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This case, follows Ali Hurbas's efforts to use data extracted from the Dunia data warehouse to establish potential customers' customer lifetime value (CLV). Hurbas plans to use a spreadsheet model to evaluate Dunia's various cross-selling activities and their effectiveness in creating the greatest CLV. First, students should explain how the spreadsheet reflects the way in which Dunia makes money from cross-selling. Then students should use the spreadsheet to conduct what-if analysis to see how combinations of activities might improve total CLV, and sensitivity analysis to understand how cost parameters and other parameters would affect profitability. A teaching note for this case series is available to instructors to aid in class preparation.

Rehired in April 2013, Myron E. "Mike" Ullman III was brought back to stabilize the retailer's business. Under Ron Johnson's "Fair and Square" program, sales had declined rapidly and quarterly losses and expensive capital investments had put severe pressure on cash reserves. Ullman decided to combine "Fair and Square" everyday low pricing and high/low pricing to reverse the negative trend. For example, to welcome people back to its stores, J.C. Penney ran deep discount sales for Mother's Day and Veteran's Day. By November 2013 the retail stores posted positive sales comparisons year over year, the first time since December 2011. However, margins remained low and Wall Street was wondering if J.C. Penney was sacrificing margin to drive store traffic. Would 2013 holiday sales be strong enough for J.C. Penney to begin building stronger margins? Would another strategy have been more effective? Did the board dispose of Johnson too quickly? Was it wise to bring back Ullman? Can J.C. Penney get back on its feet?

At the time of the American War of Independence (1776-1783) and for several decades after it, Great Britain dominated the global production of cotton textiles. In fact, Britain became so dominant in textile manufacturing and trading that Manchester, its industrial capital, was nicknamed "Cottonopolis." By contrast, American manufacturing of export-oriented or even tradable-quality cotton textiles was practically nonexistent. This position of relative American backwardness changed with the influence of two prominent individuals: Samuel Slater (1768-1835) and Francis Cabot Lowell (1775-1817). Slater, a skilled British textile machinery engineer helped to develop the country's first cotton spinning mill. Lowell, a member of a prominent New England mercantile family, established the first integrated cotton spinning and weaving facility in what became the city of Lowell, Massachusetts. Together Slater and Lowell brought the sophistication of British industrial revolution technology and introduced innovative methods of factory production to the United States.

By 2013, Google, while not a traditional manufacturer of automobiles, had invested millions of dollars in its self-driving cars which had logged over 500,000 miles of testing. The Google management team faced several questions. Should Google continue to invest in the technology behind self-driving cars? How could Google's core software-based and search business benefit from self-driving car technology? As large auto manufacturers began to invest in automotive technology themselves, could Google compete? Was this investment of time and resources worth it for Google?

This note provides criteria to evaluate the power of a platform-mediated network. For a company considering building such a network or an investor considering funding such an effort, this analysis reveals the scope and desirability of the opportunity. Meanwhile, for a company doing business with such a network, as a supplier or as a customer, this note provides strategies to shift the split of surplus to the company's benefit.

Supply Chain Information Technology, Second Edition, is a seven-chapter book published by Business Expert Press in 2014 and written by David L. Olson, James & H. K. Stuart Professor in Management Information Systems and Chancellor's Professor at the University of Nebraska. In this book, the author provides tools to evaluate, select, and coordinate systems for supply chain management (SCM). He reviews fundamental elements of different supply chain systems and provides tools for determining the type of system that will best fit a business process. The second edition includes new and updated examples. Chapter 1, Supply Chain Information Systems (22 pages), begins with a brief look at the development of supply chains and systems for managing them. The author describes six basic elements in the supply chain process, from product development to customer relationship management, and says that system applications are usually oriented towards a particular process element. He reviews the evolution of several supply chain systems, including materials requirements planning (MRP), enterprise resource planning (ERP), and advanced planning system (APS) software, as well as systems for warehouse management, transportation management, and manufacturing execution. He also looks at more recent systems developments and online marketplaces. He provides a detailed examination of the benefits of an ERP system and a warehouse management system.

Supply Chain Information Technology, Second Edition, is a seven-chapter book published by Business Expert Press in 2014 and written by David L. Olson, James & H. K. Stuart Professor in Management Information Systems and Chancellor's Professor at the University of Nebraska. In this book, the author provides tools to evaluate, select, and coordinate systems for supply chain management (SCM). He reviews fundamental elements of different supply chain systems and provides tools for determining the type of system that will best fit a business process. The second edition includes new and updated examples. In Chapter 2, Development of ERP and SCM (18 pages), the author explores the modular structure of an ERP system. He describes basic materials requirements planning (MRP) as a foundation for understanding supply chain management, illustrating concepts with sample forecast, bill of materials, and inventory record documents. He explains how advance planning system (APS) modules add greater control of supply chain complexities and provides a short, illustrative business case, APSs in Swedish Seed Distribution.

