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Showing 5,901 through 5,925 of 15,543 results

ClearEyes Cataracts Clinic

by Roy D. Shapiro Paul E. Morrison

Dr. Julia Connors has a busy, successful cataract clinic and wants to expand to meet demand. She is considering two alternatives: keeping her physical facility as it is and extending office hours, or renting additional space within her current building. The first appears to be less disruptive to operations but risks alienating her workforce. The second is more disruptive to current operations during construction and will require more capital investment. This case is designed to be taught in a single class session with students who have practiced process analysis.

Katherine Schuler at Boxes & Bins, Inc.

by Linda A. Hill James Kindley

This case is about Katherine Schuler, soon to become senior vice president of marketing at a fast-growing retail organization, Boxes & Bins (B&B). Part of Schuler's success has been due to her "fit" into a company with clear values and principles. In particular, B&B always put its employees first, and eschewed debt in order to grow only as the company could afford it. Several years ago, the founders sold most of their stock to a private-equity firm, the Weichel Group, which leveraged B&B heavily in order to accelerate the opening of more stores and to pay off the founders. Even after a recent IPO, the Weichel Group remained a major shareholder, and it urged B&B to hire two senior managers from large discount retailers to run operations and merchandising. Schuler's move into her new role could lead to her becoming B&B's president if she is successful. Schuler understands that B&B needs to grow, and wants to help it do so, but is uncertain about the plans for how that growth will occur. She wants B&B to acknowledge its key success factors to date because she believes that doing so will help it move to a new future. Yet she knows that changing B&B may be impossible-therefore, leaving might be her best option.

Novell (B): Board of Directors Aftermath of Hedge Fund Attack

by Richard L. Nolan

Supplement to case 916404. No corporation and its board of directors is immune to a disruptive shareholder activist attack. The Novell (A) and (B) cases take students through a shareholder activist attack and its aftermath-a saga that spanned 5 years. The cases outline the activist playbook in conducting an attack, the board's response, and key decisions that must be made.

Novell (A): When an Activist Hedge Fund Came Calling on the Board

by Richard L. Nolan

No corporation and its board of directors is immune to a disruptive shareholder activist attack. The Novell (A) and (B) cases take students through a shareholder activist attack and its aftermath -- a saga that spanned 5 years. The cases outline the activist playbook in conducting an attack, the board's response, and key decisions that must be made.

Barriers and Gateways to Communication

by Carl R. Rogers Fritz J. Roethlisberger

An analysis of the problems of interpersonal communication, as viewed from a human behavior standpoint. Real communication occurs when one listens to another person's viewpoint with empathic understanding. It is possible to facilitate achievement of this communication breakthrough by summarizing the speaker's thoughts and feelings to his or her satisfaction before presenting a rebuttal. This procedure leads to the reduction of defensiveness and gradual achievement of mutual communication. A second analysis deals with communication in an industrial context. An example illustrates how differently two supervisors interpret an employee's reaction to a suggestion. This article, first published in 1952, is reprinted to include a retrospective commentary by John J. Gabarro.

Pal's Sudden Service-Scaling an Organizational Model to Drive Growth

by Gary P. Pisano Francesca Gino Bradley R. Staats

Pal's Sudden Service has developed a unique operating model and organizational culture in the quick service restaurant business. With a deep emphasis on process control and improvement, zero defects, extensive training, and a high level of employee engagement, Pal's has been able to achieve excellent operating and financial performance. The case examines the challenges it potentially faces as it contemplates growing the chain significantly from the 28 units it currently operates.

Evive Health and Workplace Influenza Vaccinations

by John Beshears

Evive Health is a company that manages communication campaigns on behalf of health insurance plans and large employers. Using big data techniques and insights from behavioral economics, Evive deploys targeted and effective messages that improve individuals' health behaviors. This case follows Prashant Srivastava, Evive's Chief Operating Officer, and Jennifer Lindner, Evive's Creative Director, as they design a messaging strategy for promoting influenza vaccination at the free workplace clinics of a large utility company.

