Selling oneself is something that we have to do every day in both professional and personal settings. We face it when we apply for a job, advocate for a promotion or a raise, vie for a leadership position, attempt to land a new client, write a dating profile, or meet a new friend. In today's world driven by a sharing economy reliant on one's personal reputation as currency, populated by so-called influencers, and with all of our day-to-day lives captured, packaged, and shared on social media, we are all brands, and thus we need to understand how to market ourselves. This note is designed to help you better understand how to identify, clarify, communicate, embody, and strategically manage your personal brand so that it strongly and clearly signifies and signals the unique value you have to offer. Personal branding allows you to own and tell your story - empowering you to make the difference you wish to achieve in your life and in the greater world.
Honorable Mention; DEI Global Case Writing Competition. COVID-19 had been one of the deadliest pandemics ever seen, causing nearly two million deaths and 100 million cases worldwide. With no vaccine in sight for the public until at least January 2021, Dr. Bonnie Henry, the provincial health officer of British Columbia (BC), had to steer the Canadian province through the COVID-19 pandemic. Had Dr. Henry overlooked the implications that factors such as ethnicity, language, and race had for the fight against COVID-19? Public health messaging destined for racialized and diverse communities was inherently complex, and social media had already erupted with posts from many frustrated members of visible minority communities. Dr. Henry wondered what communications strategy, if any, should be urgently set in motion to help curb the increase in COVID-19 cases. Who should the communications strategy target? What message should be delivered and through what channels? The lives of BC residents were in Dr. Henry's hands.
This case explores the role of deposit insurance in financial stability, including the importance of risk-adjusted insurance premiums and the complementarity between capital requirements and deposit insurance when risk is imperfectly measured by the insurer. The case is intended to follow a class on maturity transformation (e.g., as presented in ""The Economics of Maturity Transformation"" [UVA-GEM-0191]). It begins with a fictional cryptocurrency exchange, Koble, which proposes to conduct maturity transformation outside of the current purview of the Federal Deposit Insurance Corporation (FDIC). The chair of the FDIC, Jelena McWilliams, now faces a huge normative question: should deposit insurance be extended to Koble? Her answer could change the trajectories of both the FDIC and the cryptocurrency market. The case reviews the history of deposit insurance in the United States and concludes with a series of questions for McWilliams to ponder, specifically questions that connect Koble to the historical lessons.
This case explores private and public proposals for digital forms of money that bypass the commercial banking system. A private proposal comes from Facebook's Libra. A public proposal comes from central bank digital currency (CBDC). The case begins with Mark Zuckerberg's vision for Libra and the ensuing pushback from policymakers. One of the main concerns-financial stability-is revisited during a tour of the arguments for and against a CBDC. The introduction of the first official CBDC by the Central Bank of the Bahamas is then discussed. The case closes with Zuckerberg pondering the economics of Libra in a bid to bring policymakers on board. The case is intended to follow a class on the economics of cryptocurrency (e.g., as presented in "The Economics of Cryptocurrency" [UVA-GEM-0190]). Prior exposure to the causes of and responses to the 2008 financial crisis is also strongly recommended to permit a substantive discussion of financial stability risks.
Online retailers may assume that customers value speed above all else when it comes to the delivery of goods ordered, but research shows that customers value other things when it comes to attended home delivery. This article explains why it's important to analyze customer data to determine actual preferences before making costly decisions to optimize delivery networks.
The case describes the patrimonial situation of Marcela and Jorge Mansilla. The siblings descend from a family of landowners with fields in the province of Buenos Aires. They developed gastronomy and real estate activities and diversified risks. However, the bifurcation of destinations and businesses generated constant friction between the siblings. Frequent discussions made the situation very tense, and they are determined to do something to prevent money issues from affecting their relationship. The solution they intend to explore is to share the assets where each of them has the most control. For this, it is necessary to value the various businesses that the family holds.
This background note is intended to provide context for a discussion of the strategies for big integrated oil companies in light of both oil's current role in the global energy system and the uncertainty about changes going forward.
Orchadio, a direct-to-consumer grocery business, needs to conduct its first two A/B tests-one to evaluate the effectiveness and functioning of its newly redesigned website, and one to market-test four versions of a new banner for the website. To do so, it will rely on a technology management platform designed by Split Software, whose feature flags allow Orchadio engineers to (1) turn specific software features on and off and (2) to limit access to those features to specific groups of website visitors. These capabilities in turn enable A/B feature testing. Split also offers data analytics to allow Orchadio to assess how its tests affect a plethora of Orchadio's business, software, and operating metrics. Orchadio managers now need to decide how to design their experiments for maximum impact, including whether or how to sequence them.
Describes a marketing director about to launch a new process for demand forecasting. Provides data that allow students to do a multivariable regression analysis. A rewritten version of an earlier case.
