個案總覽

In 2022, after revamping operations and expanding retail stores, Framebridge founder and CEO Susan Tynan is optimistic for the future but realizes changing market dynamics. New competitors are entering the market, and margin pressures remained. This case is part two of a two-part series (A case 723-353).

Early pitch deck. This document is supplement to Framebridge (A): Reimagining Custom Framing 723-352.

Supplemental product to W28457.

Handout for Exercise UV8571

Handout for Exercise UV8571

Handout for Exercise UV8571

Handout for Exercise UV8571

Handout for Exercise UV8571

Case Supplement for Case IN1847

Airports are complex environments, with decision-making processes divided among numerous authorities, and many stakeholders pursuing their own interests. Based on Normand Boivin's tenure as chief operating officer (COO) of Heathrow Airport between 2011 and 2018, the case addresses various capacity-related issues ranging from customer satisfaction to solutions studied and implemented. Heathrow is Europe's busiest international airport and one of the major hubs of the civil aviation world. Yet Heathrow faces the same challenges as all other major airports in industrialized countries. When Boivin was appointed COO in 2011, the airport's competitive position had been heavily damaged by a reputation for poor customer service. When he stepped down, seven years later, Heathrow found itself once again in an enviable competitive position. The case reviews the steps taken by Boivin to resolve many of the problems it had faced.

This case is a follow-up to "Fairphone (A): Can a Start-Up Change an Industry?" (UVA-OM-1712). Fairphone's goals to keep producing an ethically sourced smartphone were noble, but "doing well by doing good" could only be an idealistic slogan unless Fairphone could figure out a way to be profitable. The company needed money to invest in its supply chain, to buy component inventory, and to pay for its own operations. When Fairphone began brainstorming about making the Fairphone 2, the next generation of its smartphone, one of the company's largest investors had encouraged creative thinking about how to make a device that was both good for the environment and good for Fairphone's bottom line. One solution seemed to be modularity-making the phone easy to repair could not only reduce its environmental footprint by allowing reuse and recycling, but create new revenue streams for Fairphone. In theory, reselling a used phone or extracting precious metals from e-waste would be profitable-but would those profits be enough to significantly impact Fairphone's bottom line? Could Fairphone actually "do well" because of its commitment to doing good?

This case describes the March 2018 Ransomware attack on the information technology (IT) systems of the city of Atlanta and the response by Mayor Keisha Lance Bottoms and her administration. The case includes a brief background on Bottoms and her young administration at the time of the attack. The case also includes background information about the trend of ransomware attacks against organizations, including government entities such as municipalities. Several cybersecurity experts describe the tactics of ransomware attackers and potential strategies to respond when ransomware attacks occur. The (B) case concludes with a description of Bottoms and her administration's approach to managing the crisis, including her decision to not pay the ransom and instead use Atlanta's cyber-insurance policy award to invest in remediation and upgrading of the city's IT systems.

Supplement to case 920051.

This case set is part of the Giving Voice to Values (GVV) curriculum. To see other material in the GVV curriculum, please visit http://store.darden.virginia.edu/giving-voice-to-values. Taylor is a senior product manager at Catalise, a start-up that develops artificial intelligence (AI) diagnostic technology for mental health disorders. When Taylor is promoted to this position, her first project is to manage the launch of Catalisten, an AI-based software that diagnoses major depressive disorder by analyzing patients' speech patterns. Company leaders expect Catalisten to be the company's new blockbuster product and expedite its launch to ensure a competitive advantage. As Taylor onboards onto the Catalisten team, she learns that the product, which is nearly complete, misdiagnoses female patients at significantly higher rates than male patients. When Taylor raises the concern to a team member, she is pushed to "bury" the algorithm's discrepancy in order to protect the product launch time line. In the A case, Taylor's challenge is to convince Catalise's chief product officer to delay Catalisten's launch to address the AI software's gender bias. In this B case, students follow Taylor as she approaches her chief product officer about delaying Catalisten's launch and addressing the product's bias. This case set is intended for use at the MBA level in courses in business innovation, entrepreneurship, engineering, technology product development, tech ethics, and leadership and ethics. It could be taught to advanced undergraduates who have developed a foundation in GVV, ethical decision-making, or computer science.