T-Mobile in 2013: The Un-Carrier

by Francesca Gino Jonathan Lee John Beshears Sean Yixiang Wang

By 2013, the U.S. wireless industry was in the midst of a costly transition. As consumers began to embrace more sophisticated mobile devices, the industry's four main players spent heavily to improve their infrastructures for providing reliable high-speed data services. T-Mobile, the smallest of the four major carriers, lacked the scale of its competitors and risked falling further behind in the contest for market share. Faced with this daunting business environment, T-Mobile's new CEO declared war on the rest of the industry, decrying competitor pricing practices and upending the traditional contract-based business model. This case provides background information on the state of the wireless industry in 2013 and follows T-Mobile's early steps to transform its market position.

Express Scripts: Promoting Prescription Drug Home Delivery (B)

by Jenny Sanford Patrick Rooney John Beshears

The pharmacy benefit manager (PBM) sector processes prescription drug claims on behalf of companies that offer a prescription drug benefit to their employees. This case follows Bob Nease, Chief Scientist at Express Scripts, as he considers methods to promote home delivery of prescription drugs by mail-a process proven to lower prescription fill error rates, increase cost savings, and improve medication adherence.

Advertising Experiments at RestaurantGrades

by Michael Luca Hyunjin Kim Weijia Dai

This exercise provides students with a data set consisting of results from a hypothetical experiment, and asks students to make recommendations based on the data. Through this process, the exercise teaches students to analyze, design, and interpret experiments. The context is an experiment in a hypothetical restaurant review company called RestaurantGrades (RG) whose main source of revenue comes from advertising. Like Yelp and TripAdvisor, RG advertisements are shown above the organic search results when someone searches on the page. RG is trying to understand whether its current advertising package is effective in practice. To do this, RG has run an experiment with two treatment arms and a control group of restaurants. The control group has no advertising, the first treatment arm consists of giving restaurants RG's current advertising package, and the second treatment arm is an alternative package that RG designed with a different approach to consumer targeting. Students are given the data to analyze, and asked to make a recommendation about which, if either, advertising package is effective.

Three-Way Organization

by James K. Sebenius

Three divisions seek to form a two- or three-way conglomerate of maximum economic value. Individual and shared interests are in conflict. While similar in economic structure, this case, unlike "Four Way Organization" (894-015), has only a single round, not two rounds, and no "manager."

Scaling Well by Doing Good: Motivating Talent at b.good

by Francesca Gino Bradley R. Staats Paul Green

Boston-based fast-casual chain, b.good, was founded on the idea of healthy food, sourced locally, and prepared in-store. They'd worked to build a value-based business, and worked hard to cultivate a sense of family--among employees, customers and suppliers. In 2015, they had entered a period of substantial growth, with the company doubling in size over the past 12 months, and plans to double again over the coming twelve months. The management felt this purpose and sense of family had served them well, but were worried that growth would water down these key ingredients to their success. As they enter 2016, they are particularly focused on ensuring that they get the "people" systems right.

Negotiating the Path of Abraham, 2015 Progress and Challenges

by James K. Sebenius

The Abraham Path board reviews the last five years and seeks to frame and act on its major strategic, negotiating, and operational challenges going forward. The Abraham Path Initiative seeks to revitalize a route of Middle East cultural tourism following Abraham's path 4000 years ago. It begins in the ancient ruins of Harran, in modern-day Turkey, where Abraham first heard the call to "go forth." It passes through some of the world's most revered cultural, historical, and holy sites, ending in the city of Hebron/AI-Khalil at the tomb of Abraham. With Abraham as a venerated patriarchal figure for Islam, Judaism, and Christianity-monotheistic religions whose adherents have so often clashed-the potential unifying power of this conception has attracted a remarkable range of supporters from around the world as well as considerable media interest. Having lengthened the walkable part of the Path from 300km five years ago to over 2000km today, with thousands of people having walked parts of the Path, and having been awarded a major World Bank grant, several challenges nonetheless remain including regional war and turmoil, sustainable funding, tensions over the Path's activities in Israel, and possible next steps for the initiative.