By June 2020, the entrepreneurial, client-focused funeral home company Families First Funeral Homes & Tribute Centre (Families First) had expanded to four branches in the Windsor-Essex region of Ontario, Canada. Families First had served families across the region for nearly 25 years as it manoeuvred through the information era and dealt with changing dynamics in the funeral services industry; changing regional demographics; cultural elements; and the needs of its different stakeholders, including people planning their own future funerals and bereaved family and friends planning final goodbyes for their loved ones. Now, recognizing the need to enhance its technology—particularly in light of the changes brought about by the COVID-19 pandemic, which had heightened the need for greater technological features in the funeral services industry—Families First had to consider how to continue providing value to customers and develop a strong customer management and communication plan with the use of technology, incorporating advanced technological features into its customer relationship and growth strategy.
Maplebear Inc. – operating as Instacart – was a leader in the online grocery delivery service market. It was founded in 2012 by a former Amazon.com Inc. employee-turned entrepreneur Apoorva Mehta, who had realized that in order to succeed, he needed to create a simple, fast, and convenient approach to a growing problem at hand: online grocery delivery. Although the company was realizing year-over-year growth in a market that was experiencing rapid growth, it was unprepared for the pandemic of 2020, which generated astronomically high demand and led to dramatic changes in consumers’ shopping behaviour. Understanding that this market growth would likely continue, and in a world still reeling from the effects of COVID-19, Instacart needed to react quickly to maintain its leading position among the competition and solidify its competitive advantage in the grocery delivery market.
emmtrix Technologies GmbH (emmtrix) was a spinoff company from the Karlsruhe Institute of Technology, a leading German university, and a result of an excellent-rated research project. At the end of January 2019, the emmtrix founders were preparing for a meeting with investment managers of a venture capital firm in Karlsruhe, Germany. After previous meetings with the investors in which the business concept and technology had been the focus, the main point of the upcoming meeting was to present the start-up’s fundraising goals. The founders were expected to express how much money they wanted to raise and at which valuation of the company. To that end, the start-up team wanted to prepare information on the company’s financial forecasts for the next five years, the fundraising amount to be raised in the initial financing round, and first ideas on the value of the company.
In February 2021, the owner of Anwal Gas Traders, a liquefied petroleum gas distribution company based in Sakesar, Khushab District, in the province of Punjab, Pakistan, was considering whether to invest in expansion. It would be the first significant expansion for the company since its founding in 1998. Based on data provided by a consultancy firm performing capital budgeting techniques, the company would integrate backward to take advantage of perceived market potential. The owner needed to determine whether this investment was worth making and how various scenarios would affect his decision.
WeWork, a fast-growing but unprofitable real estate firm headquartered in New York, which leased shared office space around the world, announced in September 2019 that it was cancelling its plans for an initial public offering (IPO). In late 2020, as the company weathered the effects of the COVID-19 pandemic, several special purpose acquisition companies (SPACs) approached WeWork, offering an increasingly popular alternative method for the company’s shares to become publicly traded. In January 2021, WeWork’s new chief executive officer (CEO) was considering an offer from BowX Acquisition Corp., a “blank check” corporation. The CEO and the WeWork board needed to understand the benefits and disadvantages of a SPAC merger.
In 2016, US firm Aerojet Rocketdyne Holdings, Inc. (Aerojet) had been developing and manufacturing propulsion systems for rockets and armaments for long-range weapons systems for over 70 years. It also owned 4,634 hectares of land and an investment portfolio worth more than its stock’s market capitalization—but it had a large amount of debt and an underfunded pension plan. Aerojet’s stock had fallen over 30 per cent to US$16.30 under new executive leadership, and a hedge fund manager at Royal Capital Management LLC had to decide whether to wait for Aerojet to take off. After valuing the firm’s various assets, he concluded the stock was worth $35 based on the sum of the parts, but he needed to consider some of the parts, including its significant debt and a pension plan underfunded by $637 million, which were still cause for concern.
By June 2021, Yummy had become Venezuela's first and largest food delivery app and last-mile logistics company. In Caracas, the nation's capital, Yummy held a 55% market share, while operations in other cities had already started to take place, including in three of the country's most populous ones. But this did not come without challenges - it had been a hectic year since the operations were launched in April 2020, when the Covid-19 pandemic broke out - with the direst one being the difficult task of raising money to start and grow a business in Venezuela, a country that ranked among the worst globally for doing business. However, the startup has just gained admission to an American seed money startup accelerator, allowing Yummy to attract institutional investors and to explore potential growth avenues. With a board meeting approaching, the company's CEO, Vicente Zavarce, reflected with co-founders on the possibilities that lay ahead. Should Yummy keep expanding geographically to other cities in Venezuela or even branch out into other countries, either in Latin America or worldwide? Should the company instead grow by expanding to new verticals, leveraging its customer base by offering additional services such as ride-sharing or financial services? And what would be the right sequence for these activities if Yummy's new vision was to become a super app?