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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 6, Business Model and Innovation (14 pages), explores the nature of innovation and its importance in a sustainable business model. The author explains the types of innovation and characteristics that drive innovation. Her model outlines the innovation process through five components: product (new ideas), process (cost structure), experiments (trials), strategies (innovation capabilities), and teams (employees). There are three discussion guides for innovation, based on RIM, Zynga, and Hewlett-Packard, and an exercise on innovation analysis at Groupon.

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 7, Business Model Agenda (16 pages), integrates the author's six models for strategy and business models into an overall collaborative "agenda" to drive a company's growth, performance, and value. This agenda is a tool to unite a company around a business model. The author reviews each Chapter with a practical list of priorities for managers. She presents a framework based on Michael Porter's value chain to illustrate how a business model-centric organization creates value. There is a discussion guide on Facebook and a list of key points for managers.

As an original design manufacturer (ODM) of television sets and leading supplier to Vizio, a market leader in the U.S. for LCD flat panel TVs, AmTran Technology Ltd. uses what founder Alpha Wu describes as a "WE" model in which western companies perform sales, marketing, and product definition work, while eastern companies in Asia like his perform the engineering and manufacturing work. Confronted with commoditization pressure, Wu is presented with the opportunity to license a major TV brand. Is this consistent with his model? The case explores the changes that have taken place in the consumer television receiver market and the challenges faced by leaders of the analog market like Sony. It is intended for use with the technical note, "Competency-destroying Technology Transitions: Why the Transition to Digital is Particularly Challenging," HBS No. 613-024.

Supplement for case 113004

The case presents the sequence of events that occurred when a global leader in automated information management technology had to compete fiercely to retain one of its key customers. It presents the environment for B2B sales and the challenges facing the company in a fiercely competitive scenario. The case describes in detail the politics and personalities involved and the importance of relationships and optimism in making sales. It is intended to stimulate readers to explore situation restoration strategies for an existing technology provider that faces the emergence of a capable competitor. Discussion of such strategies involves ethical considerations and highlights the thin divide between ethics and diplomacy in selling efforts.

How do you convince American parents living in the Midwest to hire tutors from India? How do you convince them to hire a tutor that they and their children will never meet in person? Can you build a personal connection between students and tutors when they are separated by thousands of miles and come from vastly different cultures? These are questions that faced Krishnan Ganesh as he began thinking about remote tutoring. A year later he founded TutorVista, an internet-based remote tutoring services company. So far, the remote tutoring firm seems to have the right answers to all of the questions above.

A problem set to review the concepts of continuous review inventory systems. These problems can be assigned for additional practice in calculating order quantities, inventories, and relevant costs. This can be used with the notes "Managing Inventories: Determining Order Quantity" (UVA-OM-1395) and "Managing Inventories: The Reorder Point System" (UVA-OM-1394).

This case describes in rich detail the change challenge the director of pharmacy services at London Health Sciences Centre (LHSC) faces in September 2011. She is responsible for implementing project HUGO, an acronym for Health Care UnderGoing Optimization. HUGO is a computerized system that requires a switch from paper and pencil to fully electronic patient records. This project is the most complex and comprehensive one that London area hospitals have ever undergone: the project includes a total of 11 healthcare organizations in London and surrounding region, with expected project costs in excess of $25 million. Implementing HUGO has the potential to save lives in the hospital, where critical errors are often linked to manual processes that involve multiple steps and people. Despite the strong reasons for implementing this project, the director expects significant resistance from nurses, doctors and staff who are used to their way of operating. It is clear that this change challenge involves not just the adoption of new technology but a significant cultural change.

iBakery is the name of two social enterprises ("SEs")-a bakery shop and a café-established by Tung Wah Group of Hospitals (TWGH) of Hong Kong with a social mission to train and employ people with disabilities through the production and retailing of bakery products and the operation of a café. The SEs originated from a bakery workshop that trained people with disabilities. In running the SEs, more business elements have been introduced to try to fulfil both social and economic goals. iBakery is unique among SEs operated by Hong Kong's non-governmental organisations ("NGOs") in that it has a group of business professionals, called "iBakery Angels", forming an advisory board. With TWGH as their strong backup, the iBakery SEs are striving to meet the double bottom line. The SEs' performance in meeting the economic goal is far from satisfactory, as they are presently loss-making operations; however, they are achieving good performance in meeting the social mission when measured in terms of the Social Impact Assessment Tool. This case sheds light on the operations of SEs, how they attempt to strike a balance on both economic and social goals, and how performance measurement of social enterprises may be conducted. It also allows students to examine what the SEs should do to achieve sustainability in the future.

