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The Roaring Dragon Hotel (RDH), a Chinese state-owned enterprise (SOE), was under pressure to become a profit generating 5-star hotel due to the continued development of the Chinese market economy. As for many SOEs, the RDH was overstaffed, filled with archaic work practices, internal cliques, unsystematic production systems and a dysfunctional motivation system unrelated to performance. During modernization, a number of human resource management problems became increasingly evident; solving these problems had become a priority. In 2000, the RDH's provincial government and stakeholders made their first attempt at modernizing the hotel by hiring a globally renowned company to undertake the upgrade. The disastrous outcome caused the provincial government and stakeholders to lose heart, momentum and motivation until six years later. A new joint venture owner and the RDH board recovered enough confidence to attempt modernization for a second time. They contracted Premium Hotel Services (PHS) to undertake the second attempt at improving operations. The PHS found the quality of older employees, increasing turnover of new staff and policies emerging from the continuing evolution of the Chinese economy were now presenting problems never confronted before at the RDH. How could the stakeholders solve these problems and have the RDH emerge as an internationally recognized five star, commercially viable hotel?

The 2012 U.S. presidential election between President Obama and Governor Romney gave both sides reasons for optimism. As such, it was popularly thought to be anyone's race to win. The election generated a wide range of polling at the state and national level. Despite the abundance of data, it still was not clear to many people whether the race was "too close to call" or whether one candidate had a decisive lead. On the evening of the election, two friends discuss why the result may or may not be a close one and decide to wager on the outcome.

The Trunk Club case begins with a description of the company's business model and the path that led the main protagonist, Brian Spaly, to the CEO post. Four vignettes compose the main body of the case. The first vignette outlines a series of challenges faced by Spaly during his first ninety days running the business, most notably a situation in which Spaly's top salesperson threatens to leave with the company's top five sales reps to start a competing venture if she is not promoted to the vacant COO role. The second vignette presents a delicate situation where the venture capital firm leading Trunk Club's Series A round of financing lobbies for the inclusion of another investor. Spaly receives a strong negative review of the second investor and must decide how to approach the lead investor. The third vignette follows Spaly as he tries to court a highly coveted veteran COO with limited means at his disposal. The fourth vignette details an employee stock grant proposal pitched by Spaly, as well as Spaly's subsequent negotiations with the company's board of directors.

The young CEO of a venture-backed startup needs to figure out his go to market strategy and the right profile for his first key sales hires. Should he develop partnerships with channels that would provide leverage or build out a direct sales force? And should the sales team be led by an experienced senior sales executive or a scrappy, mid-level sales manager?

A manufacturer of building products and specialty chemicals, W. R. Grace & Co. filed for Chapter 11 bankruptcy in 2001 in response to a flood of lawsuits alleging that its products contained asbestos, and had caused hundreds of thousands of people to contract asbestos-related diseases such as mesothelioma and lung cancer. Nine years later, Grace is poised to emerge from bankruptcy with a plan of reorganization that provides for the establishment of two special purpose trusts through which all current and future asbestos claims will be channeled, allowing the company to survive as an ongoing business. However, the company and asbestos claimholders' committees materially disagree over the size of the company's liability for asbestos, and have hired experts to value the liability. Grace's expert argues the liability is worth between $83 million and $173 million, while the plaintiff's expert argues the liability could be as high as $6.2 billion.

Building Successful Information Systems: Five Best Practices to Ensure Organizational Effectiveness and Profitability is a 10-chapter book published by the Business Expert Press in 2012 and written by Michael J. Savoie, the Director of the Center for Information Technology and Management in the Naveen Jindal School of Management at the University of Texas, Dallas. To optimize the use of computer systems for management purposes, the author advises managers to first understand their own business processes and information flows - then the company can apply the author's model, the "five rights of data," to build an effective system: the right data, in the right place, at the right time, reaching the right person, in the right format. By creating a strong system aligned with a company's specific information flow, managers can use information systems to support competitive strategy. The author illustrates this process through real-world examples and provides practical tools for corporate leaders. In Chapter 1, Where Do We Start? (10 pages), the author describes the computer as one component of an information system that should also include tools, methodologies, processes, and people. He argues that many companies run into problems when they rely on their computers as the center of the system and forget the importance of employee interaction. For example, a computer cannot determine if the data it is given is correct and up-to-date. Many companies also believe that automating a system will automatically solve their problems. The author states that managers must start with an understanding of the problem and evaluate the possible solutions before using computer-based resources to enhance the chosen solution. The author presents an illustrative example of how a faulty inventory control system caused problems for a company.

