Darden University of Virginia (USA)
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Defining Moments: Fair to Whom?
Detert, James R.; Black, Christina; Taubenfeld, BrittonCase DARDEN-OB-1261-ELeadership and People ManagementThe head of an R&D unit in a high-tech firm in India faces a tough decision about whether to recommend firing and replacing or investing even larger amounts of time and resources into training employees who have come up through India’s “reservation system.” Similar to “affirmative action” policies in the United States and Brazil (where the focus is on race), the reservation system in India is meant to counteract inequalities resulting from the hi...Starting at €8.20
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Dunia Finance LLC (A), (B), and (C) - Teaching Note
Venkatesan, Rajkumar; Bodily, Samuel E.; Yemen, Gerry; Gibbs, SheaTeaching Note DARDEN-M-0842TN-EMarketingTeaching note for product M-0842Starting at €0.00
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Competition and Collaboration in the PC Industry: The Evolution of a Value Chain (C)
Liedtka, Jeanne M.; Charan, Guru; Davis, Ryan M.; Moore, Elizabeth K.Case DARDEN-BP-0520-ECorporate GovernanceDell clung to the top spot among PC makers in 2006, when it shipped just over 38 million computers - only about 20,000 more than rival Hewlett-Packard (HP), which acquired Compaq in 2001. HP also reported gains in the fast-growing laptop segment, mostly at the expense of Dell. After HP and Dell, the next three largest PC makers in 2006 were all based outside the United States: Lenovo of China (which purchased IBM’s PC division in 2001), Acer of T...Starting at €5.74
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Saving Troubled Stutts Corporation: Information Known Only to Evenson
Bodily, Samuel E.Case DARDEN-QA-0714-EDecision AnalysisThis case, part of a series (see also UVA-QA-0712, UVA-QA-0713, and UVA-QA-0715), contains information known only to Evenson. Two individuals own all the capital in Stutts Corporation. Decker owns all the debt and Evenson owns all the equity. Unless Decker and Evenson supply workout loans, Stutts will become bankrupt immediately. If they do provide the loans, Stutts will go into three possible states: recover, restructure, liquidate. The payouts ...Starting at €8.20
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Darden's Luckiest Student 2008
Pfeifer, Phillip E.; Bodily, Samuel E.Case DARDEN-QA-0717-EDecision AnalysisThe case describes a three-factor, full-factorial experiment run in conjunction with the Darden's Luckiest Student event of 2008. Prior to identifying Darden's Luckiest, all 300 first-year students made binding decisions between varying amounts of cash and the opportunity to select one of two identical briefcases. One briefcase contained $18,750; the other contained $0. Students are asked to analyze the results of the experiment and draw conclusi...Starting at €8.20
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Airbus and Boeing: Superjumbo Decisions
Bodily, Samuel E.; Lichtendahl, Kenneth C. Jr.Case DARDEN-QA-0720-EDecision AnalysisSet in 1999, this case allows students to put themselves in the positions of both Airbus and Boeing as Boeing considered how to respond to Airbus's decision to announce its plans to proceed or not with the $10 billion development of the world's first commercial superjumbo jet, the Airbus A3XX. Boeing was considering a development effort to "stretch" its 747 jumbo jet into a larger superjumbo version, the 747-X. At the time, the two companies' wid...Starting at €8.20
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Intrinergy: Carbon Offsets (A)
Bodily, Samuel E.; Ogilvie, Brandon; Brohl, BrettCase DARDEN-QA-0737-EDecision AnalysisThe A case describes the decision the BurMills textile company will make regarding whether to change from producing their own steam to outsourcing their steam production to Intrinergy. BurMills can calculate the present value of cost flows for three alternatives: producing their own steam from burning natural gas, outsourcing to Intrinergy with either a fixed price contract, or with a price contract that floats with the natural gas price at Henry...Starting at €8.20
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FLORA (B): National
Bodily, Samuel E.; Ovchinnikov, Anton S.Case DARDEN-QA-0755-EDecision AnalysisIn this, the second of a two-case decision analysis series, an entrepreneur must decide whether there are additional benefits from operating in more than one U.S. city. He explores the business model of operating local production facilities in major cities, metro areas with a population of over one million. Going national in year three would allow for a year four launch. Again, the entrepreneur must choose between a discounted and a premium strat...Starting at €5.74
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Caprica Energy and Its Choices
Harris, Jared D.; Bodily, Samuel E.; Mead, Jenny; Adolphson, Donald; Carmack, Brad; Rogers, JamesCase DARDEN-QA-0765-EDecision AnalysisJane Barrow, CEO of Caprica Energy, must recommend to the board which of three potential "unconventional" natural-gas development sites in different parts of the United States the company should pursue. The case takes place in January 2011, when the "low-hanging fruit" of natural-gas production in the United States had essentially been picked. All three of the potential sites (shale, coalbed methane, and tight sands) would require hydraulic fract...Starting at €8.20
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Salmones Puyuhuapi Part I
Bodily, Samuel E.; Echeverria, Rafael; Pfeifer, Phillip E.Case DARDEN-QA-0776-EDecision AnalysisThis case series is appropriate for undergraduate, MBA, executive education, and MBA Exec audiences but is specifically designed for decision analysis, a first-year MBA core course. In the Part I case, Osvaldo Correa, CEO of Salmones Puyuhuapi (SP), must decide how to respond to news that the ISA virus has infected a competitor’s salmon farming site. The alternatives include harvesting SP’s 900,000 salmon two months early, waiting for the fish to...Starting at €8.20