Express Scripts: Promoting Prescription Drug Home Delivery (A)

by Jenny Sanford Patrick Rooney John Beshears

The pharmacy benefit manager (PBM) sector processes prescription drug claims on behalf of companies that offer a prescription drug benefit to their employees. This case follows Bob Nease, Chief Scientist at Express Scripts, as he considers methods to promote home delivery of prescription drugs by mail-a process proven to lower prescription fill error rates, increase cost savings, and improve medication adherence.

Mission Impossible? Yummy77 Delivers Groceries within the Hour

by Benjamin Edelman

Yummy77 considers alternative operational models to reduce cost, improve speed, and increase appeal. Can one of these approaches succeed where others have failed?

P&G Canada: Old Company, New Tricks (B)

by Brian J. Hall Tiffany Y. Chang Theresa Morin Hall

This is the (B) case to P&G Canada: Old Company, New Tricks. It details the outcome of the drastic reduction in office space from eight floors to three floors.

P&G Canada: Old Company, New Tricks

by Brian J. Hall Tiffany Y. Chang Theresa Morin Hall

P&G Canada faces ongoing global pressure to increase productivity and reduce spending. Thom Lachman, President of P&G Canada, is seemingly out of options that will make a large enough impact without harming the business, until the idea of a radical space reduction strikes him. The case follows Lachman, working closely with Country HR Manager Jane Lewis, from idea inception to the eve of the company-wide transition to a dramatically scaled-down and reorganized office space. In particular, the case provides a basis for discussion surrounding employee motivation-specifically as it is affected by the change management process and workspaces, benefits versus perks, and sorting effects. A (B) case details the outcome of the office space transition.

TheLadders (B)

by Benjamin Edelman

Supplements the A case.

An Activist Approach: Confidential Role Assignment for Remingtons Housewares

by Guhan Subramanian Kaitlyn Szydlowski

A three party, multiple-issue negotiation exercise dealing with a potential merger between two leading department stores, called for by an activist investor hedge fund in a letter to both companies. Company management will now attempt to navigate next moves, which are complicated by weak takeover defenses of their corporate boards, hedge fund ownership stake within both companies, and potential anti-trust risk. Meanwhile, the third party, the activist hedge fund, is turning up the heat in planning their next move.

An Activist Approach: Confidential Role Assignment for Fultons Department Stores

by Guhan Subramanian Kaitlyn Szydlowski

A three party, multiple-issue negotiation exercise dealing with a potential merger between two leading department stores, called for by an activist investor hedge fund in a letter to both companies. Company management will now attempt to navigate next moves, which are complicated by weak takeover defenses of their corporate boards, hedge fund ownership stake within both companies, and potential anti-trust risk. Meanwhile, the third party, the activist hedge fund, is turning up the heat in planning their next move.

An Activist Approach: Confidential Role Assignment for Castle Rock Management

by Guhan Subramanian Kaitlyn Szydlowski

A three party, multiple-issue negotiation exercise dealing with a potential merger between two leading department stores, called for by an activist investor hedge fund in a letter to both companies. Company management will now attempt to navigate next moves, which are complicated by weak takeover defenses of their corporate boards, hedge fund ownership stake within both companies, and potential anti-trust risk. Meanwhile, the third party, the activist hedge fund, is turning up the heat in planning their next move.

An Activist Approach: Castle Rock-Fultons-Remingtons

by Guhan Subramanian Kaitlyn Szydlowski

A three party, multiple-issue negotiation exercise dealing with a potential merger between two leading department stores, called for by an activist investor hedge fund in a letter to both companies. Company management will now attempt to navigate next moves, which are complicated by weak takeover defenses of their corporate boards, hedge fund ownership stake within both companies, and potential anti-trust risk. Meanwhile, the third party, the activist hedge fund, is turning up the heat in planning their next move.

Showing 5,901 through 5,925 of 15,543 results

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