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Spreadsheet supplement to 722408.

In this Q&A, Tamara Mendelsohn, chief marketing officer of Eventbrite, discusses how deepening customer connections has reshaped her team's marketing efforts throughout the pandemic, and what opportunities might lie ahead when it comes to changing customer attitudes and behavior.

In September 2021, the chief operating officer and executive vice-president of HealthCare atHome India Pvt. Ltd. (HCAH India), based in Mumbai, India, was concerned about his company's future. Founded in 2012, HCAH India provided a wide range of health services at home, including intensive care, step-down beds, post-operative care, nursing, physiotherapy, attendant services, and elderly care. During the COVID-19 pandemic, the company was growing at a rate of 60 per cent month over month. While the COVID-19 virus continued to strain the country's health care system, the chief operating officer and executive vice-president faced numerous organizational and social challenges. HCAH India had responded quickly to address the home health care needs of patients during the pandemic. It was even recognized for its excellence by the Federation of Indian Chambers of Commerce and Industry as the best home health care provider. However, how could the organization evaluate its options and focus on internal capabilities, while building on its strengths to meet future challenges?

Maison Singulier was an online vintage furniture and home goods store founded in October 2020 and based in Montreal. Since its inception, Maison Singulier had succeeded in building a loyal customer base across Canada and the United States. Despite the early success of Maison Singulier, the founder realized that she could increase the effectiveness and efficiency of the store's marketing communications if she adopted a more systematic approach to its marketing strategy. Although she had a good understanding of the typical Maison Singulier customer, she wanted to have a more formal definition of her target segment so that she could fine-tune Maison Singulier's marketing communications. Having enlisted the services of a local market research company, by the end of June 2021, Maison Singulier had the information it needed to redesign its marketing communications strategy to effectively reach out to the selected consumer segments. It was crucial for the future of the company to successfully manage this period.

Two women entrepreneurs' early-stage company achieved notable success when they introduced an innovative zero-sugar product into the highly competitive beverage market. After navigating a rebrand, the co-founders were poised to scale their company through product line extension, thereby entering the even more competitive ready-to-drink beverage market. The onset of the COVID-19 pandemic accelerated their direct-to-consumer marketing strategy. The co-owners had to determine both the timing of the new product launch and the marketing strategy.

In May 2021, Matt Sigelman, CEO of Burning Glass Technologies, a company that provided labor market analytics for a variety of markets, navigates his company's transition from data company to product company. Burning Glass originated as a service that used artificial intelligence to match resumes to job postings, then expanded to offer a comprehensive map of the labor market, and then ultimately developed models to provide insight into specific market segments, skills, geographies, college majors, and career paths. However, Sigelman believed that the company could have greater impact if it transformed from a company that sold data to a company that sold products based on its data. Rather than providing reports, the new products offered client companies specific suggestions based on their own labor force. After pivoting from a data company to a product company, Sigelman faced strategic decisions regarding scale, new product development, and competition. At the conclusion of the case, he must decide whether to continue licensing the company's data or focus exclusively on developing and selling their new suite of products.

Burlap & Barrel was an upcoming and successful public benefit corporation based in the Queens borough of New York City that imported spices from foreign farms and sold them to restaurants, gourmet food stores, home cooks, and other food services in the United States and other markets. In March 2020, when COVID-19 gripped the world and forced most food establishments to close down temporarily, the two co-founders of Burlap & Barrel saw an instant drop in their revenues because half of their sales volume normally came from restaurants. To stay afloat in the pandemic, they changed their focus from wholesale channels to a direct-to-consumer business model. Media coverage in major outlets helped demand increase, but the shift from wholesale to direct-to-consumer raised many supply chain inefficiencies in sourcing, storing, packaging, and transportation. In early 2021, as restaurants began gradually reopening, the two B&B co-founders became concerned about meeting the growing demand from both direct-to-consumer and restaurant orders while retaining their core ethical, environmental, and business values.

Huanglongxi, a historic town in Sichuan Province, topped the list of "China's Iconic Cultural Tourism Towns 2020." In October 2017, Zhang Dafan, the executive director of the Huanglongxi Overseas Chinese Town Group (OCT), had led his team in initiating a smart cultural tourism project in Huanglongxi against the backdrop red-hot rivalry between China's ancient towns. In just three years, the project had led to the remarkable transformation of Huanglongxi into a smart, award-winning ancient town. Unfortunately, the COVID-19 pandemic had left the tourism industry in limbo. To emerge from these difficult times caused by the pandemic, Huanglongxi the OCT had to assess how to strengthen the depth and breadth of its Huanglongxi's smart cultural tourism construction offer in order to bring draw travellers back. How had Huanglongxi overcome the homogeneous competition it faced to develop into a unique, smart ancient town in 2017? Given the new challenges it faced, how could it do so once again?

Dell Technologies Inc. was founded in 1984 in Austin, Texas, and became a global company that designed, developed, and manufactured personal computers and a variety of computer-related products. In 2016, it merged with EMC Corporation to create the largest privately-controlled technology company with the most comprehensive end-to-end solutions portfolio in the industry. In March 2018, the company formed an internal strategic group named Dell Global Operations and tasked its senior vice-president of strategy with planning the digital transformation of the company's supply chain. in 2018, the Dell Global Operations group had to consider the intrinsic challenges of a giant and diverse enterprise. How would the company ensure that key actors were aligned with its digital vision? Which levers were needed to establish a digital vision that matched business strategy and priorities with supply chain operations? How could an actionable roadmap be developed to achieve the digital transformation of such a complex supply chain? What actions or goals should be prioritized?

