This case describes a setting in which the CFO of Bark Gift Shop Ltd., a gift items retailer, discovers an undesired pattern in the performance data suggesting that her shop managers that perform well during the first part of the year, purposely reduce their effort in the later part of the year. This pattern drives the CFO to reflect on the process by which she sets annual targets for shop managers and how those targets relate to various aspects of their compensation contract. Challenging targets, however, appear to be motivating for a sizeable amount of shop managers. In fact, many shop managers that repeatedly fail to meet the target appear not to be giving up and keep trying to achieve their challenging targets. Therefore, the CFO needs to strike the right balance between providing motivating targets and curbing the undesired behaviors that she just discovered. The case lends itself to a rich discussion of common performance management issues, such as target setting, performance metrics selection, and performance-based compensation design. In particular, the case exposes the students to the issue of target ratcheting. As the case includes a data base it provides ample opportunities for students to practice their analytical skills (producing and discussing descriptive statistics, regressions and interactions).
This case series simulates the decision of choosing and financing a car. Reggie Fuller is a fry cook on the verge of losing his job if he keeps arriving late to work due to inconsistent public buses. Fuller's dream car, the Lincoln MKS, is priced far beyond his budget ($50,000), but Fuller wonders if he can afford other new cars like the Nissan Altima (which costs $17,445) or the Toyota Camry (which costs $20,306). Unsure of how to proceed, Fuller seeks the advice of a family friend and mentor, who agrees to teach him what he knows about the car-financing process. Accompanying the case is a handout that teaches students how to calculate monthly auto loan payments.
In this case, fry cook Reggie Fuller, who wants to buy a car to ensure that he can consistently get to work on time, asks his mother if she and his sister would like to chip in with him so that he can afford a new Nissan Versa, a cheaper alternative to some of the other new cars he's been looking at. Fuller's mother responds by raising scheduling concerns along with car-related costs outside of monthly payments, such as gas, maintenance, and insurance. Staring down the realization that he just may not be able to afford a new car, Fuller wonders if he should reconsider the idea of getting a used car instead, and asks his friend, an auto mechanic, to educate him on pre-owned vehicles.
In September 2017, a senior portfolio manager at Portland Capital Management had all her attention focused on the upcoming initial public offering (IPO) of Roku, Inc. The company had just updated its initial filing to indicate an offer price between $12 and $14, and Portland Capital Management had an opportunity to take a substantial position in that offering. She saw the upside potential in Roku's shift from hardware-related revenue streams (player sales) to platform-related revenue streams (advertising and content purchases made on the platform). But she was also well aware of the riskiness of this strategy and the uncertain state of IPO markets at that time.
This case focuses on the supply chain strategy of Walmart. Set in 2019, it provides a detailed description of the company’s supply chain network and capabilities. Data in the case allows students to compare Walmart’s source of competitiveness with those of other retailers—both online including Amazon.com and traditional brick–and-mortar retailers, such as Target—to develop insights into the management of a large, complex, global supply chain network. As competition between Walmart and its online and offline competitors heated up, a key challenge for the company’s president and chief executive officer was deciding what changes made to Walmart’s expanding supply chain would best support its strategic objectives. What supply chain capabilities would Walmart need as its business model continued to evolve?
This case follows dance instructor Jackie McKenzie as she struggles to properly budget her expenses needed to support life with her youngest daughter, Millie. At the checkout aisle of her local grocery store, McKenzie becomes embarrassed when she discovers she cannot afford the $150 bill. Luxury purchases such as a red dress and McKenzie's bimonthly pedicures have maxed her credit card and strained her checking and savings accounts. Unfortunately, this is not the first time McKenzie has overspent her means. When McKenzie calls her oldest daughter, Kerry, to ask yet again for her financial help, Kerry challenges her mother to put together a budget.
David Simmons is a waiter at a struggling Italian restaurant located down the block from where he lives. Money is tight for him right now, as his limited income means he lives paycheck to paycheck. However, David knows things will look up for him soon because he was recently offered a job as a bank teller across town-his first desk job. This case helps students learn about building credit. The case addresses what a FICO score is, who computes it, how it is determined, and what it is used for.
The Austrian Republic School, an elementary public school in Chile, faced a severe crisis. Despite its management team and faculty's effort, the school's absenteeism and dropout rates kept rising. The solutions tried had failed to engage students and to secure their families' support. The absenteeism issue proved particularly acute for the vulnerable population served by this school and had called the attention of Chile's Education Ministry. This scenario was compounded by a financial distress: the school lacked the necessary resources to provide the additional support required by this population, such as psychological and social counseling or family engagement activities.Against such a complex backdrop, Luis Lacourt, the school's principal, caught a glimpse of a light at the end of the tunnel: a means to mitigate this problem. Chile's SEP Act offered grants to schools working with "priority" students coming from underprivileged social and financial backgrounds. Yet, access to these subsidies depended on good attendance rates. It was a catch-22-like problem: the SEP Act would enable the school to access the resources required to work on its problems, but the school would not qualify for this funding if it didn't show improvements in its key metrics. How should the school go about it? What could it do to engage families in order to lower dropout and absenteeism rate.
