個案總覽

The adoption of information technology (IT) in public services in India has been uneven and fraught with numerous difficulties. The case describes a context within the Indian police, where a middle-level officer, Vijay Kumar, led the adoption of an IT-based projectto organise an All India Level Police Meet. Vijay faced significant resistance from senior police officers, and he had to navigate the realm of organisational politics to implement the organisational change project within severe time constraints. Vijay had clearly articulated the design principles of efficiency, transparency and accountability behind the implementation of the IT project right from the beginning. While he took ownership of the project to see it through, he also sought the sponsorship of the top leadership to overcome contingencies in a project of dynamically changing scope and tight deadlines.

The adoption of information technology (IT) in public services in India has been uneven and fraught with numerous difficulties. The case describes a context within the Indian police, where a middle-level officer, Vijay Kumar, led the adoption of an IT-based projectto organise an All India Level Police Meet. Vijay faced significant resistance from senior police officers, and he had to navigate the realm of organisational politics to implement the organisational change project within severe time constraints. Vijay had clearly articulated the design principles of efficiency, transparency and accountability behind the implementation of the IT project right from the beginning. While he took ownership of the project to see it through, he also sought the sponsorship of the top leadership to overcome contingencies in a project of dynamically changing scope and tight deadlines.

B Case to 118041

These cases follow Emilia Nguyen-newly-appointed CEO of her family's third-generation real estate business in the historic district of Scott's Addition in Richmond, Virginia-as she prepares her proposal to renovate her family's 8,000 sq. ft., three-story Art Deco building. She plans to convert the building from traditional annual-lease office suites into a coworking space with five separate options, each with its own price point. Four of these options are available as a month-to-month rental, and one option will be offered to walk-in customers in a café. In the B case, Nguyen must develop a pricing scheme for walk-in customers who want to rent office space in the café, which occupies half of the first floor. She is deciding between establishing a fixed price-per-day and hourly pricing. This requires calculating the optimal price for each pricing scheme and comparing the respective revenues. She examines survey data from 20 respondents that captures WTP price points for spending up to eight hours working in the café (in increments of one hour). Students are again provided with a spreadsheet of survey results which allows them to calculate the optimal pricing scheme (and price) without considering capacity constraints, then again repeating the calculation after considering capacity constraints.

Supplemental case for product 9B20C043.

Chris Down, Global Brand General Manager for Hot Wheels, and his team from the Advanced Play Group within Mattel, Inc., had developed an entirely new "mixed play" product experience that blended familiar Hot Wheels play in the physical world with breakthrough play in the digital world. The technology underlying the product was an NFC chip embedded in the physical Hot Wheels die-cast car that could be scanned to add a digital version of the car into a virtual domain, where users could see their stats and play video games with the car. The goal for the new mixed play experience was to extend the age of the Hot Wheels customer, as children were observed to be moving on from physical toys to digital play at a younger and younger age. The mixed play concept had received unprecedented investment and support, since it represented a whole new approach to play that could set the stage for the future of Hot Wheels and other Mattel brands. In early 2019, the product development phase was nearly complete and plans were being set for the launch. Key decisions needed to be made around positioning, naming, pricing, channel, promotion, and launch timing. Given the high expectations for the innovative mixed play platform, it was critical to get these go-to-market decisions right.

The case describes how FAVAC emerged and consolidated. During the Foundation's first 15 years, the care of elderly people - many of them with physical and mental disabilities, some living on the streets, displaced by violence or abandoned by their families - was possible with financial support from various sources: state entities, international friends, a French association, local companies, institutional events and self-sustaining profitable projects. In mid-2008, Albeiro received the feasibility study for the construction of a facility for senior citizens belonging to the wealthiest families of Bucaramangan society. This project would finance up to 30% of the care costs of the vulnerable elderly people to whom Albeiro had dedicated his life. The decision to either create the second center to serve the elite or instead remain focused on serving the vulnerable elderly people and consolidating the portfolio of funding sources concludes the first part of the teaching case.

Case Supplement for Case UV8435

Case Supplement for Case UV8435

Case Supplement for Case UV8435

Case Supplement for Case UV8435

Handout for Case UV8435

This is a supplement to the Student Success at Georgia State University (A) case. The (B) case includes the results of a randomized control trial that Georgia State conducted to test education technology start-up AdmitHub's chatbot solution as a strategy for improving "summer melt" (i.e., applicants confirming that they planned to enroll but then not enrolling).

Supplement for Case IN1684

Supplement for Case IN1684

Supplement for Case IN1684

Supplement for Case IN1684

Supplement to case W20752 In January 2013, the chief executive officer and the department heads of Shoppers Stop Limited, India's largest department store chain, met to discuss the Indian government's imminent clearance of direct foreign investment applications by major global retailers. To prepare for the upcoming challenges from international competition, the head of the non-apparel department was asked to prepare a strategy. After discussions with the other department heads, he decided to recommend a sense-and-respond business model. However, he was unable to complete his plan because the head of distribution and logistics was unavailable until the following week. In part B of this case, the head of the non-apparel department met with the head of distribution and logistics to assess the advantages and disadvantages of centralized and decentralized distribution and logistics structures. The head of the non-apparel department was considering an expansion to an online business, and knew that a dedicated, efficient, and cost-effective distribution and logistics system would ensure its success. He had a preliminary plan for a sense-and respond strategy but had some lingering questions. Which key elements of this strategy did the organization already possess? How could Shoppers enhance these capabilities in the future? Would the company need a major distribution and logistics restructuring to improve its sense-and-respond capability?