Supply Chain Information Technology, Second Edition, is a seven-chapter book published by Business Expert Press in 2014 and written by David L. Olson, James & H. K. Stuart Professor in Management Information Systems and Chancellor's Professor at the University of Nebraska. In this book, the author provides tools to evaluate, select, and coordinate systems for supply chain management (SCM). He reviews fundamental elements of different supply chain systems and provides tools for determining the type of system that will best fit a business process. The second edition includes new and updated examples. In Chapter 3, Supply Chain Management Software Options (15 pages), the author looks in greater depth at the options available for management systems. He reviews the range of options, including a customized in-house system, customized vendor system, selected modules, and an open-source system. He compares the basic characteristics of each option and provides a more in-depth review of the outsourcing and open source options. The chapter ends with a short business case, Implementation of an Open-Source Enterprise Requirements Planning System.

Supply Chain Information Technology, Second Edition, is a seven-chapter book published by Business Expert Press in 2014 and written by David L. Olson, James & H. K. Stuart Professor in Management Information Systems and Chancellor's Professor at the University of Nebraska. In this book, the author provides tools to evaluate, select, and coordinate systems for supply chain management (SCM). He reviews fundamental elements of different supply chain systems and provides tools for determining the type of system that will best fit a business process. The second edition includes new and updated examples. In Chapter 4, Business Process Reengineering in Supply Chains (11 pages), the author examines the role of business process reengineering (BRP) in an ERP system. He outlines the business process, dividing it into two categories: operational (business functions) and infrastructural (administrative). He explains how BPR identifies best practices and discusses the value of benchmarking with peer groups. He highlights two methods for implementing process reengineering, clean slate and technology-enabled, and compares the advantages of each method. He provides post-audit analysis of a large manufacturing company's SCM software implementation as an example of BPR.

Supply Chain Information Technology, Second Edition, is a seven-chapter book published by Business Expert Press in 2014 and written by David L. Olson, James & H. K. Stuart Professor in Management Information Systems and Chancellor's Professor at the University of Nebraska. In this book, the author provides tools to evaluate, select, and coordinate systems for supply chain management (SCM). He reviews fundamental elements of different supply chain systems and provides tools for determining the type of system that will best fit a business process. The second edition includes new and updated examples. In Chapter 5, System Selection (20 pages), the author highlights the need to build a business case when selecting SCM software. He presents tools for basic financial analysis such as total cost of ownership, cost benefit analysis, and net present value. He also explains the limitations of these tools and suggests that most businesses need to use multiple objective analysis that incorporate both short- and long-term factors such as maintenance and quality. He illustrates methods such as SMART and value analysis with a short business case, Enterprise Resource Planning System Evaluation by Toroid International Ltd.

Supply Chain Information Technology, Second Edition, is a seven-chapter book published by Business Expert Press in 2014 and written by David L. Olson, James & H. K. Stuart Professor in Management Information Systems and Chancellor's Professor at the University of Nebraska. In this book, the author provides tools to evaluate, select, and coordinate systems for supply chain management (SCM). He reviews fundamental elements of different supply chain systems and provides tools for determining the type of system that will best fit a business process. The second edition includes new and updated examples. Chapter 6, Supply Chain Software Installation Project Management (18 pages), the author reviews criteria for the successful implementation of a new system. He argues that the project manager has the most influence the ultimate success of the installation. He outlines three general approaches based on timing and location of the installation: pilot implementation approach, Big Bang implementation approach, and the phased implementation approach. He provides steps to manage risk involved in the transition to a new system. He demonstrates project management by outlining a critical path model (CPM) and two visual representations: a network and Gantt chart, as well as early and late start schedules. To further demonstrate the challenges of SCM installation, he provides a business case, Enterprise Resource Planning Project Problems in Nevada Department of Motor Vehicles.

Supply Chain Information Technology, Second Edition, is a seven-chapter book published by Business Expert Press in 2014 and written by David L. Olson, James & H. K. Stuart Professor in Management Information Systems and Chancellor's Professor at the University of Nebraska. In this book, the author provides tools to evaluate, select, and coordinate systems for supply chain management (SCM). He reviews fundamental elements of different supply chain systems and provides tools for determining the type of system that will best fit a business process. The second edition includes new and updated examples. In Chapter 7, Recapitulation (9 pages), the author discusses issues involved in implementing SCM systems. First, he explains the need for training as part of any transition to a new system, with a focus on both how to use the system as well as the business process that the system supports. He mentioned common problems in training and suggests several training methods. Second, he explains why systems are updated an outlines several benefits. Third, he outlines several common system add-ons, such as a customer relationship management module. He also looks at the considerations for green SCM.

