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NEA was established in 1977 and it subsequently morphed into one of the largest venture capital firms in the world. Despite its size and significance, some other firms established during the same era such as Kleiner-Perkins and Sequoia (both were established in 1972), are arguably better-known. No venture firm, however, can parallel NEA in terms of its scale and its commitment to organizational and operational innovation. From early on the founders predicted that NEA would grow in size and significance, but the challenges associated with achieving these goals were formidable. How could NEA scale and generate favorable returns from a large capital base for its Limited Partners (LPs)? How could General Partners (GPs) be integrated and incentivized? How could the bi-coastal structure be sustained over the long run?

Wayne Ferrari has bridged the gap between being an independent entrepreneur and a "professional manager." After selling his business to a Private Equity (PE) firm, Ferrari takes on the role of CEO and with their support implements a roll-up strategy to attain growth through acquisition in the mechanical controls distribution industry. Ferrari received support from the PE firm in negotiating and financing acquisitions but faced the challenging task of integrating them into the core business. Getting all the operations on a common IT platform proves more challenging than he expected. Developing an organization that supports a new strategy of application support for their customer base requires a change in culture and an evolving leadership challenge for the business. The most immediate challenge is to implement a "pricing" model to be used with all customers that takes into consideration a variety of customer specific characteristics to set optimal pricing for quotations. On "go live" day, the sales force "is up in arms" requesting that their "special customer deals" be sheltered from this new system. The case outlines a brief history of the business, the changes over the last six years and details on the challenges Ferrari faces as iAutomation continues to expand.

Spreadsheet supplement for case 213008.

Spreadsheet supplement for case 213014.

"The chief executive of a small yarn-production company in India must resolve an unexpected cash shortage. The task for the student is to evaluate the causes of this shortage (using a completed "base-case" forecast given in the case) and assess the usefulness of various possible remedies suggested by managers. The company is unable to liquidate a seasonal working-capital loan for the requisite 30 days each year, a difficulty arising from two classic causes: secular growth of the company and declining profitability. Possible remedies include reducing inventory through more efficient transportation and warehousing, reducing credit terms to customers, switching from seasonal to level production, improving profitability, decreasing dividends, and reducing sales growth."

Spreadsheet Supplement for UV6600

Louis Vuitton, the flagship group within Moët Hennessy Louis Vuitton (LVMH), had contributed to the stellar growth of the group in 2010 and 2011. But, there were clouds on the horizon. Was the recent growth sustainable? What steps should Louis Vuitton take to address upcoming challenges? This case takes the student through the challenges a global company faces as it tries to grow a business that is based on one of the most valued high-end brands in the world. The case reveals the fundamental strategic tension between what a firm needs to do, given the competitive environment; what it can do, given its resources and organization; and what leaders want to do, given their fundamental motivations and beliefs, which shape the way they see the issues.

This case examines the business strategies available to an Indian company, Indraprastha Cold Storage Ltd. (IPCSL). It has made substantial investments in upgrading its existing cold storage to differentiate itself from the competition based on the premise that by providing superior product quality, it could charge a premium for its value added cold storage service. However, competitors lowered their rates in an attempt to capture even more customers, and IPCSL was concerned about the long-term viability of the business. It must decide on a course of action, taking into consideration the constraints of growing, transporting, storing and selling fruit in India; the asymmetry in price information available to growers and commission agents in the market, coupled with the old-fashioned way of doing business through open and closed auctions; and the costs and benefits of vertical integration between grower and IPCSL.

This note explores the ongoing evolution of the corporate communications function from the management of public image and public relations to the integrated cultivation of internal values and external stakeholder relationships.

Groom Energy Solutions helps organizations reduce their energy use and costs through the implementation of energy efficiency measures, which create long-term financial and environmental benefits. With early success serving customers in the cold storage and industrial manufacturing sectors, the seven-year-old company must now decide whether to continue expanding within these segments or transition into commercial retail and office buildings, which offer growth potential and unique challenges. Groom Energy must also decide which geographic regions provide the best opportunity. This case study provides background on the history of the energy efficiency industry, the energy efficiency paradox, and the benefits and challenges of a business focused on implementing efficiency measures. The case is particularly relevant to courses focused on energy management, environmental sustainability, and entrepreneurship within the energy and sustainability areas.

Spreadsheet for case KEL707

Eight19 is a technology-based start-up company based on Cambridge Science Park. The company is developing a new (and very low cost) solar-panel technology aimed primarily at domestic use in developing countries. The case describes the issues faced by eight19 as it develops a business model for the new technology - in particular balancing competing needs: to generate sufficient revenue to fund operations (and not run out of cash), to generate a sufficient return for investors, to ensure widespread adoption of the system by users by users who cannot afford the up-front costs, to incentivise distributors, to guard against opportunistic behaviour by users, to create loyal users and to build and maintain a positive brand. The case illustrates the importance of the business model (rather than the product per se) and the imperative to build and maintain the 'social legitimacy' of a venture in order to assure profitability in the long term.

Supplement to case LBS171

An Introduction to Supply Chain Management, published by Business Expert Press in February 2013, is a ten-chapter book written by Edmund Prater, Professor of Operations and Logistics and the University of Texas at Arlington. Developed for students of supply chain management, executives seeking a primer, and practitioners, the text offers an overview of SCM and provides a framework for subsequent, more detailed study. The book reviews the evolution of SCM concepts and discusses trends in global markets and strategic competitiveness. It focuses on the major issues involved in managing a competitive supply chain including forecasting, inventory management, distribution, dealing with uncertainty, reverse logistics, and customer service. The book opens with an introduction to the concept of supply chain management. Core terminology is defined, the components supporting excellent supply chain management are explored, and the foundations for supply chain strategy are laid.