Building Successful Information Systems: Five Best Practices to Ensure Organizational Effectiveness and Profitability is a 10-chapter book published by the Business Expert Press in 2012 and written by Michael J. Savoie, the Director of the Center for Information Technology and Management in the Naveen Jindal School of Management at the University of Texas, Dallas. To optimize the use of computer systems for management purposes, the author advises managers to first understand their own business processes and information flows - then the company can apply the author's model, the "five rights of data," to build an effective system: the right data, in the right place, at the right time, reaching the right person, in the right format. By creating a strong system aligned with a company's specific information flow, managers can use information systems to support competitive strategy. The author illustrates this process through real-world examples and provides practical tools for corporate leaders. In Chapter 2, The Information Ladder (8 pages), the author focuses on decision-making and human interaction. He outlines four levels of information to demonstrate where employees fit into the system. While computers work at the first two levels: data (simple facts) and information (data organized with a shared meaning), the two higher levels on the ladder, knowledge and wisdom, require employee interaction. Knowledge, the author says, involves acting on information and wisdom involves experience based on that action.

Building Successful Information Systems: Five Best Practices to Ensure Organizational Effectiveness and Profitability is a 10-chapter book published by the Business Expert Press in 2012 and written by Michael J. Savoie, the Director of the Center for Information Technology and Management in the Naveen Jindal School of Management at the University of Texas, Dallas. To optimize the use of computer systems for management purposes, the author advises managers to first understand their own business processes and information flows - then the company can apply the author's model, the "five rights of data," to build an effective system: the right data, in the right place, at the right time, reaching the right person, in the right format. By creating a strong system aligned with a company's specific information flow, managers can use information systems to support competitive strategy. The author illustrates this process through real-world examples and provides practical tools for corporate leaders. Chapter 3, What Constitutes the Right Data? (10 pages), takes a closer look at the first step in the model of "data rights," getting the right data. Instead of trying to capture all imaginable data ("big data"), businesses need to be smart about identifying what data will actually help them achieve their strategic goals. Managers can begin to determine how to access the right data by creating a map to document how information flows in an organization, which will show any breakdowns that currently require human "workarounds." He provides a real-world example of a company whose information map exposed an inefficient system.

Building Successful Information Systems: Five Best Practices to Ensure Organizational Effectiveness and Profitability is a 10-chapter book published by the Business Expert Press in 2012 and written by Michael J. Savoie, the Director of the Center for Information Technology and Management in the Naveen Jindal School of Management at the University of Texas, Dallas. To optimize the use of computer systems for management purposes, the author advises managers to first understand their own business processes and information flows - then the company can apply the author's model, the "five rights of data," to build an effective system: the right data, in the right place, at the right time, reaching the right person, in the right format. By creating a strong system aligned with a company's specific information flow, managers can use information systems to support competitive strategy. The author illustrates this process through real-world examples and provides practical tools for corporate leaders. Chapter 4, How Do We Get Information to the Right Place? (4 pages), presents the second step of the model and outlines problems inherent in providing "24/7" data access. The author highlights significant security concerns, and suggests that a company evaluate its business to determine how essential constant data access is to their operation. A company should consider the sensitivity of the data and the need for verification before disseminating it, as well as setting an appropriate timeframe for employees to use the information. For example, will up-to-the minute information benefit a sales force? Is there an "off-hours" period of time when access is not utilized? Savoie proposes a four-tiered ranking system to help managers decide how to disseminate their information.

