個案總覽

Supplement case for case W14434.

Supplement case for W14413.

This supplemental case follows up on the Netflix Prize Contest described in Netflix: Designing the Netflix Prize (A). In the A case, Netflix CEO Reed Hastings must decide how to organize a crowdsourcing contest to improve the algorithms for Netflix's movie recommendation software. The B case follows the contest from the building of the platform in 2006 to the awarding of the highest prize in 2009. The B cause also considers the aftermath of the contest, and the issues of successfully implementing a winning idea from a contest.

This case finds Chery after the collapse of its alliance with Chrysler. For Chrysler it meant losing one of its most promising routes to building a competitive small-car lineup for consumers who were pinched at the pump by rising gas prices. For Chery, it meant losing Chrysler's technical ability, quality, and regulatory ratings consistent with U.S. and Western European markets. Students place themselves in the shoes of Chery executives as the company goes about creating a new strategy to tap into the U.S. and European markets.

Supplement case to product HKS892. HKS Case Number 2025.0.

Supplement to case IMD761.

Case B is set 6 months after the selection of the CEO (Case A). An unsuccessful CEO transition unfolds as the new CEO fails to win the support of the top management team even after six months at the top position. Despite his best efforts, the new CEO could make no headway with any of his organizational change initiatives aimed at streamlining performance management and compensation systems. In fact, the situation worsened to the extent that he was ready to step down. The case provides an opportunity for students to analyze the reasons for the new CEO's failure and to what extent Anson was responsible for the situation. Anson's immediate priority was to devise an action plan to avert the impending organizational crisis.

Supplement case for INS901.

The case series focuses on the diverse, innovative approaches taken by major players, domestic and foreign, to establish and grow chains of hypermarkets and supermarkets in India over the past decade, in the context of shifting FDI policies, changing consumer shopping habits, and an evolving food value chain.

Supplement case to W14399.

Supplement to 9B14A026.

Valve, one of the world's top video game software companies, has also become an iconic example of an organization with virtually no hierarchy. A 400-person organization, Valve's unique organizational form (described in detail in the case and accompanying employee handbook) includes 100% self-allocated time, no managers (and therefore no managerial oversight), a structure so fluid that all desks have wheels to allow free movement between ""cabals"" (teams) on a regular basis (which happens frequently enough that Valve created a homegrown tracking app to allow peers to find each other), a unique hiring apparatus that supports recruitment of T-shaped individuals, and a purely peer-based performance review and stack ranking. As customer demand and market forces draw Valve into hardware in 2013, Valve questions whether their organizational model will need to change as it expands from software into hardware-and, if so, whether they should prioritize strategy over structure or structure over strategy. The case therefore presents students with a strategic and organizational challenge which tests students' understanding, and Valve's resolve, with regard to the congruence between their organizational model and strategic direction. Students should have read and discussed the (A) case, and Valve's options for entering hardware, prior to the (B) case being distributed. The (B) case provides significant detail on Valve's initial decisions but keeps the final outcome as a work-in-process.

This two-part case revolves around a mandate given by Ganesh Purandare, head of the financial services business unit at SDL, a growing software development company, to Mohua Sen, head of recruitment for the division, whereby he asks her to reduce recruitment times. For SDL, each lateral hire is done against a billable opportunity. Hence, timely or early fulfilment is critical not only to ensuring project deliverables but also for addressing the immediate billability question. Part B: The case describes the implementation of the solution as applied by Mohua Sen in a pilot project in her division. Challenges emerge regarding acceptance of this process and the effective implementation across the organization. This aspect builds on the gaps which exist between knowing and doing, how to understand and address key stakeholder concerns and how to bring about change in organizations.

In August 2011, Morgan Brothers Bank was issuing a $2.5 million reverse convertible note with payoffs linked to the price of Molycorp's common stock. These financially engineered securities were just one of many kinds of structured notes available in the retail market. Investors must decide whether the notes were fairly priced and whether they offered a favorable risk-return trade-off.

Molycorp, the Western hemisphere's only producer of rare earth minerals, was in the middle of a $1 billion capital expansion in its effort to become a vertically integrated supplier of rare earth minerals, oxides, and metals. After reporting lower than expected revenues and earnings for the second quarter of 2012, management needed to design a new funding strategy for the firm. In August 2012, Molycorp announced it would issue $120 million of equity and $360 million of convertible debt. To facilitate the issuance of convertible debt, the firm entered a ''share lending agreement'' with Morgan Stanley whereby Morgan Stanley would borrow shares from Molycorp in a transaction referred to as a ''Happy Meal''. The goal was to help convertible debt investors ''hedge their respective investments through short sales.'' The challenge of the case is to understand why Molycorp used this financing strategy and what impact it would likely have on the firm, its prospects, and its stock price.

This case is a follow-up to UVA-C-2295. The analysis of the proposed new data center suggested that the project's net present value was negative-not by much, but by enough to be of concern. Scheduled to meet with her boss at 3:00 p.m. to review the results of her analysis, the senior project leader is contemplating what to do next. When she and her boss had discussed the economics of green practices in the context of the bank's next data center, she had been sure she could justify the cost of the investment in green technologies; the cost of power and cooling infrastructure had become the primary cost drivers in a data center, and new technologies were promising substantial reductions in power and cooling costs.

Supplement to 9B14M091.

The introduction of a new class of persistent herbicides is anticipated by DuPont as a game-changer for the firm and its customers. Instead, the product creates unforeseen damage to vegetation. The mobilization of the customer base soon extends to the general public and regulators, leading to withdrawal of the product and ultimately the sale of the DuPont business unit concerned.

The introduction of a new class of persistent herbicides is anticipated by DuPont as a game-changer for the firm and its customers. Instead, the product creates unforeseen damage to vegetation. The mobilization of the customer base soon extends to the general public and regulators, leading to withdrawal of the product and ultimately the sale of the DuPont business unit concerned.