This is a teaching case study regarding the decision to enter entrepreneurship as a career choice. The case is set in the years 2018-2021, during which the case protagonist Alexandra Schneller faced the decision of becoming an entrepreneur or not. Coming from a working-class background, her career vision did not originally entail entrepreneurship. After business school, Schneller had entered various corporate roles, including finance management and a dual study model in a large German corporate. At the same time, she was an eager participant in well-being workshops and yoga classes and was becoming increasingly interested in pursuing a career in such an area full-time. She increasingly noticed that founding her own business would be something she would feel passionate about and began to investigate if her personality would suit an entrepreneurial career. The case ends with the decision that is to be discussed in classes, if Schneller should start her own business offering an online platform for workshops or if she should continue her corporate career or explore other options.
This case focuses on a potential student entrepreneurship opportunity based on the social media presence of three Division I soccer teammates. The case explores the opportunity using the Business Model Canvas and Value Proposition Canvas to draw student attention to significant elements of business building that should be considered. It highlights considerations such as the strengths and weaknesses of the entrepreneurs' position and examines potential conflicts, including athlete status and NCAA rules, the realities of social media revenue potential, and the challenges that starting a product-focused company would entail.
Building on Nobel Prize-winning research, nearly a decade of experience investing in impact funds, and a lifetime of social and economic justice advocacy, Daryn Dodson's Illumen Capital, an impact investment fund-of-funds, was at a critical juncture. Prior to founding Illumen in 2017, Dodson struggled with finding a way to transfer the success he had experienced in building awareness across teams at institutional asset allocators on topics of diversity, equity, and inclusion to long-term organizational change. Instead, he observed that the investment teams-those with the most power and leverage-rarely engaged in the work, and many investments were underperforming from both a return and impact perspective because of racial and gender biases. Indeed, research consistently showed that diverse managers offered alpha enhancements for investors-not just because diversity at the general partner level led to better investment decision-making and differentiated deal flow, but because diverse managers drove diversity at the portfolio company level as well. This meant a staggering missed opportunity considering that just 1.4 percent of the $82 trillion of the asset management industry was overseen by firms owned by women and people of color. Through Illumen's proprietary bias reduction programming, and because of its powerful fund-of-funds structure, Dodson was well positioned to reduce bias and unlock impact and returns. Specifically, the 10-year curriculum was a means of spurring long-term institutional change beyond one-off trainings; however, Dodson knew that changing one firm in an entire ecosystem was not enough. To elicit lasting change, he would have to enlist many firms working together to create field transformation and capitalize those firms with specific plans to reduce bias. Further, the fund-of-funds structure was a leverage point in the system; its top-down effect allowed 10 times more impact than investing at the company level.
As a traditional retailer focused on selling home appliances, Suning.com Co. Ltd. (Suning) grew quickly and became a leading retailer in China, dominating the market until the 2000s. By 2021, however, Suning was facing challenges, including fierce competition from e-commerce giants such as Alibaba Group Holding Limited, Jingdong, and Pinduoduo Inc. and from its upstream brand manufacturers. It also faced financial pressure in its core business due to aggressive expansion. Suning's revenue, assets, and equity declined, and its net income, which had significantly declined since 2018, had been in the red since 2020. Should Jindong Zhang, co-founder of Suning, change the company's current business strategy? How could Zhang use an omnichannel structure to ensure Suning's sustainable growth?
This case investigates LaCroix sparkling water and its connection to perfluoroalkyl and polyfluoroalkyl substances (PFAS), as a study of chemical compounds in carbonated beverages has captured the public's attention. At the time of this case, PFAS were not heavily regulated, but the media coverage and body of research surrounding this class of chemicals suggested state and federal rules were on the horizon. The protagonist is Josephine Hudson, a fictional character with the title of president of customer satisfaction for National Beverage, LaCroix's parent company. She must address many questions including: Was there anything that could be done to remove the PFAS in LaCroix? If so, would this increase costs for production as well as the price for the end-customer? Was the company at risk of any legal challenges?