In May 2020, in the midst of the COVID-19 pandemic and the protests that followed the death of George Floyd while in Minneapolis police custody, leadership at the National Association for Stock Car Automobile Racing (NASCAR), the American auto-racing company best known for stock-car racing, had to decide whether to ban the Confederate flag at its events. To many, the flag was emblematic of racism and a celebration of the Confederacy and its attempts, in the American Civil War, to retain the institution of slavery. Race attendees often carried the flag with them, it was emblazoned on clothes, souvenirs, and mugs, and some even tattooed it on themselves. The Confederate flag had been controversial for years, and NASCAR had tried to eliminate it and other racist symbols from its events, but to no avail. But this time was different: awareness of injustice and inequity had permeated the country's social consciousness and people throughout America had taken to the streets to protest. Nonetheless, many NASCAR fans claimed the Confederacy flag was representative of "heritage, not hate" and threatened to boycott the sport if it were banned. Despite NASCAR's attempts to diversify both the organization and the audience, NASCAR's fan base remained decidedly conservative and, for the most part, tolerant of the flag's presence. NASCAR did not want to alienate its fan base, but leadership did want to change with the times and instill diversity in every aspect of the organization. It also did not want to put up roadblocks to attendee comfort-and for many current and potential fans, the Confederate flag's presence was a roadblock.

This case is a follow-up to ""NASCAR and the Confederate Flag (A)"" (UVA-E-0441). It outlines how National Association for Stock Car Automobile Racing (NASCAR) leadership announced on June 10, 2020, that the Confederate flag was no longer welcome at race events and venues. Reaction was both positive and negative. However, despite this decisive move, questions remained, including: How would each track enforce the ban? What steps could NASCAR take to move past this controversy and get fans-and some employees who disagreed with the ban-to focus on the sport? How could NASCAR grow its demographics beyond the conservative, white Southerners who had comprised much of NASCAR's fanbase over history, and how could the organization become more inclusive?

In May 2021, SHEIN overtook Amazon as the most downloaded shopping app on the US iOS and Android app stores. During the pandemic in 2020, SHEIN achieved substantial sales growth and is now catching up with the fast-fashion giant Zara. This case first briefly discusses the apparel and fast-fashion industry and the creation of the fast-fashion model by Zara. Then it covers SHEIN's historical development and its "fast-fashion 2.0" business model-using big data and algorithms to identify customers and their preferences. The case also discusses various perspectives of SHEIN's business operations: products and pricing, marketing and branding, and supply chain management. The case further discusses several challenges that SHEIN faces: product quality, transparency of company disclosure, environmental impact, and geopolitical risk. In the last section, the case presents several options that SHEIN may be able to pursue in the future. The case is suitable for MBA, EMBA, and undergraduate students who are interested in competitive strategy, technology or digital strategy, innovation, blue ocean strategy, China strategy, global strategy (cross-border e-commerce), and the fashion industry. The case can be used in core strategy courses at different levels, as it covers various topics.

Alexandra Camacho, Vice President of Credit Risk at the Multilateral Development Agency (MDA), faces the challenge of preparing in a short time a report that links the results of CSR management to the financial performance of Banco W. Demonstrating the link between finance and CSR has been established as an essential requirement given the critical position of Ernesto Rivera, Vice President of Sustainable Development, as a prerequisite to the approval of a guarantee being requested by Banco W. The approval of this guarantee will allow Alexandra to complete the goals required of her unit, to attend to the special request of the President of MDA to give a prompt response to the bank and to open a new niche of clients. In the role of Alexandra Camacho, the students will take on the challenge of developing the Value Footprint or Fourth Financial Statement. It will enable them to relate the results of the financial management and the CSR of Banco W and thus be able to support the recommendation of the endorsement requested by Banco W. This case uses public information of Banco W for didactic purposes, and all characters and situations presented are the product of fiction.

Spreadsheet supplement for case AN0115.

Spreadsheet supplement for case AN0115.

Spreadsheet supplement for case AN0115.

This case study is organised into four parts (A through D), meant to be read and discussed progressively. Jane Blanston, a newly hired Enterprise Architect at LGB Bank, had developed over her career a specialisation in Service-Oriented Architecture (SOA). Prior to joining LGB, she had recent successes in a smaller regional bank where she had replaced its outdated batch-mode file transfer style of integration with a real-time SOA style of integration. This provided the bank with a more flexible architecture and an abstraction layer which enabled the bank to make large scale changes in the backend (e.g., a core banking system replacement) with minimal impact to the bank's front-end banking channels (e.g., internet banking). Furthermore, with an SOA in place, the bank had the ability to rapidly assemble new solutions by reusing existing services. Blanston was headhunted by LGB and offered a job based on her expertise in SOA and reputation as a problem solver. LGB specifically wanted her to review its current microservices-based architecture (a subset of SOA) and to propose an improved architecture which emphasised service reuse, like what she had implemented in the past. Even though LGB was a larger bank with larger integration problems, She decided to take up the challenge. She accepted the job offer to join LGB's technology department based in Singapore.

Case Supplement for Case SMU013

Case Supplement for Case SMU013