Overview Of Methodologies. Effectuation . Effectual Reasoning

Overview Of Methodologies. Effectuation . Effectual Reasoning
Overview of Methodologies
Effectuation
Effectual reasoning was researched and developed by Sara Sarasvathy, Associate Professor in the
Darden Graduate School of Business Administration at the University of Virginia. As stated by
Sarasvathy, "'effectual' is the inverse 'causal'" (Sarasvathy, n.d.). Throughout history, business
students have been taught causal reasoning (Sarasvathy, n.d.). Causal reasoning consists of finding
the best means (cheapest, quickest, most efficient, etc.) to reach a predetermined goal (Sarasvathy,
n.d.). However, effectuation takes the opposite approach. Effectual thinking consists of collecting
current means and determining potential outcomes utilizing these means. (Sarasvathy, n.d.). One
approach is not better ... Show more content on Helpwriting.net ...
Avoid doing a competitive analysis (Sarasvathy, n.d.). Additionally, target key companies instead of
conducting broad market research. Developing pre–commitments reduces uncertainty in the future
(Sarasvathy, n.d.).
3. Leveraging Contingencies – Turning the unexpected into something beneficial (Sarasvathy, n.d.).
Not all surprises are always bad. Surprises can be used to help develop and grow a new venture.
Rather than trying to predict the future, focus on activities within your control ("What is
effectuation?" 2011). The logic behind effectual thinking is... "to the extent that we can control the
future, we do not need to predict it" (Sarasvathy, n.d.).
Lean Startup
Lean startup is a scientific approach to developing a new product or business. Eric Ries created the
term, "lean startup" (Santoro, 2014). Ries was motivated to develop a startup approach that
embraced failure, since most new businesses and startups usually fail (Santoro, 2014). Additionally,
lean startups focus on using resources efficiently and eliminating waste (Santoro, 2014).
Principles of Lean Startup
1. Entrepreneurs are Everywhere – Anyone can be an entrepreneur, whether you are working out of
a garage or an international corporation. Entrepreneurship is not a product; it is a mindset that can
be learned.
2. Entrepreneurship is Management – Entrepreneurship is not creating a product, it is creating an
organization,
... Get more on HelpWriting.net ...

Marketing Strategy: Overall Marketing Plan For Military...
Marketing Plan
A. Overall Marketing Strategy
Demographics
To develop a successful marketing plan, analyzing the demographic profile of our potential
customers should be considered. Our target audience is our school, Old Dominion University. At
ODU, our total enrollment is 24,670 students. 19,612 students are in undergraduate studies and
5,058 students are in graduate studies. Internationally, we have 1092 students enrolled that represent
180 different countries. With ODU being in Norfolk Virginia, the host of the largest military base in
the world, 25% of our student body is military–affiliated.
II. Psychographic Profile
– Students who dislike having to take 12–18 credits all at one time.
According to collegefactual.com, 23.6% percent ... Show more content on Helpwriting.net ...
We can utilize the resources that the university already offers.
C. Sales Tactic
This section is not applicable to our project. We are not selling any products that our customers
could purchase. However, in the future, that's something we should consider. We should purchase
giveaways to give to the students and teachers in the program. This will cause more students to ask
questions about the program, and hopefully want to join it.
D. Advertising & Promotion
First, we need to focus our attention on the campus of ODU. Then, we should think about other
branding opportunities. On campus we can have informational sessions, we could participate in
activity hour by having tables set up inside of the Webb Center, Broderick Dining Commons, and in
all the colleges that offer the program. We could create a social media account, and join the primary
platforms: Facebook, Instagram, Twitter, and Snapchat. Once we have gotten an account, we can
think of cool things like developing a hashtag, and using that for every information session we host
or status we post.
Manufacturing/Operations
A. Geographic