This case describes a fictional company, FlexShyft, as its cofounders navigate and negotiate the terms of an offer to invest in the company's Series B financing round. The cofounders review and evaluate each clause of the term sheet from the venture capital firm Storm Point Ventures to understand the implications for the company, FlexShyft's existing investors, and themselves. The case is designed to be taught as a simulated negotiation, in which students are split into two groups and asked to either roleplay as investors from Storm Point or FlexShyft cofounders. Students in both groups will be given additional information - the B1 or B2 case - and be asked to negotiate the terms to arrive at a deal.
"The case focuses on strategy and governance issues at SWVL, a tech-enabled mass mobility marketplace. It describes the journey of CEO and Chairman Mostafa Kendil on his journey from founding to the company's listing on Nasdaq. Since its founding in Egypt in 2017, Swvl produced a series of great successes with its innovative solution that promised safe, reliable, and affordable mass commuting trips in markets where such a service was unavailable. In a short time, Swvl was able to raise notable amounts in MENA (Middle East and North Africa) investor funds, expand geographically to neighboring and faraway markets, and become the fastest growing unicorn in the region. Expanding the company's existing regional footprint, Kandil and his team were pursuing their ambition to become the world's number one mass mobility provider. They worked with Queen's Gambit, a SPAC (Special Purpose Acquisition Company), to take the company public on Nasdaq. They established both statutory and advisory boards that would not only guide the company on its growth plans but also showcase its strong compliance agenda-a priority from the outset. Once listed, Swvl would become the second and the youngest MENA-based company to ever go public on Nasdaq. With this, Swvl accepted a challenging responsibility: it would have to position itself among well-established U.S. public companies on one hand and overcome the notorious reputation MENA-based companies had for corporate governance on the other. To emerge successful in global financial markets, Swvl had to ensure that its marketplace design was lean enough to allow the company to grow profitably without compromising customer experience on its rides. Swvl also had to assess its expansion strategy, particularly in terms of how fast and how far it could launch in new markets without mishap.
Early in August 2021, DaVita CEO Javier Rodriguez was assessing the ongoing impact of the COVID-19 pandemic on his firm, which provided life-sustaining kidney dialysis to roughly 240,000 people. Effective infection control practices and information sharing had ensured that no COVID case had yet been transmitted to patients or staff on DaVita premises. A strong corporate culture had fostered the commitment among DaVita staff and management to each other and to their patients that had enabled their successful collective response. But 18 months into the pandemic, unprecedented staff attrition, exhaustion, and the now rapidly spreading Delta variant had Rodriguez and other DaVita managers concerned that the traits that had sustained the firm to date were no longer enough.
Machine-learning (ML) models have become a common tool used across a multitude of industries to help people make decisions. As these models have increased in predictive power, many have also grown in complexity. The pursuit to improve the accuracy of predictions has diminished the interpretability of many models-leaving users with little understanding of the model's behavior or trust in its predictions. The field of eXplainable artificial intelligence (XAI) seeks to encourage the development of interpretable models. Google Cloud Platform offers two Explainable AI functions in BigQuery ML that allow users to examine the attribution of model features, which aids in model behavior verification and bias recognition. One of the functions available in BigQuery provides a global perspective on the features used to train the model, while the second function examines local feature attribution associated with individual predictions in more detail. This note offers an overview of Explainable AI in BigQuery ML, using as an example a (fictional) realtor's linear regression model that predicted a home's latest sale price based on predictor variables such as the total tax assessment from the year of the last sale, the square footage of the house, the number of bedrooms, the number of bathrooms, and whether the condition of the home is below average. After training the linear model, the feature attribution can be studied from a global and local perspective in BigQuery.
