Darden University of Virginia (USA)
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Cisco Systems in 2005: From B2B to B2C
Bourgeois, L. J. III; Gupta, GauravCase DARDEN-S-0233-EStrategyWhile awaiting the acquisition of Scientific Atlanta in 2005, Cisco needed to adapt its well-known B2B postmerger integration process to accommodate its budding consumer platform. To deal with the distance and size of the acquisition, Cisco had to shift its growth strategy and enter territories where it had little to no experience.Starting at €8.20
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Crocs, Inc.
Lipson, Marc L.; Gupta, GauravCase DARDEN-F-1589-EFinanceThis case forces students to examine the drivers of value, particularly growth and margins. It is also effective at drawing attention to the relationship between terminal value assumptions and value creation-assumptions that generate a large sensitivity of terminal value to growth rate are assumptions that imply that a great deal of value can still be created from investments after the planning horizon. The narrative features an analyst who is tr...Starting at €8.20
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Delphi Corporation
Eades, Kenneth M.; Gupta, GauravCase DARDEN-F-1617-EFinanceThis case is suitable for students just beginning to learn finance principles but is also appropriate to use in courses with experienced students and executives. In January 2008, Delphi Corporation (Delphi) had been in Chapter 11 bankruptcy for more than two years but appeared to be on the brink of approving a plan of reorganization (POR) that would allow it to emerge from bankruptcy with a significantly improved balance sheet. Delphi’s POR calle...Starting at €8.20
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Crocs: On Rough Water
Fairchild, Gregory B.; Lipson, Marc L.; Loutskina, Elena; Gupta, GauravCase DARDEN-F-1811-EFinanceThis case introduces Ron Snyder, CEO of Crocs, Inc., in 2007, a few years after Crocs went public on the NASDAQ in the largest shoe offering ever. Investor excitement at the time had been palpable - the company had garnered a 48% premium above its initial offer price. Since that time, the stock had grown sixfold to its high just last month, at the end of October. Only a week ago, on November 1, the company’s stock price had plummeted, declining ...Starting at €8.20
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Naval Air Station Kodiak
Sack, Robert J.; McCarthy, J. D.; Pottinger, JeffCase DARDEN-C-2321-EAccounting and ControlCAPT Scott “Rattler” Smithson, weeks away from being relieved of duty at an air station that had achieved a performance record of virtual perfection, has received a surprise message from his Regional Commander that he fears will disrupt everything he’d worked so hard to achieve. The message indicates that the Commander Navy Installations Command (CNIC) headquarters had just issued a directive to all Regional Commanders to propose adjustments to r...Starting at €8.20
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Naval Supply Systems Command: Leading Change (B)
Cross, Tom; Pottinger, Jeff; Harris, Jared D.; McCarthy, J. D.Case DARDEN-S-0149-EStrategyThe Commanding Officer, Fleet and Industrial Supply Center Jacksonville (FISC Jax) has returned from a meeting that was the latest step in NAVSUP’s effort to determine how best to meet customers’ needs and align with the NAVSUP Strategic Plan to generate savings for recapitalization. FISC Jax’s mission is to provide Navy, Marine Corps, Joint, and Allied forces with quality supplies and services on a timely basis. He reminds the NAVSUP leadership ...Starting at €5.74
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Naval Station Anchorage
Pottinger, Jeff; McCarthy, J. D.; Sack, Robert J.Case DARDEN-C-2320-EAccounting and ControlCAPT Jake Branson is beginning his first week at work after assuming command of NAVSTA Anchorage. He has received a message from his Regional Commander indicating that Commander Naval Installations Command (CNIC) headquarters has just issued a requirement for all Regional Commanders to propose adjustments that would reduce its annual operating expenses by 3% (i.e., reduce its total annual authorized funding level by 3%) without sacrificing requir...Starting at €8.20
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Naval Supply Systems Command: Leading Change (A)
Cross, Tom; Pottinger, Jeff; Harris, Jared D.; McCarthy, J. D.Case DARDEN-S-0148-EStrategyThe effects of a declining resource environment were evident in the challenges facing the Commander of Naval Supply Systems Command in maintaining the readiness of Pacific Fleet forces. His superiors were calling for a significant transformation in the Navy’s business practices to overcome what was then projected as a $10 billion annual shortfall in the amount needed to recapitalize the fleet. But returning readiness levels to acceptable levels, ...Starting at €8.20