By early 2019, the United States had contributed $132 billion to the Afghan reconstruction. John Sopko, in his role as the Special Inspector General for Afghan Reconstruction (SIGAR), was in charge of providing accountability for U.S. aid funding. Sopko's oversight faced severe limitations such as a growing on-budget assistance, pervasive corruption, and lack of transportation, infrastructure, and security for his staff. To fight those odds, SIGAR has implemented multiple strategies with relative success. For example, cultivating a network of sources and informants had allowed SIGAR to save the U.S. over $200 million from a fuel contract bid-rigging scheme. The SIGAR Fraud Hotline had received and reviewed over 3,200 reports. However, with the Afghan presidential elections and peace talks looming on the horizon, Sopko was wondering how SIGAR would have to adapt to a new reality that could potentially be much worse.
This case follows a woman named Maria Alvarez as she explores financing options to cover costs for her young daughter's surprise respiratory illness. Alvarez has not opened a bank account since moving to the United States from the Dominican Republic two years prior and has little savings from her job. She lives paycheck to paycheck without a credit card or credit history, to her knowledge. Should Alvarez get the money she needs through a payday loan, which wouldn't require her to have a bank account, or should she explore what it would be like to join a financial institution and get a personal loan through it?
This case follows the recently married Shane and Erin as they explore the world of credit cards. Shane, a musician with an irregular salary and a spotty job history, was raised to avoid credit by his parents who had emigrated from a communist Eastern Europe. Erin, a marketing manager in a baby-formula company, has a steady salary but knows little about credit cards. Shane offers to do some research and report back in a week. This case reveals the complexity of the credit card business and the risks and rewards to a consumer that uses a financial product. In particular, users should recognize that the risk of having a credit card is how it might influence their consumption behavior. Credit cards offer a variety of conveniences, but they are an expensive form of short-term debt that can become an onerous burden if used beyond the means of the cardholder. Thus prudent use of credit cards is a key learning objective of both the A and B cases.
B case to case UV7812 This case continues the story of Shane and Erin as they learn about credit cards. In the A case, Shane researched credit cards and explained the fine print from the disclosures to his wife Erin, a marketing manager in a baby-formula company. The B case begins with Erin interested in choosing the best credit card that offers airline miles in order to earn a free beach trip. Three cards are presented (case Exhibit 1) with different options, though the annual percentage rate (APR) is unknown until an application is made. To compare the three offers, Shane attempts to measure the costs and benefits of each card assuming the couple spends as much as $500 and pays 75% back ($350) per month. This case reveals the complexity of the credit card business and the risks and rewards to consumers. In particular, students should recognize that the risk of having a credit card is how it might influence their consumption behavior. Credit cards offer a variety of conveniences, but they are an expensive form of short-term debt that can become an onerous burden if used beyond the means of the card owner. Thus prudent use of credit cards is a key learning objective of both the A and B cases.
In 2008, Roshan, Afghanistan’s leading telecommunications provider, launched M-Paisa, its mobile money transfer service, which allowed Afghans to use their mobile phones to transfer funds, receive and repay microfinance loans, make purchases, and disburse and receive salaries. The company was committed to building a financial ecosystem for transparent, safe, convenient, and secure services, which would also contribute to the long-term development of Afghanistan’s society. Utilizing technology from Vodafone Group Plc, which had been successful in Kenya, Roshan enjoyed several successful pilots, but it still faced a myriad of issues as it sought to scale the service amid a challenging operational environment. In 2011, three years after its launch, the M-Paisa service had yet to make a profit. Roshan’s chief executive officer and chief operating officer wondered what more they could do to turn M-Paisa around and, ideally, make an even more significant social impact.
In the summer of 2016, the unprecedented growth of Pokémon GO introduced augmented reality into mainstream gaming. Pokémon GO was developed by San Francisco-based Niantic, Inc. (Niantic), a highly successful spinoff from Google Inc., which partnered with the Japanese video game company Nintendo Co., Ltd. to bring the popular video game franchise into the mobile gaming sphere. Niantic's version included the innovative use of augmented reality, a technology that merged artificial reality with the real world. Although this strategy was a fresh approach, it also presented risks. Niantic was determined to shut down cheating apps and websites that were overloading the company's servers and giving some players unfair advantages. Some players were dismayed by Niantic’s actions and by the apps and websites themselves, while others predicted that the game's popularity would disappear as quickly as it had grown. By late 2016, Niantic needed to decide how to move forward. Should Pokémon GO continue to evolve as an augmented-reality game, with teams and live events, or should Niantic create a new gaming experience focused on features from the original Pokémon games? Alternatively, should the company partner with third-party developers, including those that had developed popular cheating apps and websites? Finally, how should Niantic fund its unexpected growth?
In September 2018, the leadership team of Agarwal Packers and Movers Limited (APML) gathered for a meeting at the company’s headquarters, located in the heart of New Delhi, India. The founder was considering whether the company should go public by the end of 2019. Since APML’s inception in 1987, the team had worked hard to create a healthy brand recall, establish customer loyalty, and build a robust financial base. However, in the 18 months leading up to the intended initial public offering, the founder needed to consider two key questions: How could the company create and maintain service differentiation in an industry characterized by low entry barriers and limited pricing flexibility? How could it deliver quality service to retain customer loyalty?
The director of World Tailors, a small Canadian manufacturer that employed immigrant and refugee women to sew high-quality aprons, napkins, and market bags, wondered how all of the needed products would be completed for the 2017 December holiday season. During the past seven years, demand for World Tailor products had steadily increased from craft markets, online orders, and retail stores. How could the capacity of its current operations be better managed and expanded? World Tailors was more than a local manufacturer: it supported courageous women, who had recently arrived in Canada as refugees and immigrants, to integrate into the community. Would reorganizing as a business co-operative better balance the unique social mission of the organization?