Having just raised a Series B financing, the case protagonist is faced with a tough decision: should she "step on the gas" and scale the customer base, or continue focusing on fine-tuning the product and business model. The case describes the various marketing channels employed by the BabbaCo team (Search, Email, Social Media, Deal Sites, Affiliates, etc.), including the strategy and effectiveness for each. Readers can use this knowledge to evaluate the effectiveness of the marketing efforts to date and determine whether they think the company is ready to scale those efforts or whether it is premature to do so.

Spreadsheet supplement for case 811078.

In late 2012, Kori Tuggle, director of marketing and business development at Ocean Mist Farms, a California produce company, examines her social media-based marketing program and her attempts to create a brand for a bulk commodity.

Patrick Coveney, CEO of Greencore, one of the top producers of private label prepared foods sold through U.K. grocery retailers, was assessing Greencore's growth options. Growth potential was limited in the U.K., a mature market in which retailers were unlikely to grant much greater market share to Greencore or any of its competitors. In the U.S., where Greencore had struggled to gain traction since its initial entry in 2008, the market for fresh, chilled prepared foods was far less developed. Can Greencore translate its success in the U.K. to the U.S.? Should Coveney focus on developing the U.S. market or on maximizing Greencore's position in the U.K.?

The Himalaya Drug Company is interested in obtaining insights into how the lifestyle of consumers is associated with the use of face washes, especially of its own brand. As the population of India, which is primarily under the age of 35, becomes more affluent and self-conscious, personal grooming has become more important. Several brands have positioned themselves in the market according to various attributes and benefits. Himalaya wants to understand the impact of values and lifestyles both on the category of face washes and on the brands in this category. The case makes use of a consumer survey conducted in December 2011 that investigated the lifestyle of consumers and connected it to various face wash brands through the concept of laddering. Were the attributes and benefits of the brands associated with the lifestyles of the consumers? How were values associated with brand association? Himalaya hopes to obtain insights through these questions to discover how it can effectively compete with its competitors through branding association.

This case considers the hedonic goals that motivate consumers to make choices among various options that offer them unique experiences. As a birthday gift to his girlfriend Danielle, Jack presented two game-day options to watch the Denver Broncos. Option 1 offered seats with excellent views close to the action while Option 2 offered a more diverse experience including tailgating, souvenirs and concessions, but with seats more removed from the action. As a passionate Broncos fan, Danielle struggled to choose an option that would maximize her "Broncos experience." Through class discussion from the point of view of both consumers and management, students will be encouraged to think more about what hedonic elements are important when making buying choices.

Jim Bush, Executive Vice President of American Express (Amex) World Service, was confronted with a challenge in the mid 2000s: After working for Amex for 24 years, he began to worry that the company was focusing too much on cost reduction. Customer service was eroding as the company strove to stay competitive during hard economic times. In response, he led the organization in a large-scale reinvention of its customer service strategy with an initiative called Relationship Care. By empowering employees with technology and information, Amex greatly improved its customer service and profits. Moving forward, students must help Amex address the challenges of taking "Relationship Care" global.

Cheick Sanankoua is an MBA student who believes that he has found the perfect investment property, a small, independently-owned hotel, on the Ivory Coast. However, he has had trouble raising money for the investment beyond friends and family. Through contacts in the private equity industry, he has one last opportunity to pitch the deal to Asdar Capital. If unsuccessful, the time on Sanankoua's exclusivity agreement with the owners will run out.

Spreadsheet Supplement for case 201064.

Spreadsheet supplement for case 613065.