This (B) case examines the results of the HBS Impact Investment Fund student team's diligence on Neurologic Optimal Wellness Physical Therapy (NOW PT). After examining Springfield's demographics, anticipated PT demand, local competition, and NOW PT's financial statements, the students realized that NOW PT would be more successful if it opened a brick-and-mortar clinic. The case appendix provides the students' Investment Committee deck, which readers can reference as an example of a thorough due diligence process. The conclusion of the case reveals the students' investment recommendation and its results.

This case set is part of the Giving Voice to Values (GVV) curriculum. To see other material in the GVV curriculum, please visit http://store.darden.virginia.edu/giving-voice-to-values. Simon is a data scientist in the advanced analytics team of a large German corporation. In its hiring process, the company uses artificial intelligence (AI) that analyzes video interviews to create personality profiles of applicants. It is Simon's job to further develop the AI software according to the needs of the HR department. In the A case, Simon is asked by his HR counterpart, Luke, to program the AI to display not only an applicant's personality profile, but also the likelihood that they will soon become pregnant. Luke justifies the request by saying that it is important that applicants be physically fit and resilient, as they must be able to operate large machines, and he does not want to put pregnant workers at risk. Although Simon has the data points and capabilities to program the software as desired, he feels uncomfortable and wants to find a way to effectively enact his values. In this B case, Simon shares his concerns with Luke. This case is intended for use at the graduate/MBA level in courses on information technology management, technology development, data ethics, organizational behavior, and leadership and ethics; it would also be suitable for advanced undergraduates in these fields.

This case continues the themes discussed in "Pricing at Netflix" (Case 521-004). Following the conclusion of the original case, Netflix developed new, high-profile original content, added millions of subscribers, and introduced another price increase in January 2022. Yet Netflix struggled to grow as streaming rivals such as Disney+, Hulu, and HBO Max captured market share and the global pandemic was winding down. The case describes actions that Netflix considered to remain competitive, such as developing video games, charging users for sharing passwords, and, particularly, rolling out an ad-supported tier at a cheaper price than the other plans it currently offered. The case describes other streaming platforms' ad-supported tiers and asks readers to consider whether and how Netflix should design its own ad-supported plan; as well as whether raising subscription prices yet again on its existing plans was advisable.

Set in two parts the case documents the manoeuvres of a creative digital business school, Hyper Island (HI). Part A is set in December 2019 and narrates the biased decisions HI to pursue a flawed business model. The case is discussed from the perspective of Melanie Cook, the Asia-Pacific Managing Director of HI in Singapore. Cook played a key role in HI's strategy team. In 2017, HI launched a consulting service to design and deliver bespoke learning journeys for its corporate clients to generate more revenue and create a unique competitive advantage. Since it overlooked the potential pitfalls due to prolonged sales cycles and resultant costs, HI landed in financial troubles. Cook and her team faced the dilemma of abandoning the consultancy business model and switching to a new business model that would shorten the sales cycle, slash costs, and bring in more revenue. Part B of the case documents how pivoting to a productized business model helped HI gain revenue growth and improve its bottom line. While the course correction saved HI from imminent financial failure, new challenges emerged. Cook had to find means of keeping the employees engaged and securing their buy-in to drive the productized business model.

In late June of 2022, Sonja Perkins, co-founder of Broadway Angels, contemplated the group's future. She and her co-founders, Jennifer Fonstad, and Magdalena Yesil, started the group to gather together the most successful and powerful women in venture capital and technology with the mission to build a powerful network, showcase top female talent, inspire more women to enter VC and entrepreneurship, and make great investments. Overall, she was pleased with their progress toward their mission but still felt that gender equity in VC was slow to happen. She considered several different ways the group could expand its impact.