In June 2018, the government of Canada passed the Cannabis Act, paving the way for the legalization of recreational cannabis cultivation, acquisition, possession, and consumption on October 17 of that same year. This move set off a flurry of activity as existing companies, investment firms, and entrepreneurs sought to establish an initial position within the burgeoning industry. Mīhī Cannabis and its chief executive officer needed to navigate the complex patchwork of government regulations and other market factors to establish a launch strategy for the company that would differentiate it from the anticipated competition and support the normalization of the industry in the eyes of the communities in which it operated.
In February 2022, nearly three years after the launch of the REDF Impact Investing Fund (RIIF), a 501(c)(3) debt fund providing financing and capacity building to grow social enterprises employing individuals overcoming barriers to work, CEO Carrie McKellogg was both humbled and hopeful. Much had been learned in her time at the helm of RIIF, both within the portfolio and in relation to the employment social enterprise (ESE) sector as a whole. Specifically, she recognized that the ESEs with whom REDF had worked for over two decades had difficulty gaining access to and were not comfortable with credit; in fact, she had identified that the traditional underwriting process and credit risk methodologies that they were using perpetuated barriers to accessing credit. Indeed, the inequitable effects of the pandemic paired with ongoing racial injustices and structural challenges highlighted the role of RIIF as an important tool to accelerate the growth of the ESE field, and their crucial work to provide a more inclusive economy for all.
In April 2019, just two months shy of his graduation from Stanford Graduate School of Business ("Stanford"), Cody Evans was looking forward to converting his professional and academic experiences to real-world impact. Having worked at both the largest private equity firm in the world and an energy infrastructure developer in Africa, Evans brought a unique blend of investment rigor and entrepreneurial spirit to Stanford. More importantly, he was driven and inspired by energy as a fundamental building block for economies. During his time at Stanford, he was drawn to new legislation meant to spur economic growth and job creation in low-income communities through tax-advantaged investment. These emerging Qualified Opportunity Zones (QOZs) were the topic of multiple articles published by Evans alongside distinguished professors, specialists, and leaders in the economic and community development fields. With expertise in the area and a passion for energy infrastructure projects, Evans wondered if he could combine the social benefits of QOZs with the environmental impact of existing solar incentives. The U.S. Internal Revenue Services (IRS) had not yet written the rules on the innovative concept, so the risk levels were high while the return was uncertain. With graduation approaching, Evans would have to make some key decisions. In addition to settling on a viable investment thesis, he would have to assemble a team and think about how best to raise capital.
For five years, the private equity impact team at Nuveen led by Rekha Unnithan, CFA, had been watching Samunnati, a specialized agriculture value chain solutions provider located in Chennai, near the southeastern coast of India. Its mission was to support smallholder farmers, who comprised roughly 87 percent of Indian farm workers, by providing financing and capacity building for farmer collectives and larger, more diverse agri-enterprises. Through market linkages and working capital, Samunnati sought to raise the access, purchasing power, and connectivity for agricultural value chains in India. Launched and led by a career banker with deep expertise in rural and agricultural finance, Samunnati was poised to transform the agriculture ecosystem in India while improving the income and livelihoods of hundreds of millions of smallholder farmers. First introduced to Samunnati in 2014, the Nuveen team had followed the company's journey from a pilot project in the unbanked tiers of a single state in India to an agritech enterprise operating in 14 states and over 30 value chains across India. In early 2019, Samunnati began raising its Series D round of financing to further its growth, and the team at Nuveen was ready to take a closer look. Despite Samunnati's success to date, agriculture had historically been a risky sector with significant volatility, particularly at the value chain level. In addition, the company was in its growth stage, so its systems and processes needed to further mature-specifically its information technology strategy, impact framework and reporting, and preparations as a Systemically Important Non-Bank Finance Company, a designation assigned to Samunnati given its size and significance in the economy. Finally, given the marginalization of smallholder farmers throughout history, the Nuveen team was sensitive about safeguarding this vulnerable member of the agricultural ecosystem; specifically, they wanted to ensure that the investment would not