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Producing Written and Oral Business Reports: Formatting, Illustrating, and Presenting is a five-chapter book written by Dorinda Clippinger, a consultant, writer, and former lecturer in management at the Darla Moore School of Business at the University of South Carolina. Her book is intended to help managers, MBA students, and upper-level college students develop business reporting skills. It provides guidelines for drafting, formatting, and illustrating written reports on your own or on a team. In Chapter 1, Clippinger outlines how to choose the best report style for a given purpose or audience. She then instructs how to organize and deliver the report. She provides charts to illustrate when and how to use certain report structures or grammatical devices. She emphasizes the importance of editing reports thoroughly before presenting them and empathizing with readers so that the writing is easy to comprehend.

Producing Written and Oral Business Reports: Formatting, Illustrating, and Presenting is a five-chapter book written by Dorinda Clippinger, a consultant, writer, and former lecturer in management at the Darla Moore School of Business at the University of South Carolina. Her book is intended to help managers, MBA students, and upper-level college students develop business reporting skills. It provides guidelines for drafting, formatting, and illustrating written reports on your own or on a team. In Chapter 2, Clippinger provides guidelines for formatting a report once it is planned, drafted, and revised. She emphasizes the importance of a report's formatting to making the report easy to read and respond to. She states that you can create effectively formatted reports by following guides for designing documents, knowing traditional formats (memo, letter, and manuscript), and mastering new formats (e-mail, web page, report decks, and infographics). She goes through formatting techniques and instructs how to use both traditional and modern formats.

Producing Written and Oral Business Reports: Formatting, Illustrating, and Presenting is a five-chapter book written by Dorinda Clippinger, a consultant, writer, and former lecturer in management at the Darla Moore School of Business at the University of South Carolina. Her book is intended to help managers, MBA students, and upper-level college students develop business reporting skills. It provides guidelines for drafting, formatting, and illustrating written reports on your own or on a team. In Chapter 3, Clippinger outlines the benefits of using visuals in reports. She then guides readers on choosing which type of visual is appropriate for a report and then constructing said visual and provides online resources for creating visuals.

Producing Written and Oral Business Reports: Formatting, Illustrating, and Presenting is a five-chapter book written by Dorinda Clippinger, a consultant, writer, and former lecturer in management at the Darla Moore School of Business at the University of South Carolina. Her book is intended to help managers, MBA students, and upper-level college students develop business reporting skills. It provides guidelines for drafting, formatting, and illustrating written reports on your own or on a team. In Chapter 4, Clippinger outlines how to report business research. These reports provide data related to a business problem and interpret said data, but they offer no conclusions or recommendations. Clippinger dissects these reports, clarifying the separate parts of the report body. She provides guides for deciding when to include certain parts and then creating the report itself. She also discusses working in teams on business research reports.

Producing Written and Oral Business Reports: Formatting, Illustrating, and Presenting is a five-chapter book written by Dorinda Clippinger, a consultant, writer, and former lecturer in management at the Darla Moore School of Business at the University of South Carolina. Her book is intended to help managers, MBA students, and upper-level college students develop business reporting skills. It provides guidelines for drafting, formatting, and illustrating written reports on your own or on a team. In Chapter 5, Clippinger discusses planning and delivering oral reports. She offers guidance on presentation aids, rehearsing presentations, and dealing with nervousness. She also provides nonverbal ways to enhance your presentation skills that include walking and gesturing in certain ways.

In July 2014, WH Group faced the issue of attempting to launch an initial public offering for the second time, after having previously failed to list its shares on the Hong Kong Stock Exchange. WH Group originated from a merger between two meat-processing companies: China's Shuanghui International-a global leader in animal protein and the world's largest pork producer-and Smithfield Foods from the United States. Both Shuanghui and Smithfield Foods commanded top market shares of pork consumption in their respective countries; Shuanghui controlled 2 per cent in China and Smithfield Foods captured 26 per cent in the United States. With many challenges ahead, WH Group had some decisions to make about the company's future. Should the company try again to launch an initial public offering? Or should the company remain private?

In 2014, Alibaba-the Chinese e-commerce giant who, in September 2014, completed the largest initial public offering (IPO) in New York Stock Exchange (NYSE) history-was preparing itself for an additional round of capital fundraising. This time, Alibaba focused its efforts on a new, large bond issue. Its chief executive officer would lead Alibaba's finance team in meetings with investors in Hong Kong, Singapore, and London to gather information about this pending bond issue. Although Alibaba was listed on the NYSE, an overwhelming majority of its revenues originated in China. Most U.S. investors had not heard of Alibaba until just a few months prior to its IPO in September 2014. Also, being a high-tech company, Alibaba was subject to the potential for large swings in valuations typical for the industry. Fluid valuations and matters related to country risk premia meant pricing the bond issue was going to be a challenge. How would Alibaba estimate the bonds' pricing? Further, how should the firm determine the location and timing of the new bond issue?