Building Successful Information Systems: Five Best Practices to Ensure Organizational Effectiveness and Profitability is a 10-chapter book published by the Business Expert Press in 2012 and written by Michael J. Savoie, the Director of the Center for Information Technology and Management in the Naveen Jindal School of Management at the University of Texas, Dallas. To optimize the use of computer systems for management purposes, the author advises managers to first understand their own business processes and information flows - then the company can apply the author's model, the "five rights of data," to build an effective system: the right data, in the right place, at the right time, reaching the right person, in the right format. By creating a strong system aligned with a company's specific information flow, managers can use information systems to support competitive strategy. The author illustrates this process through real-world examples and provides practical tools for corporate leaders. In Chapter 5, When Is the Right Time? (8 pages), the author explores the third step in his model, the timing of data delivery. While constant and immediate information access is common in today's business environment, it is also expensive, more vulnerable to security breaches, and risks information overload for employees. The author posits that a good information system should provide information as quickly as needed while allowing for system maintenance and data validation. Therefore, some companies may rightly decide not to provide "24/7" access. As the timeliness of data increases, so do the costs associated with data delivery, namely the information infrastructure required to enable faster data transfer and processing and the verification process to ensure accuracy.

Building Successful Information Systems: Five Best Practices to Ensure Organizational Effectiveness and Profitability is a 10-chapter book published by the Business Expert Press in 2012 and written by Michael J. Savoie, the Director of the Center for Information Technology and Management in the Naveen Jindal School of Management at the University of Texas, Dallas. To optimize the use of computer systems for management purposes, the author advises managers to first understand their own business processes and information flows - then the company can apply the author's model, the "five rights of data," to build an effective system: the right data, in the right place, at the right time, reaching the right person, in the right format. By creating a strong system aligned with a company's specific information flow, managers can use information systems to support competitive strategy. The author illustrates this process through real-world examples and provides practical tools for corporate leaders. Chapter 6, How Do We Identify the Right Person? (10 pages), addresses the issue of employee access to data, which is the fourth step in the model. The author discusses the inefficiencies and dangers a company faces when employees have access to data that is either irrelevant or not warranted by their positions. He presents a real-world example of how a CEO's inappropriate remark was leaked via social media when access to his account was inadvertently shared. Savoie recommends that a company avoid these risks by identifying the difference between what it thinks its information system is doing and what the system is actually doing. He demonstrates how to perform this analysis by comparing and analyzing the "rules" (what positions should have access to what information) and the "reality" (which employees actually have access to what information).

Building Successful Information Systems: Five Best Practices to Ensure Organizational Effectiveness and Profitability is a 10-chapter book published by the Business Expert Press in 2012 and written by Michael J. Savoie, the Director of the Center for Information Technology and Management in the Naveen Jindal School of Management at the University of Texas, Dallas. To optimize the use of computer systems for management purposes, the author advises managers to first understand their own business processes and information flows - then the company can apply the author's model, the "five rights of data," to build an effective system: the right data, in the right place, at the right time, reaching the right person, in the right format. By creating a strong system aligned with a company's specific information flow, managers can use information systems to support competitive strategy. The author illustrates this process through real-world examples and provides practical tools for corporate leaders. In Chapter 7, What Is the Right Format for the Information? (6 pages), the author looks at the fifth aspect of the model, which involves data presentation. He discusses the importance of knowing how the information consumer will receive and view the data, because different devices require different representation methods. Information that is easy to read on a large computer monitor may not be very usable on a smart phone, for example. The author also warns of overwhelming the user with too much information upfront and introduces the concept of a "dashboard" to summarize information at a high level while allowing the user to drill down to more data-heavy layers.