An Introduction to Supply Chain Management, published by Business Expert Press in February 2013, is a ten-chapter book written by Edmund Prater, Professor of Operations and Logistics and the University of Texas at Arlington. Developed for students of supply chain management, executives seeking a primer, and practitioners, the text offers an overview of SCM and provides a framework for subsequent, more detailed study. The book reviews the evolution of SCM concepts and discusses trends in global markets and strategic competitiveness. It focuses on the major issues involved in managing a competitive supply chain including forecasting, inventory management, distribution, dealing with uncertainty, reverse logistics, and customer service. The second chapter considers the supply chain from a global perspective. The varying types of global supply chains are introduced, the forces that impact the global economy are outlined, and entry strategies for foreign markets are examined.

An Introduction to Supply Chain Management, published by Business Expert Press in February 2013, is a ten-chapter book written by Edmund Prater, Professor of Operations and Logistics and the University of Texas at Arlington. Developed for students of supply chain management, executives seeking a primer, and practitioners, the text offers an overview of SCM and provides a framework for subsequent, more detailed study. The book reviews the evolution of SCM concepts and discusses trends in global markets and strategic competitiveness. It focuses on the major issues involved in managing a competitive supply chain including forecasting, inventory management, distribution, dealing with uncertainty, reverse logistics, and customer service. Chapter 3 further examines the development of supply chain strategy. The impact of globalization is considered at length, and key strategic relationships for managing and sustaining the supply chain -- notably, supplying, purchasing, and outsourcing relationships -- are introduced. The relationship between competitive and supply chain strategy is discussed, as are the key elements for managing supply chain strategy and supply chain types.

Introduction to Supply Chain Management, published by Business Expert Press in February 2013, is a ten-chapter book written by Edmund Prater, Professor of Operations and Logistics and the University of Texas at Arlington. Developed for students of supply chain management, executives seeking a primer, and practitioners, the text offers an overview of SCM and provides a framework for subsequent, more detailed study. The book reviews the evolution of SCM concepts and discusses trends in global markets and strategic competitiveness. It focuses on the major issues involved in managing a competitive supply chain including forecasting, inventory management, distribution, dealing with uncertainty, reverse logistics, and customer service. Chapter 4 looks at the role of forecasting in supply chain management. Forecasting methodologies and key concepts for effective forecasting are introduced. The authors assert that forecasting can be usefully categorized into five points of view, which are delineated and explained. In addition, the chapter offers benchmarks in the forecasting process, the models used, and the applied software solutions and systems. Finally, a best practice solution is presented along with emergent trends for forecasting.

Introduction to Supply Chain Management, published by Business Expert Press in February 2013, is a ten-chapter book written by Edmund Prater, Professor of Operations and Logistics and the University of Texas at Arlington. Developed for students of supply chain management, executives seeking a primer, and practitioners, the text offers an overview of SCM and provides a framework for subsequent, more detailed study. The book reviews the evolution of SCM concepts and discusses trends in global markets and strategic competitiveness. It focuses on the major issues involved in managing a competitive supply chain including forecasting, inventory management, distribution, dealing with uncertainty, reverse logistics, and customer service. Chapter 6 covers the logistics of physical distribution within supply chain management. The aspects of transportation and the methods and techniques of delivery, primarily cross-docking and its implications to business are discussed. Procedures for managing change within a logistics system and the implications of international trade and distribution are explored.

Introduction to Supply Chain Management, published by Business Expert Press in February 2013, is a ten-chapter book written by Edmund Prater, Professor of Operations and Logistics and the University of Texas at Arlington. Developed for students of supply chain management, executives seeking a primer, and practitioners, the text offers an overview of SCM and provides a framework for subsequent, more detailed study. The book reviews the evolution of SCM concepts and discusses trends in global markets and strategic competitiveness. It focuses on the major issues involved in managing a competitive supply chain including forecasting, inventory management, distribution, dealing with uncertainty, reverse logistics, and customer service. In Chapter 7, the author introduces information technology (IT) and its goals in supply chain management. The different types of IT solutions available in supply chain management are discussed, as are the advantages and difficulties associated with IT. Critical areas for a successful IT-enable supply chain are highlighted. Trends and implementation issues are examined, and IT issues are demonstrated through two mini-cases.

Introduction to Supply Chain Management, published by Business Expert Press in February 2013, is a ten-chapter book written by Edmund Prater, Professor of Operations and Logistics and the University of Texas at Arlington. Developed for students of supply chain management, executives seeking a primer, and practitioners, the text offers an overview of SCM and provides a framework for subsequent, more detailed study. The book reviews the evolution of SCM concepts and discusses trends in global markets and strategic competitiveness. It focuses on the major issues involved in managing a competitive supply chain including forecasting, inventory management, distribution, dealing with uncertainty, reverse logistics, and customer service. In Chapter 8, the concept of customer service is introduced as dimension of supply chain management. The scope of customer satisfaction is discussed and service quality is explored. Methods for measuring and managing performance, including the balanced scorecard concept, are examined.