Exxon and Chad-Cameron Pipeline
UV0100
EXXONMOBIL AND THE CHAD CAMEROON PIPELINE In November 1999, ExxonMobil
CEO Lee Raymond faced the potential collapse of the Chad/Cameroon Oil Pipeline project on
which the company was about to embark. Both Royal Dutch/Shell and France's TotalFinaElf,
ExxonMobil's partners in the Pipeline Consortium, had just withdrawn, citing environmental
concerns among other things and leaving its future temporarily in doubt. This withdrawal delighted
many environmental groups long opposed to the pipeline. A spokesperson for the Rainforest Action
Network (RAN), a grassroots environmental organization and longtime pipeline opponent, said in a
press release: Based on its experience in Nigeria, Royal Dutch/Shell recognizes a bad situation
when it ... Show more content on Helpwriting.net ...
(Ironically, the Exxon Mobil merger reassembled the legendary Standard Oil, John Rockefeller's
company. In 1911, antitrust authorities forced Standard Oil to break into two companies: Standard
Oil of New Jersey, which later became Exxon, and Standard Oil of New York, which later became
Mobil.) Nonetheless, the two companies had very different images in the oil industry. Mobil was
seen as having a "combative feistiness," whereas Exxon had a "relentlessly efficient stuffiness."5
Because of the size of the companies, the merger was scrutinized by antitrust regulators and, in
order to complete the merger, both companies had to get rid of certain operations, including almost
2,500 service stations in the United States and Europe. By the mere fact that a growing population
of environmentally concerned people worldwide was skeptical of large oil companies and their
promotion of fossil fuel use, both Exxon and Mobil struggled with their public image. Exxon had
the most damage to contain, however, because of the 1989 Exxon Valdez oil spill in Alaska's Prince
William Sound, when the single–hulled oil tanker, while dodging icebergs, hit a reef outside the
shipping lane. The

Essay on Google Inc, in China
Case Study Analysis Template
Analyst's Name: ¶ Levi Mohorich
Date: ¶ 2/23/14
Case Study Name: ¶ Google, Inc., in China I. The Pre–Analysis:
A. Perspective:
1. Author's Perspective. Describe the perspective of the author(s) of the case study and possible
biases of the author(s):
¶ The case was wrote by Kirsten E. Martin, the Assistant Professor of Business Administration at
George Washington University, School of Business. She has her Ph.D. from Darden Graduate
School of Business, University of Virginia. Her main research interests are business ethics, privacy,
technology and stakeholder theory. It might be possible that she is biased towards China for their
privacy restrictions and ... Show more content on Helpwriting.net ...
I will also bracket my little knowledge of China's restriction on social media that could cause me to
be biased towards them.
II. The Situation:
C. Facts. List the facts relevant to the issue(s) identified:
* ¶ Google, Inc. was founded by Larry Page and Sergey Brin (which remained private until 2004) *
Page and Brin did this while at Stanford as graduate students. * Google's PageRank technology
"measures the importance of different Wed pages by solving an equation with more than 500 million
variables and 2 billion terms." * Google's Corporate Ethos/Motto * In 2004, Brin and Page wrote a
founders' letter. It stated, "Don't be evil. We believe strongly that in the long term, we will be better
served–as shareholders and in all other ways–by a company that does good things for the world
even if we forgo some short–term gains. This is an important aspect of our culture and is broadly
shared within the company." * The company's focus on the user influenced most of its decisions. * It
refused to make any changes that did not offer some kind of benefit to its users. * In 2005, Google
had a positive cash flow of $3.45 billion and starting in 2006, was generating more than $1 billion in
cash every quarter. * Google had revenue of $6.14 billion and a net profit margin of 25.18%. * In
2006, Google launches a

46 Case Studies In Finance: Managing For Corporate Value...
Case Studies in Finance: Managing for Corporate Value Creation Fourth Edition July, 2002 Robert
F. Bruner
Distinguished Professor of Business Administration Darden Graduate School of Business
Administration University of Virginia Post Office Box 6550 Charlottesville, Virginia 22906 Email:
brunerr@virginia.edu Web site: http://faculty.darden.edu/brunerb/
ABSTRACT: This book presents 46 case studies in finance, targeted toward upper–level
undergraduates and introductory and intermediate–level MBA students. The purpose of these cases
is to afford the basis for classroom discussion of tools and concepts. The range of topics includes
value creation, market efficiency, economic profit, financial analysis and forecasting, cost of capital,
... Show more content on Helpwriting.net ...
So is the incomprehensible. So is the unintelligible. Interviewing Babe Ruth1 in 1928, I put it to him
"People come and ask what's your system for hitting home runs–that so?" "Yes," said the Babe, "and
all I can tell 'em is I pick a good one and sock it. I get back to the dugout and they ask me what it
was I hit and I tell `em I don't know except it looked good." Carl Sandburg2 Managers are not
confronted with problems that are independent of each other, but with dynamic situations that
consist of

