Insigne Health is a fictional for-profit, integrated health insurer/health care provider whose leadership believes that by shifting members' focus from "sickness" to "well-being" it could increase the overall health of its insured population and decrease the resources it spent each year on delivering care. The case puts students in the role of design researcher charged with understanding the member segment about which Insigne Health leadership is most concerned: The "silent middle." This cohort represents 70% of membership. They are "neither sick nor well," and may, without changes in a range of behaviors, be quietly developing conditions that will evolve into costly chronic diseases. From interviews included in the case, students uncover insights into member behavior and, based on these insights, generate and develop concepts to help members change behaviors and lead healthier lives.
Aaron Kennedy has successfully grown Noodles & Co. from a single global noodle shop to a chain of 58 restaurants spanning six states in seven years. In the face of increasing competition, Kennedy has plans to roll out 240 new stores in the next four years. He must develop a growth strategy that will allow Noodles & Co. to achieve these aggressive objectives as well as maintain the company's unique culture. Kennedy must decide among several alternative growth strategies, with a particular emphasis on the decision of whether to franchise. Includes color exhibits.
Conor Medsystems had developed a drug-eluting stent that could capture significant share of the $5 billion global market. Chief executive officer, Frank Litvack, is considering alternative sources of financing to test the device.
Aaron Kennedy has successfully grown Noodles & Co. from a single global noodle shop to a chain of 58 restaurants spanning six states in seven years. In the face of increasing competition, Kennedy has plans to roll out 240 new stores in the next four years. He must develop a growth strategy that will allow Noodles & Co. to achieve these aggressive objectives as well as maintain the company's unique culture. Kennedy must decide among several alternative growth strategies, with a particular emphasis on the decision of whether to franchise. Includes color exhibits.
Describes a company during the start-up phase and focuses on the founders' decisions regarding splitting the equity and compensation. Also considers establishing policies and practices that will set the tone for the company as it grows. Discusses a number of specific action issues including: splitting equity and compensation among the founding team and follow-on employees, designing compensation and hiring practices for the young firm, deciding what the corporate culture should be and how to institutionalize it, and deciding whether to hire a senior-level employee--the first nonfounder employee--at a salary higher than, and equity allocation similar to, the founders.
A brief introduction to the calculations inherent in pre-money and post-money valuations at multiple stages of financing. Relies on two different examples to illustrate that valuations can be calculated in a variety of ways, depending on the information provided. A rewritten version of an earlier note.
Describes Peoplestreet, an Internet business being developed at Cambridge Incubator. Peoplestreet is attempting to hire a VP of business development and has identified a candidate, Mark Pitts. Asks students to assess which interview techniques seemed most effective in discovering the desired information.
Provides a brief introduction to calculations inherent in pre-money and post-money evaluations at multiple stages of financing. Relies on three different examples to illustrate how valuations can be calculated depending on the information provided.
Kate Spade's founders try to finance and grow their luxury handbag and accessories business. As the case ends, the founding team must decide among four potential strategic partners offering to purchase different shares of Kate Spade at various valuations. Includes color exhibits.
Boston Beer's current light-beer offering, Boston Lightship, has not been successful, and a student team is charged with investigating the problem and recommending a strategy. Highlights issues around branding, target customer selection, and cannibalization, and introduces the ZMET. Includes color exhibits.