Building Successful Information Systems: Five Best Practices to Ensure Organizational Effectiveness and Profitability is a 10-chapter book published by the Business Expert Press in 2012 and written by Michael J. Savoie, the Director of the Center for Information Technology and Management in the Naveen Jindal School of Management at the University of Texas, Dallas. To optimize the use of computer systems for management purposes, the author advises managers to first understand their own business processes and information flows - then the company can apply the author's model, the "five rights of data," to build an effective system: the right data, in the right place, at the right time, reaching the right person, in the right format. By creating a strong system aligned with a company's specific information flow, managers can use information systems to support competitive strategy. The author illustrates this process through real-world examples and provides practical tools for corporate leaders. Chapter 8, Security (10 pages), explores the potential for cybercrime and how a company can protect against it. The author cites current research that shows how companies are not taking sufficient action to ensure data security. He describes the three most common causes of data exposure: negligence by a well-meaning insider, a targeted hack from an external source, and a data breech from a malicious insider. He provides seven practical steps that companies can take to prevent and mitigate the damage resulting from these data losses. Most important, says the author, is a change in mindset that provides for user access while employing newly emerging tools in the company's security platform.

Building Successful Information Systems: Five Best Practices to Ensure Organizational Effectiveness and Profitability is a 10-chapter book published by the Business Expert Press in 2012 and written by Michael J. Savoie, the Director of the Center for Information Technology and Management in the Naveen Jindal School of Management at the University of Texas, Dallas. To optimize the use of computer systems for management purposes, the author advises managers to first understand their own business processes and information flows - then the company can apply the author's model, the "five rights of data," to build an effective system: the right data, in the right place, at the right time, reaching the right person, in the right format. By creating a strong system aligned with a company's specific information flow, managers can use information systems to support competitive strategy. The author illustrates this process through real-world examples and provides practical tools for corporate leaders. In Chapter 9, Putting It All Together (10 pages), the author offers insight into how to approach the implementation of a new system given the fast pace of change in technology, market uncertainty, and customer expectations. The critical factor is for managers to design an information system that supports the overall business strategy rather than finding a new technology and making it fit into the current system. To start the design of an effective system, Savoie provides a set of five questions for managers to answer about their business. He then demonstrates how to create a model of the business, its processes, and the flow of information to highlight the issues a company should address. He also explains how to evaluate the success of a new information system by looking at key performance indicators in four areas: cost-benefit, productivity, morale, and profitability.

Building Successful Information Systems: Five Best Practices to Ensure Organizational Effectiveness and Profitability is a 10-chapter book published by the Business Expert Press in 2012 and written by Michael J. Savoie, the Director of the Center for Information Technology and Management in the Naveen Jindal School of Management at the University of Texas, Dallas. To optimize the use of computer systems for management purposes, the author advises managers to first understand their own business processes and information flows - then the company can apply the author's model, the "five rights of data," to build an effective system: the right data, in the right place, at the right time, reaching the right person, in the right format. By creating a strong system aligned with a company's specific information flow, managers can use information systems to support competitive strategy. The author illustrates this process through real-world examples and provides practical tools for corporate leaders. Chapter 10, Conclusion (6 pages), reviews the author's recommendations for designing an information systems that supports a company's competitive advantage. The author advises managers to focus on the business process at hand and view the technology as a tool for improvement. He poses three questions for managers to turn computer-based data into human-based wisdom by moving up the "information ladder." Finally, he provides a five-step "business process ladder" that outlines practical steps for managers to identify when and where changes in a company's information system would be beneficial.

Business Models and Strategic Management: A New Integration is a seven-chapter book published by the Business Expert Press in 2012 and written by Francine Newth, associate professor of strategy at the School of Business at Providence College. The author says that an effective strategy derives from a fundamental understanding of how a company operates, which is defined by its business model. She explains the elements of a business model and how to integrate it with strategic decision making, providing what the she calls a more "real-world" guide to effective management. She provides practical insight for managers and conceptual models grounded in research and current business examples. Each chapter includes discussion guides and a practical exercise based on real-world companies. In Chapter 1, What Is a Business Model? (25 pages), the author explains that a strong business model has both qualitative and quantitative elements. The qualitative base of the model comprises the value proposition, dynamic capabilities and competencies, and financial viability. The quantitative elements of a model's profit formula are revenue sources, cost structure, and profitability. The author offers steps to consider when creating or revising a business model. There are three discussion activities based on Netflix, Wal-Mart, and eBay. There is also an exercise on analyzing a business model matrix from a qualitative and a quantitative perspective.