Brown
UVA–F–0541
Graduate School of Business Administration
Version 1.5
University of Virginia
BROWN–FORMAN DISTILLERS CORPORATION
Do
In early July 1978, Mr. W. L. Lyons Brown, Jr., president and chief executive officer of
Brown–Forman Distillers Corporation, faced an important acquisition decision. The principal
owners of Southern Comfort Corporation had approached Mr. Brown in May with an offer to sell
the company at a price of $94.6 million. In preparing his response, Mr. Brown was evaluating the
reasonableness of the asking price and the likely effects of the acquisition on Brown–Forman's share
price. No
As a leading producer, marketer, and importer of wines and distilled spirits (including the well–
known "Jack Daniel's" brand), ... Show more content on Helpwriting.net ...
The company had a relatively larger profit margin, higher growth rates, and stronger balance sheet
than its major competitors. The 1978 annual report noted:
tC
The Company's balance sheet is strong due to continued close attention to asset management. Our
low debt/equity ratio and the excellent financial performance in recent years places the Company in
a favorable position to assume higher levels of debt to finance acquisitions and other investment
opportunities.
y
op

Value Line identified Brown–Forman as the "premier liquor company in the United States" and
noted that the firm's major brands continued to grow despite a flat industry growth trend.6 The
company was expected to earn $2.40 per share in 1978 and to add another 15 percent to earnings per
share in 1979.
Brown–Forman's income statement and balance sheet for the year ended April 30, 1978, are given in
Exhibits 2 and 3. In 1978, two classes of stock existed for the company: Class A stock had the
exclusive voting right and was listed on the American Stock Exchange, while Class B common had
no voting rights but was also listed. The Brown family held 74 percent of the Class
4
1977 Annual Report, p. 15.
"Return" defined as the sum of net income (excluding extraordinary items), the after–tax cost of
interest, the increase in deferred income taxes, and the amortization of intangible assets during the
year. "Average total capital employed" defined as

Krispy Kreme Doughnuts, Inc.: A Hot Brand in America
KRISPY KREME DOUGHNUTS, INC.
As the millennium began, the future for Krispy Kreme Doughnuts, Inc., smelled sweet. Not only
could the company boast iconic status and a nearly cultlike follow
ing, it had quickly become a
darling of Wall Street. Less than a year after its initial public offering, in April 2000, Krispy Kreme
shares were selling for 62 times earn
ings and, by 2003, Fortune magazine had dubbed the company
"the hottest brand in America." With ambitious plans to open 500 doughnut shops over the first half
of the decade, the company's distinctive green–and–red vintage logo and unmistakable "Hot
Doughnuts Now" neon sign had become ubiquitous.
At the end of 2004, however, the sweet story had begun to sour as the company made ... Show more
content on Helpwriting.net ...
In addition, the com
pany planned to grow internationally, with 32 locations proposed for Canada
and more for the United Kingdom, Mexico, and Australia. Exhibit 3 provides an overview of the
company's store openings.
Krispy Kreme Doughnuts generated revenues through four primary sources: on–premises retail
sales at company–owned stores (accounting for 27 percent of revenues); off–premises sales to
grocery and convenience stores (40 percent); man
ufacturing and distribution of product mix and
machinery (29 percent); and fran
chisee royalties and fees (4 percent). In addition to the traditional
domestic retail locations, the company sought growth through smaller "satellite concepts," which
relied on factory stores to provide doughnuts for reheating, as well as the devel
opment of the
international market.
On–premises sales: Each factory store allowed consumers to see the production of doughnuts;
Krispy Kreme's custom machinery and doughnut–viewing areas cre
ated what the company called a
"doughnut theater." In that way, Krispy Kreme at
tempted to differentiate itself from its competition
by offering customers an experience rather than simply a product. Each factory store could produce
be
tween 4,000–dozen and 10,000–dozen doughnuts a day, which were sold both on–and off–
premises.
Off–premises sales: About 60 percent of off–premises sales were to grocery stores, both