Five Eyes on the Fence: Protecting the Five Core Capitals of Your Business is a six-chapter book published by Business Expert Press in 2014 and written by Tony A. Rose, founding partner of Rose, Snyder, and Jacobs. The book presents the author's theory that leaders must manage more than finances to produce successful, sustainable businesses and, instead, focus on the interplay of four core factors: the human, intellectual, social, and structural capitals. He argues that financial capital is created by managing these four factors and that a company's success in that effort will determine its financial success. The author illustrates his theory through practical insight and relevant real world examples from companies such as Uber, Netflix, and Lululemon. He also offers guidance for individuals to apply the principles of managing five core capitals to their own lives as the first and necessary step in understanding his model. Chapter 1, Human Capital (24 pages), examines the three basic aspects of personality: intelligence, values, and "conative" energies. Drawing from popular research, he reviews Howard Gardner's work on multiple intelligences and how these come into play in the workforce. He explains how a person's values guide his or her actions and provides an exercise to help the reader identify his or her own core values. Through analysis of the Disney brand, he shows the impact of values on business strategy. He explains Kathy Kobe's research on striving instincts, or conation, to explain how people make decisions, solve problems, and take action. He presents three questions to guide managers in applying this information to a business setting.

Five Eyes on the Fence: Protecting the Five Core Capitals of Your Business is a six-chapter book published by Business Expert Press in 2014 and written by Tony A. Rose, founding partner of Rose, Snyder, and Jacobs. The book presents the author's theory that leaders must manage more than finances to produce successful, sustainable businesses and, instead, focus on the interplay of four core factors: the human, intellectual, social, and structural capitals. He argues that financial capital is created by managing these four factors and that a company's success in that effort will determine its financial success. The author illustrates his theory through practical insight and relevant real world examples from companies such as Uber, Netflix, and Lululemon. He also offers guidance for individuals to apply the principles of managing five core capitals to their own lives as the first and necessary step in understanding his model. Chapter 2, Social Capital (24 pages), explores the people and relationships that impact a business, including family, friends, clients, vendors, and associates. The author explains how relationships are defined by values and that strong bonds are formed when people have either shared or complementary values. He explores the concept of stickiness in social capital, or the ability of one person to correctly infer another's intention, and how this provides benefits to a business. He presents three strategies for creating and preserving social capital, including managing casual relationships, being aware of boundaries with different categories of people, and using social media appropriately. He ends the chapter with practical advice on managing social capital.

Five Eyes on the Fence: Protecting the Five Core Capitals of Your Business is a six-chapter book published by Business Expert Press in 2014 and written by Tony A. Rose, founding partner of Rose, Snyder, and Jacobs. The book presents the author's theory that leaders must manage more than finances to produce successful, sustainable businesses and, instead, focus on the interplay of four core factors: the human, intellectual, social, and structural capitals. He argues that financial capital is created by managing these four factors and that a company's success in that effort will determine its financial success. The author illustrates his theory through practical insight and relevant real world examples from companies such as Uber, Netflix, and Lululemon. He also offers guidance for individuals to apply the principles of managing five core capitals to their own lives as the first and necessary step in understanding his model. Chapter 3, Structural Capital (18 pages), explores the systems, processes, and communication methods that enable a company to provide value to customers. The author explains how structural capital governs the other four capitals and his belief that it is the most important core factor. He presents analysis of Webvan as a real-world illustration of how the lack of structure negatively impacts a company. He also comments on the importance of continual re-evaluation and adaptation to a company's structure and process. He describes the three benefits of rich structural capital (consistency, efficiency, and focus). He reviews customer-facing and internal processes, offering guidance on what mangers should monitor. He explains the link between a company's values and processes and ends the chapter with a list of questions to guide managers in to guide managers in evaluating the structural capital of their companies.

