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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 5, Gerdes discusses the differences between commodity money and fiduciary money. He outlines the effects of fiat money on monetary nationalism, inflation, services provided by money, and economic growth. The chapter also discusses discretionary monetary policy and its transmission mechanisms and targets. Gerdes then outlines the Federal Reserve's response to the Great Recession of 2008-2009, highlighting the unprecedented nature of this monetary policy.

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 6, Gerdes examines critiques of monetary policy. He discusses Milton Friedman's critique that the use of discretionary monetary policy has resulted in increased economic instability. He applies Friedman's growth model to simulate what would've happened had the Federal Reserve followed Friedman's rule. Gerdes then turns to examining interest rate targeting and problems the Fed encounters when using this method. He also discusses how the rational expectations theory offers a critique of monetary policy. Finally, he turns to the Austrian critique of monetary policy.

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.

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.

Student spreadsheet for case W17123.

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.

Set in an investment firm, the A case presents the president going through a review process with the firm's portfolio managers. By all accounts, Fred Silverton's financial savvy and skills had had helped the staggering mutual fund company reach success. The case runs through issues and actions directly involving Silverton. Despite Silverton's success, there were some who were alarmed over his approach to human capital. Nonetheless, the president considers Silverton in the race to lead an offering expansion. As the president goes through Silverton's behavior at work, she has to decide if there is a problem or if Silverton is just walking the line but hasn't crossed it. Does Silverton see he has a problem regarding the impact of his behavior on others?

Set in an investment firm, the A case presents the president going through a review process with the firm's portfolio managers. By all accounts, Fred Silverton's financial savvy and skills had had helped the staggering mutual fund company reach success. The case runs through issues and actions directly involving Silverton. Despite Silverton's success, there were some who were alarmed over his approach to human capital. Nonetheless, the president considers Silverton in the race to lead an offering expansion. As the president goes through Silverton's behavior at work, she has to decide if there is a problem or if Silverton is just walking the line but hasn't crossed it. Does Silverton see he has a problem regarding the impact of his behavior on others? The one-page B case has Silverton's former analysts providing examples of his behavior that move way beyond assertiveness, reaching contemptuous and aggressive hostility.

On March 7, 2012, one day before International Women's Day, all female staff of Birkenshire Corporation, a British organization in China, received an email from the human resources department about a pink towel gift set being given to all female employees of the company in celebration of the day. This act sparked a lively discussion among the female staff about various gender issues and cultural customs such as society's expectations for professional women and cultural connotations of colours. The decision faced by management was whether to respond to the issues raised in the staff email thread, and, if management responded, how and when the response should be delivered.

In September 2014, F. Mayer Imports Pty. Ltd., an Australian gourmet food importer, had a narrow window of opportunity to potentially protect its budget exchange rate for the rest of that, and the following, financial year. With imports such as European butter, chocolate, and cheese, the company procured a significant portion of its product in euros. The Australian dollar to euro exchange (AUD/EUR) dropped from a high of 0.7027 in October 2013 to a low of 0.6369 in January 2014. With the AUD/EUR recently rebounding and edging back toward the company's budget rate of 0.6900, the company's chief financial officer needed to choose between four proposed hedging strategies.

In 2016, the three co-founders of Coinmen Consultants LLP (Coinmen), an independent business advisory and chartered accountancy firm in New Delhi, faced a dilemma with respect to the knowledge management process at their firm. Due to the firm's rapid growth, a change was certainly necessary, but the partners held some reservations about adopting a technological process for knowledge-sharing in their company. Would the implementation of a knowledge management system have a negative impact on the learning culture of Coinmen by providing the employees with ready-made solutions? Would it make employees dependent on technology, thus compromising their personal development? How could Coinmen ensure that the new technology would be used in combination with-not instead of- employee expertise? And finally, after a knowledge management system was introduced, should Coinmen also consider implementing a human resources information system and talent analytics?