening the dealership model, the traditional sales and distribution channel that dominated the market. Runhua Group had always held a long-term vision and a cautious attitude. However, it had to make a decision on how to respond to the subversive changes in the automotive industry in a timely manner. What should be the company's strategy for the new energy vehicle business? How should it select which new energy brands to partner with?
In January 2019, the Competition Commission of India approved a significant merger in India’s fast-moving consumer goods industry. The merger between Hindustan Unilever Limited (HUL) and GlaxoSmithKline Consumer Healthcare Limited (GSKCONS) took place in April 2020. The deal helped HUL strengthen its food and refreshments business and diversify into the health food drinks market. The hefty purchase price paid for the merger led HUL to record massive goodwill and other intangible assets that had previously not been recorded on GSKCONS financial statements. An investor researching the merger noticed these drastically increased values and wondered how a product company could have such high intangible assets on its balance sheet. What was HUL’s strategic motive in the merger? Had it acquired some right-to-use assets from GSKCONS that had led to an increase in other intangible assets? What were the potential sources of value from the merger? Would the merger benefit HUL in the long run?
This case describes the founding and evolution of Oak Street Health, a primary care provider operating in the "value-based" health care space, focused on Medicare patients in the United States. This case introduces students to value-based health care in the United States, in which providers assume full risk for the overall cost of patient care under a system of capitated payments, and contrasts it with traditional fee-for-service health care. Oak Street Health was focused on a resource-intensive model of primary care clinics in more than 20 states, primarily serving low-income seniors. The company had grown rapidly since 2013 and had an IPO in 2020. However, the company was facing increasing competition from large players as health care groups like CVS became more vertically integrated and tech companies like Amazon expressed interest in the industry. This poses strategic questions for Oak Street on how fast to continue growing and what next steps to take, and how to deal with competition while driving toward profitability in a challenging macroeconomic environment.
This case tells the story of education-technology entrepreneur Paul Freedman and the company he founded in 2007, Altius Education. The case briefly describes the history and landscape of higher education in the US, and provides examples of various changes and recent notable industry innovations that had taken place. Specifically, the case highlights the important role of accreditation (and Title IV funding) in higher education and how such a strong non-market force can pose serious challenges to industry disruption and innovation. Freedman founded Altius Education to make the possibility of a high-quality, affordable higher education attainable for more students, specifically part-time and working students. Altius entered into a joint venture with liberal arts college Tiffin University in Ohio to create Ivy Bridge College, a for-profit, accredited, two-year online associates degree program. Ivy Bridge offered its students success coaching and automatic transfer into bachelor's degree programs through articulation agreements with traditional four-year colleges and universities. Altius served as the online program manager (OPM), responsible for the non-academic and technical aspects of the program, whereas Tiffin handled all aspects of the academics, curriculum design, and instruction. Years later, several events took place that led to the closure of Ivy Bridge College and the end of Altius Education. The case discusses these events and the role of non-market forces in Altius' journey.
When the term quiet quitting is applied to employees whose efforts don't exceed what's in their job descriptions, it fails to recognize the current reality of real wages that have significantly decreased over the past 50 years while executive pay has skyrocketed. The author argues that quiet quitting should be replaced with a different label calibrated contributing that reflects an employee's rational choice to do the work they're paid for rather than go above and beyond unrewarded.
Boards of directors have important responsibilities in the context of top management succession processes. However, their role has not been sufficiently studied in the setting of family-controlled firms. Meanwhile, family executives often play a major role in the performance of family firms. In fact, replacing those family managers has important implications and needs to be treated as a priority by boards of directors. In this industry note, we explore the unique challenges that succession processes pose for the boards of family firms. We conclude that boards of directors should be particularly conscious of the need for planning, coordinating, and overseeing succession processes to meet both the business challenges and the controlling family’s expectations.
In late 2020, Lynn Wilson, a social entrepreneur and chief executive officer of SparqU, Inc., gave himself one year to turn his company around. SparqU, which offered digital literacy training to underserved and underrepresented communities, had been funded by a workforce grant. But when the grant expired, Wilson left his academic teaching position to focus full-time on SparqU and fulfill his passion for helping Colorado’s people of colour, low income, and underserved to become digitally literate and improve their job opportunities. Wilson was all in. But he wondered, would his current promotional strategy targeted towards those needing to build digital literacy skills eventually be profitable ? Or should he consider other segments?
As Prime Minister Lee Hsien Loong prepared to step down in 2022, Singapore faced a number of pressing challenges, from popular discontent at home to geopolitical tensions abroad. The country had become very rich after decades of successful economic management, but electoral support for the ruling People's Action Party had waned, prompting its leadership to reevaluate its approach to certain issues. Lee's anointed successor, Finance Minister Lawrence Wong, promised to "refresh the social compact" while also maintaining strategies that had propelled Singapore's success thus far. Could Lawrence Wong strike the necessary balance between continuity and change?
Lisa Jackson, vice president of Environment, Policy and Social Initiatives at Apple Inc. (Apple) and, previously, the first African American administrator of the Environmental Protection Agency, was preparing for questions that might arise in relation to Apple's upcoming 10-year $1 billion green bond issue, Apple's second such offering. The case explores the economics of bond pricing in general, and green bonds in particular, by describing the results of the first issue, focusing on possible reactions to the second issue, and surfacing concerns that arise in connection with green bond markets. The possible positive impact on the environment from green bond issues is contrasted to concerns about greenwashing and the stark reality that Apple's first green bond exhibited at best a very small reduction in yields relative to comparable conventional bonds (a very small so-called greenium). The case provides a basis for discussion of green bond markets and enough information to estimate a yield for the new bond. Case data allow a yield estimate based on the yield curve of Apple's outstanding issues, bonds of comparable firms, and Apple's bond rating. All comparable yields are provided so the case discussion can focus on the underlying drivers of yields: a baseline risk-free rate that can vary by time to maturity, an added risk premium, and adjustments based on other characteristics that might affect supply and demand. While not central to the case, sufficient information is provided to critically evaluate Apple's bond rating at the time and comment on Apple's growing use of debt financing. This case has been used successfully to generate a discussion of green bond markets in an elective course and as an introduction to bond pricing in a core finance class. It has also been used successfully in an Executive Education program to explore the advantages and disadvantages to a firm of employing green bonds in financing investments.
This technical note details virtual and augmented reality and how these immersive technologies can be used in business. Specifically, this note highlights several business applications of both virtual and augmented reality-describing each technology's advantages and disadvantages. Various companies have uncovered new and interesting applications using these technologies, ranging from assisting distribution-center workers to improving learning and development. This note is taught at Darden in the second-year course, "Digital Operations." It would also be suitable in a course focused on technology strategy covering virtual and augmented reality or a module on the metaverse.