UEFA is considering how best to use the new technologies of the social era to improve fans' experience with football in Europe. The case describes the key challenges facing UEFA and raises the issue of how to introduce change in a successful organisation.
Gujarat Automotive Corporation Limited (GACL) was an Indian manufacturing company that made bus bodies. The firm was a subsidiary of Tata Motors Limited, from which it received most of its orders. Under the leadership of its latest managing director, GACL had emerged from tumultuous times, and became profitable again by focusing on productivity and cost-cutting measures. However, the company's board felt that these improvements came at the cost of employee satisfaction. Accordingly, on the board's insistence, GACL instituted an inquiry into employee satisfaction levels. The results of the survey were somewhat better than expected, but the managing director wondered whether the survey was enough. How could he turn the survey results into concrete actions for GACL? Could he do so without compromising productivity?
As a small-scale hospital located in the city of Faridabad in northern India, Drishti Eye Center (Drishti) had recently expanded its operations by diversifying into pharmaceutical sales. The founder and managing director of the hospital soon faced conflict among the members of his sales force when a young sales representative received a poor performance evaluation, which he viewed as unfair. In response to this situation, the salesman decided to join a union, a move that was completely unprecedented at Drishti. Facing a high-performing team that now found itself operating in a hostile environment, the hospital's director had to decide how best to manage the conflict.
A 2016 consumer survey in the United Kingdom revealed that five out of 10 people did not know that Coca-Cola Zero (Coke Zero) contained no sugar. Many respondents also expected Coke Zero to taste more like Coca-Cola Classic, but found the taste not similar enough. Therefore, Coca-Cola relaunched the product with an ambitious multimillion-dollar marketing campaign that followed a three-dimension value management cycle encompassing value creation, value communication, and value capture. To successfully relaunch Coke Zero and achieve the company's objectives, Coca-Cola would need to both anticipate the challenges in each of these three phases and manage them effectively.
In 2012, the marketing department at AkzoNobel India Ltd., a major paints company, faced a key decision concerning the possible relaunch of TileShield, a premium roof tile paint in the company's exterior paints division. Since its inception, TileShield had led the market, especially in the southern part of India, but despite growth in the demand for roof tile paints, TileShield sales had stagnated in 2011-12. Faced with falling sales and intense competition, the company had to decide whether to maintain the status quo or draft a relaunch for the brand. The marketing department would have to make some quick decisions on value proposition and pricing.
In October 2014, Hari Krishna Exports, a US$975 million Indian diamond manufacturing company, made international news when it gave 1,268 employees a generous performance incentive of approximately US$5,700. This was part of a radical loyalty program the company had started in 2011. However, with the market dynamics of the diamond industry constantly changing, giving such performance incentives on a yearly basis would be a great challenge. Price fluctuations at every step of the process-from procurement, to polishing, to the retail markets of the diamonds-created inherent risk in the industry. Intermediaries such as diamond polishers, in comparison to miners, had less control over the upstream channels of diamond procurement, which usually comprised exploration and the mining of diamonds. What would be the ultimate engagement level of the employees? Would such performance benefits for retaining talented employees be sustainable over the long run for an export house?
In mid-2014, an investor was examining Federal Bank stock and its valuation. In order to fund her children's educational savings for the future, the investor had been looking for high-growth but undervalued investment stocks. Based on her current market analysis, she had narrowed her search to Federal Bank Limited. Could Federal Bank be the undervalued stock that the investor was looking for? What would be the fair fundamental value of the bank? The dividend discount valuation model, a technique to identify and value undervalued stocks, would determine whether Federal Bank was a potential investment target.
The case evolves around the Powerball lottery and the rule changes implemented in 2015, which, among other things, changed the chances of winning the jackpot from 1 in 175 million to 1 in 292 million. What is the impact of such rules on lottery revenues? The expected value rule is unable to explain why people play in the first place and fails to give the appropriate weight to the factors that explain the attractiveness of a lottery. This case is ideal to introduce the notion of decision weights as put forward by Kahneman and Tversky's prospect theory. By calculating decision weights, we obtain a reasonable prediction for the willingness to pay for the lottery as a function of different jackpot amounts. Using past data, we can correlate lottery revenues with predicted willingness to pay for a ticket. Quantitative-inclined audiences can then develop a simulation model of how likely it is that the jackpot grows, which, coupled with the prediction of revenues as a function of the jackpot, would give the evolution of the revenues under the new rule. The accompanying spreadsheet provides data for students to work out various scenarios to narrow objectives and maximize revenue from Powerball tickets.
This case focuses on Nick Hungerford's attempt to raise capital for his FinTech start-up, Financial Butler, (later renamed Nutmeg). The concept is a digital platform offering a revolutionary, transparent and fair service to an "untapped" market segment currently not served by wealth managers, "democratising" access to quality financial advice for individuals. The case describes how the protagonist evaluates the opportunity, creates a strategy to raise funding for the business and reacts to obstacles in his path to creating a FinTech firm. It is split into three parts. The "A" case provides the background to the venture, data on the industry and market and examples of Hungerford's first pitch. The "B" case reveals that Hungerford's many pitches have ended in failure, obliging him to refine his approach; the "C" case reveals how he finally achieved success on his 48th pitch to a venture capital firm.