Joneja Bright Steels Private Limited (JBS) was one of many major players in India's bright steel industry, serving almost every automobile manufacturer in Northern India. After the business launched in 2002, the automobile market expanded, leading JBS to an early strong position. But in fiscal year 2014/15, the company experienced working capital management issues. JBS considered using credit policies as a way of improving profitability-shifting from a strict credit policy of net 45 days to a flexible credit policy with a 2 per cent discount for accounts paid within 10 days (2/10 net 45 days). Should JBS implement a cash discount for fiscal year 2016/17? The discount could potentially increase the burden caused by already declining sales, but could also improve the company's cash position.

Founded in 1997, Allegiant Airlines (Allegiant) was one of the most profitable ultra-low-cost airlines in the United States. Allegiant maintained high profit margins by targeting the uncaptured market segment for leisure travel and using a unique way of managing cost and revenue drivers. Allegiant avoided direct competition with traditional airlines and captured the new market of price-sensitive leisure travelers. After employing extreme cost-reduction and revenue-enhancement strategies, Allegiant achieved one of the highest profit margins in the industry. In 2015, despite inexpensive airfares, Allegiant received low scores on customer satisfaction. The airline also faced labour and safety issues by the end of 2015, but it took several steps to resolve the issues in 2016. With increasing competition, rising costs, and low customer satisfaction, maintaining long-term profitability remained a challenge for Allegiant. How could the airline sustain its position in the market?

This case follows the financial-statement forecasting decisions of a Deutsche Bank research analyst for the natural and organic retailer Whole Foods Market in May 2014. Students evaluate the associated financial ratios with the forecast to ascertain whether the industry dynamics and company strategy are consistent with the forecast. The case expressly focuses on the asset side of the balance sheet as a preview for other cases using free cash flow forecasting. The forecast exercise exposes students to the mechanics of financial statement modeling and sensitivity analysis. Using a supplementary exhibit, the case can also be used to explore techniques in firm valuation with students debating whether the analyst should recommend a "buy" or a "sell."

Student spreadsheet for case UV7269.

The two-part case study describes two attempts to empower the crews of two nuclear submarines of the US Navy. The case highlights the challenges as well as the weaknesses and strengths of the empowering process. While not against the operational principle of command and control on board a submarine, empowerment is in contrast to the traditional leadership doctrine of the US Navy which relies on the leader-follower principle. The case is based on the personal account of co-author L. David Marquet, Captain, US Navy (Ret.) and former commander of the USS Santa Fe. He authored the bestselling book "Turn the Ship Around!" that provides a more detailed account of the events described in the A and B cases.

Supplement to case ES1751. The two-part case study describes two attempts to empower the crews of two nuclear submarines of the US Navy. The case highlights the challenges as well as the weaknesses and strengths of the empowering process. While not against the operational principle of command and control on board a submarine, empowerment is in contrast to the traditional leadership doctrine of the US Navy which relies on the leader-follower principle. The case is based on the personal account of co-author L. David Marquet, Captain, US Navy (Ret.) and former commander of the USS Santa Fe. He authored the bestselling book "Turn the Ship Around!" that provides a more detailed account of the events described in the A and B cases.

The case is set in 2014, from the perspective of Pyra, a Singaporean subscription box company for beauty products. Subscription-box services are a fairly new business model that involves the delivery of product(s) to the consumer on a periodic basis. A more recent variant of subscription-box services personalises the selection of products delivered, by closely matching products with customers' preferences. The company, in essence, becomes a personal shopping assistant for the customer. Pyra falls squarely in this last category. Pyra relies on data analytics and proprietary algorithms to personalise its selection of products. Given that customer data is central to the operation of the business, a platform that provides ease and convenience to customers in the provision of their feedback and preferences is paramount. Pyra developed a mobile app for this very purpose. The fact that its target segments are millennials and centennials, consumers who are tech savvy and always connected, makes this a sensible move. The app also makes it easy for customers to share the curated boxes they received on social media. Pyra was launched in early 2013 and has had reasonable success in its first year of operations, with double-digit month-on-month growth in customer base. There are nagging doubts, however, about whether the business will continue to be viable in the longer term. For one thing, retention of customers might prove to be a challenge, as customers' interest in accessing novel products could wane with time. In addition, with the entry of direct competition becoming an imminent event, there are looming questions about the sustainability of Pyra's competitive advantage.