Business Models and Strategic Management: A New Integration is a seven-chapter book published by the Business Expert Press in 2012 and written by Francine Newth, associate professor of strategy at the School of Business at Providence College. The author says that an effective strategy derives from a fundamental understanding of how a company operates, which is defined by its business model. She explains the elements of a business model and how to integrate it with strategic decision making, providing what the she calls a more "real-world" guide to effective management. She provides practical insight for managers and conceptual models grounded in research and current business examples. Each chapter includes discussion guides and a practical exercise based on real-world companies. Chapter 2, Business Model and Financial Management (21 pages), explains the factors of financial viability. The author posits that effective management requires an understanding of underlying assumptions of a business's strategic plan and the metrics that drive its operational plan. She outlines financial analysis through cost drivers, revenue drivers, and profit drivers, and explores three central areas in financial decision making: capital budgeting, capital structure, and the use of capital. There are three discussion guides based on Google, Best Buy, and Tumblr, and an exercise on financial metrics based on the business model of Best Buy.

Business Models and Strategic Management: A New Integration is a seven-chapter book published by the Business Expert Press in 2012 and written by Francine Newth, associate professor of strategy at the School of Business at Providence College. The author says that an effective strategy derives from a fundamental understanding of how a company operates, which is defined by its business model. She explains the elements of a business model and how to integrate it with strategic decision making, providing what the she calls a more "real-world" guide to effective management. She provides practical insight for managers and conceptual models grounded in research and current business examples. Each chapter includes discussion guides and a practical exercise based on real-world companies. In Chapter 3, Business Model and Strategic Direction (20 pages), the author explains the key elements of a business strategy, including a vision, mission, strategies, and performance objectives. She explores the importance of competitor and industry analysis in setting a strategy. The author explains that a company has two options for a competitive strategy -- compete on cost or on differentiation -- and looks at each. The chapter discussion activities include real-world examples from Yahoo!, Nike, and Nokia. There is an exercise on Strategic Direction Analysis Exercise based on Toys "R" Us. The chapter also includes a mini-essay, Guidance for the Manager: Key Points on Strategic Direction.

Business Models and Strategic Management: A New Integration is a seven-chapter book published by the Business Expert Press in 2012 and written by Francine Newth, associate professor of strategy at the School of Business at Providence College. The author says that an effective strategy derives from a fundamental understanding of how a company operates, which is defined by its business model. She explains the elements of a business model and how to integrate it with strategic decision making, providing what the she calls a more "real-world" guide to effective management. She provides practical insight for managers and conceptual models grounded in research and current business examples. Each chapter includes discussion guides and a practical exercise based on real-world companies. Chapter 4, Business Model and Competitive Advantage, (14 pages), examines how successfully managing resources, capabilities, and competencies leads to a sustainable competitive advantage. The author explains what a core competency is and how choosing the right strategy impacts the relationships between competency and competitive advantage. She looks at the role of strategic alliances and presents Michael Porter's Value Chain in relation to the business model. The chapter includes three discussion guides based on Microsoft, Avon, and Samsung, and an exercise on analyzing competency at Google.

Business Models and Strategic Management: A New Integration is a seven-chapter book published by the Business Expert Press in 2012 and written by Francine Newth, associate professor of strategy at the School of Business at Providence College. The author says that an effective strategy derives from a fundamental understanding of how a company operates, which is defined by its business model. She explains the elements of a business model and how to integrate it with strategic decision making, providing what the she calls a more "real-world" guide to effective management. She provides practical insight for managers and conceptual models grounded in research and current business examples. Each chapter includes discussion guides and a practical exercise based on real-world companies. In Chapter 5, Business Model and Strategy (22 pages), the author defines strategy as the action plan to bring the business model to life. She outlines three levels of strategy: corporate, competitive, and operational, and the interrelation between them. Corporate strategies focus on resource allocation, and as such, are the key to supporting a sustainable business model. Competitive strategies mainly focus on revenue streams and cost structure. Operational strategy looks at functions within a company. The chapter includes three discussion guides for Yum Brands, Kellogg, and Amazon, and an exercise on strategy analysis for The Dollar Shave Club.