This case focuses on Nick Hungerford's attempt to raise capital for his FinTech start-up, Financial Butler, (later renamed Nutmeg). The concept is a digital platform offering a revolutionary, transparent and fair service to an "untapped" market segment currently not served by wealth managers, "democratising" access to quality financial advice for individuals. The case describes how the protagonist evaluates the opportunity, creates a strategy to raise funding for the business and reacts to obstacles in his path to creating a FinTech firm. It is split into three parts. The "A" case provides the background to the venture, data on the industry and market and examples of Hungerford's first pitch. The "B" case reveals that Hungerford's many pitches have ended in failure, obliging him to refine his approach; the "C" case reveals how he finally achieved success on his 48th pitch to a venture capital firm.
This case focuses on Nick Hungerford's attempt to raise capital for his FinTech start-up, Financial Butler, (later renamed Nutmeg). The concept is a digital platform offering a revolutionary, transparent and fair service to an "untapped" market segment currently not served by wealth managers, "democratising" access to quality financial advice for individuals. The case describes how the protagonist evaluates the opportunity, creates a strategy to raise funding for the business and reacts to obstacles in his path to creating a FinTech firm. It is split into three parts. The "A" case provides the background to the venture, data on the industry and market and examples of Hungerford's first pitch. The "B" case reveals that Hungerford's many pitches have ended in failure, obliging him to refine his approach; the "C" case reveals how he finally achieved success on his 48th pitch to a venture capital firm.
Examines the motivations for franchising. Examines the academic literature in the area and draws implications for franchising patterns. Also provides data on franchising patterns.
BYJU'S The Learning App (BYJU's) is India's largest K-12 education app with about 300,000 annual paid subscribers. The mobile app uses a mix of video lessons and interactive tools to personalize learning for every student. Although there is room to grow exponentially in India, BYJU's decides to enter the U.S. and other English speaking international markets. It believes that United States has a large demand for "better learning", a strong digital payment infrastructure and a willingness to pay subscription fees. At the same time, winning in U.S.'s education market where most students attend public schools and many ed-tech companies are proliferating is challenging. Is it wise to expand to the U.S., even though India presents such a vast untapped opportunity with so many students in need?
Mickey Mouse, Snow White, and Buzz Lightyear strolled down Main Street at the grand opening of Hong Kong Disney in the Fall of 2005, pausing to snap selfies with enthusiastic children in their Mickey Mouse ears. Bob Iger, newly appointed CEO of The Walt Disney Company proudly watched the parade go by, but concerned for the future of the global corporation, he turned to colleagues and asked, "How many characters in this parade were created by Disney in the last ten years?" There was one. But the languishing Disney animation department was not the company's only problem. Disney was under pressure: the company had recently delivered poor financial results; ratings at the ABC network had fallen below competitors; Walt's nephew, Roy E. Disney, had stepped down from the Board after expressing his displeasure with the direction of the company under Iger's predecessor, Michael Eisner; and Comcast had made a $54 billion hostile bid to take over Disney only one year before. The situation for Disney looked bleak. Yet by December 2015 the tide had turned (Exhibit 1). The much-anticipated Star Wars: The Force Awakens was set to become the highest grossing film ever in the U.S. and earn over $2 billion worldwide. Frozen had just surpassed $1 billion in box office to become Disney animation's biggest success ever. In live action movies, Disney franchises, like Pirates of the Caribbean and Marvel's Iron Man, had produced multiple blockbuster hits. ESPN, ABC and other cable and broadcast properties were producing record profits. Attendance was up at Disney parks and cruise ships, while the Shanghai Disney Resort, the company's third and largest theme park in Asia, was scheduled to open in June 2016. Iger thought back to the Hong Kong Disney parade, reflecting on how far the company had come and the lessons he had learned about reawakening the Disney magic.
Money and Banking: An Intermediate Market-Based Approach is a six-chapter book published by Business Expert Press in 2017 and written by William D. Gerdes, Professor of Economics at Clarke University. This book is intended to give students a broad understanding of money and how the money we use today differs from money used in the past and money discovered in isolated subcultures. It examines money as a medium of exchange, a fundamental ingredient in credit markets, and an instrument of monetary policy. In Chapter 1, the author discusses exchanges and the transaction costs associated with them. He states the definition of money as a medium of exchange but adds that it also serves as a store of value, unit of account, and standard of deferred payment. Gerdes describe money as portable, divisible, durable, and made from objects that are relatively scarce. He also discusses the three types of monetary systems: commodity, fiduciary, and fiat. He then provides ways to calculate the value of money.
Money and Banking: An Intermediate Market-Based Approach is a six-chapter book published by Business Expert Press in 2017 and written by William D. Gerdes, Professor of Economics at Clarke University. This book is intended to give students a broad understanding of money and how the money we use today differs from money used in the past and money discovered in isolated subcultures. It examines money as a medium of exchange, a fundamental ingredient in credit markets, and an instrument of monetary policy. In Chapter 2, Gerdes discuss ways to determine the relationship between money and economic activity. He highlights Fisher's equation, MV=Py, to show that the money supply and the price of goods are directly related and that the production of goods and services and price of goods are indirectly related. He also uses this equation of exchange to analyze the relationship between money and the economy, highlighting what this relationship can tell us about inflation, real GDP, and the long-run purchasing power of money. He then discusses a version of the equation that expresses the same relationships between variables but in terms of growth rates: dM/M + dV/V = dP/P + dy/y