Five Eyes on the Fence: Protecting the Five Core Capitals of Your Business is a six-chapter book published by Business Expert Press in 2014 and written by Tony A. Rose, founding partner of Rose, Snyder, and Jacobs. The book presents the author's theory that leaders must manage more than finances to produce successful, sustainable businesses and, instead, focus on the interplay of four core factors: the human, intellectual, social, and structural capitals. He argues that financial capital is created by managing these four factors and that a company's success in that effort will determine its financial success. The author illustrates his theory through practical insight and relevant real world examples from companies such as Uber, Netflix, and Lululemon. He also offers guidance for individuals to apply the principles of managing five core capitals to their own lives as the first and necessary step in understanding his model. In Chapter 4, Intellectual Capital (11 pages), the author considers a company's knowledge and offers guidance on creating a powerful advantage by combining different knowledge areas in unique ways make it hard for others to copy. He presents two strategies for creating powerful intellectual capital: either by making it unique or by translating one of the other core factors into intellectual capital. He presents positive and negative real world examples with analyses of Uber and Sony. He ends the chapter with a list of questions to help managers determine and strengthen their intellectual capital.

Five Eyes on the Fence: Protecting the Five Core Capitals of Your Business is a six-chapter book published by Business Expert Press in 2014 and written by Tony A. Rose, founding partner of Rose, Snyder, and Jacobs. The book presents the author's theory that leaders must manage more than finances to produce successful, sustainable businesses and, instead, focus on the interplay of four core factors: the human, intellectual, social, and structural capitals. He argues that financial capital is created by managing these four factors and that a company's success in that effort will determine its financial success. The author illustrates his theory through practical insight and relevant real world examples from companies such as Uber, Netflix, and Lululemon. He also offers guidance for individuals to apply the principles of managing five core capitals to their own lives as the first and necessary step in understanding his model. Chapter 5, Financial Capital (8 pages), explores how a company's physical assets and finances enable the other core capitals to function as well as provide a checkpoint to gauge management efficiency. The author explains how deficiencies in the first four capitals results in financial problems and provides insight into protecting financial capital by understanding three things: your company's financial history, goals for the future, and key performance indicators (KPIs).

Five Eyes on the Fence: Protecting the Five Core Capitals of Your Business is a six-chapter book published by Business Expert Press in 2014 and written by Tony A. Rose, founding partner of Rose, Snyder, and Jacobs. The book presents the author's theory that leaders must manage more than finances to produce successful, sustainable businesses and, instead, focus on the interplay of four core factors: the human, intellectual, social, and structural capitals. He argues that financial capital is created by managing these four factors and that a company's success in that effort will determine its financial success. The author illustrates his theory through practical insight and relevant real world examples from companies such as Uber, Netflix, and Lululemon. He also offers guidance for individuals to apply the principles of managing five core capitals to their own lives as the first and necessary step in understanding his model. Chapter 6, Keeping Five Eyes on the Fence (13 pages), addresses the importance of identifying and managing problems through the lens of the five capitals. The author offers insight into evaluating a business's core capitals as well as how they are linked together. He argues that the key to success is at the intersection of the five capitals, which captures the unique talents and abilities of a business. He ends by providing a list of questions to aid in evaluation of a company's five capitals.

Statistical Process Control for Managers is an eight-chapter book published by Business Expert Press in 2014 and written by Victor E. Sower, professor emeritus of operations management at Sam Houston State University. The book provides a conceptual approach to using statistical process control (SPC) to inform and improve decision-making around business processes and quality improvement. The author reviews the basic methods of SPC and provides practical guidance for using specific tools. He incorporates real-world examples throughout the book and ends each chapter with a summary of key points, as well as questions for managers to ask when applying the concepts to their own organizations. In Chapter 1, The Value SPC Can Add to Quality, Operations, Supply Chain Management, and Continuous Improvement Programs (15 pages), the author explains the benefits of using SPC to understand and manage a manufacturing process. He demonstrates how control charts can help a manager assess and control the variation and uncertainty in a process. He explains how SPC relates to each stage of a business process, from scheduling to cost management and inventory to quality control. He also gives examples of the positive impact of SPC on continuous quality improvement and managing variation.

Statistical Process Control for Managers is an eight-chapter book published by Business Expert Press in 2014 and written by Victor E. Sower, professor emeritus of operations management at Sam Houston State University. The book provides a conceptual approach to using statistical process control (SPC) to inform and improve decision-making around business processes and quality improvement. The author reviews the basic methods of SPC and provides practical guidance for using specific tools. He incorporates real-world examples throughout the book and ends each chapter with a summary of key points, as well as questions for managers to ask when applying the concepts to their own organizations. Chapter 2, Variation and What It Means to be in Control and Capable (14 pages), addresses the concept of process variation. The author reviews the concepts of control and capability and offers illustrative examples. He explains how a control chart can be used to determine the level of control in a process. He also reviews measurement techniques and the importance of accuracy in quantitative measures and validity in qualitative measures.