In 2016, JCDecaux was number one in the world in outdoor advertising. This was a far cry from the situation in 2003; at that time, JCDecaux had been unseated by Clear Channel from the number-one spot that it had held for decades, and it was fighting for second place with OUTFRONT (then owned by Viacom). Over the 12 intervening years, JCDecaux had doubled in size, building leadership positions in China, Japan, Latin America, Africa, and Russia, and in 2010, it had passed Clear Channel to lead the industry once more. Now, co-CEOs Jean-François Decaux and Jean-Charles Decaux were looking for new ways and new places to grow. After the company overtook Clear Channel in 2010, Jean-François had indicated that he believed that another doubling in size was feasible, but it would probably take a major acquisition to do so. And JCDecaux faced more pressing short-term issues. The contract for London bus shelters that the company had won with much fanfare in August 2015 was behind schedule. To make matters worse, the United Kingdom's June 2016 "Brexit" vote to leave the European Union cast a shadow over the project, and the markets reacted negatively. By the start of November, JCDecaux's share price had fallen 21% since the beginning of the year. Just what the economic uncertainty of Brexit would mean for global outdoor advertising in general, and U.K. outdoor advertising in particular, was not clear. Doubling in size in such an environment appeared a daunting task.

In your first year as chief executive officer (CEO), you will encounter a host of management challenges and opportunities-all of which can be navigated more skillfully if you can tap into the insights and perspectives of a handful of seasoned operators and investors. For this reason, your board can have a significant impact on the company's performance. Unfortunately, CEOs often get far less value out of their boards in the first few years than they might otherwise. The purpose of this note is to ensure that CEOs use their boards as effectively and efficiently as possible.

The case opens in November 2015, after the Turkish military's shooting down of a Russian military airplane over the Turkish-Syrian border. The incident threatened to undermine the countries' political and economic ties, and starting from late 2015, the dialogue between Ankara and Moscow was suspended for several months. The case explores the initial steps toward rapprochement in June 2016. The central dilemma is this: whether in light of the existing uncertainties companies operating in both countries can resume their investments and commercial activities, or should decisions be put on hold? What is the best strategy during such turbulent times? Can companies bet that a reunion would last?

In October 2016, Nevzat Aydin, co-founder and CEO of Yemeksepeti, the Turkish online food-ordering company, was looking over the company's quarterly results and projections for the upcoming year with his management team. It had been almost a year and a half since Aydin had agreed to sell the company's shares to Delivery Hero, the Berlin-based global leader in online and mobile food ordering, for $589 million. In 2016, the company had had grown to include more than 13,000 member restaurants servicing six million users and achieved a 41% year-on-year growth. Yemeksepeti operated with an EBITDA margin of over 50%. Although the company had introduced other revenue streams over the years, commissions remained as the main source of income. Aydin believed that, while there was plenty of room to grow by taking market share from phone orders, much could be done by revenue diversification; the company simply had too much valuable data to be ignored. What should the company do to take advantage of its data analysis capabilities and the new technologies on the market? What kind of outside-the-box solutions could create additional revenue streams and vertical growth capabilities? What about the cohort analysis and data generated from order histories? He motivated his the management team to come up with new ideas to put the vast amount of transaction data to use. The case describes potential avenues for a company to monetize its data, illustrates the pros and cons of each option. The case will help students think about how to prioritize growth over diversification, and forward think with regards to new technologies and customer trends.

This case study is organised into five parts, meant to be read and discussed progressively. Winston Mariota, a newly hired IT Architect at LGB Bank, had developed over his career a specialisation in Enterprise Application Integration (EAI). Prior to joining LGB, Mariota had recent successes in a smaller regional bank where he had replaced its outdated point-to-point style of integration with a hub-and-spoke style of integration. This enabled the bank to better manage its existing applications, and to easily add new applications with minimal disruption to operations. Mariota was headhunted by LGB and offered a job based on his expertise in application integration and reputation as a problem solver. LGB specifically wanted him to review its current IT architecture and to propose a new architecture, similar to what he had implemented in the past. Even though LGB was a larger bank with larger integration problems, Mariota decided to take up the challenge. He accepted the job offer to join LGB's technology department based in Singapore.