Investment and Economic Moats
T LITTLE BOO K HE THAT BUILDS WEALTH The Knockout Formula for Finding Great
Investments PAT DORSEY FOREWORD BY JOE MANSUETO FOUNDER, CHAIRMAN, AND
CEO OF MORNINGSTAR, INC. John Wiley & Sons, Inc. ffirs.indd v 2/1/08 12:55:38 PM
ffirs.indd iv 2/1/08 12:55:38 PM T K H LITTLE BOO E THAT BUILDS WEALTH ffirs.indd i
2/1/08 12:55:36 PM Little Book Big Profits Series In the Little Book Big Profits series, the
brightest icons in the financial world write on topics that range from tried–and–true investment
strategies to tomorrow's new trends. Each book offers a unique perspective on investing, allowing
the reader to pick and choose from the very best in investment advice today. ... Show more content
on Helpwriting.net ...
No warranty may be created or extended by sales representatives or written sales materials. The
advice and strategies contained herein may not be suitable for your situation. You should consult
with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of
profit or any other commercial damages, including but not limited to special, incidental,
consequential, or other damages. For general information on our other products and services or for
technical support, please contact our Customer Care Department within the United States at (800)
762–2974, outside the United States at (317) 572–3993 or fax (317) 572–4002. Wiley also publishes
its books in a variety of electronic formats. Some content that appears in print may not be available
in electronic books. For more information about Wiley products, visit our web site at
www.wiley.com. Library of Congress Cataloging–in–Publication Data: Dorsey, Pat. The little book
that builds wealth : Morningstar's knockout formula for finding great investments / Patrick Dorsey.
p. cm.–(Little book big profits series) Includes index. ISBN 978–0–470–22651–3 (cloth) 1.
Investments. 2. Stocks. 3. Investment analysis. I. Morningstar, Inc. II. Title. HG4521.D6463 2008
332.6–dc22 2007045591 Printed in the United States of America. 10 ffirs.indd vi 9 8 7

Consumer Perception Towards Brand Choice
Changing Perception of Consumer towards Brand Choice and the role of culture in it: A Pakistan
perspective
An Argumentative Paper on the Bond between Brand Choice, Consumer's Perception and Culture
influence
Ikra Nasir
Bachelor of Business Administration, Comsats University of Science and Technology, Islamabad
campus, Pakistan
Haider Ahmed Qazi
Bachelor of Business Administration, Comsats University of Science and Technology, Islamabad
campus, Pakistan
Abstract
The main purpose of this paper is to investigate and discuss the importance of analyzing the
consumer perception towards local and foreign brands. An argumentative approach has been used to
reveal the importance of Consumer perception. Local and foreign brand choice is affected by ...
Show more content on Helpwriting.net ...
This shows that brand country of origin play an important role in determining the quality of brand
which influences their attitude and purchase intentions. In developing country like Pakistan brand
origin (that the brand is from which country) affects the perception of consumers for foreign
products (Kaynak et al., 1999) and this foreign product can be more favorable if the brand is from
the western or developed country. Consumers evaluate products more positively which are
particularly from the USA, Japan, Germany, Italy, the UK and France (Bhuian, 1997) brands are
well recognized by consumers around the world, and are perceived as to representing a high status
and quality we believe that this effect consumer assessment of brand quality rating (Lee,M,Y.,
Knight,D., Kim,Y,K., 2008) Looking at how consumers perceive local brands. The study revealed
that local brands benefit from a better value. As it is mention by Simriti Bajaj (2007) that Value is
linked with the fact that prices of local brands are usually lower than those of international brands,
providing consumers as sense of better value for money.

Hospitality Management At Florida International University
INTRODUCTION
According to Professor Marcel R. Escoffier, an Associate Professor in the School of Hospitality and
Tourism Management at Florida International University, Hospitality Management is the largest
business activity in the world. There are nearly 1 million food service operations in the United
States, and nearly three hundred thousand hotels. It is estimated that there are over 1 million hotels
and more than 7 million food service businesses. How this business operates, and its impact on the
local economy varies from country to country, but its importance is undeniable (Escoffier).
Information provided by Buffalo State College located in Buffalo, New York, also reference the
hospitality industry is one of the largest in the ... Show more content on Helpwriting.net ...
Many colleges that offer Hospitality Management may also include the option to enroll within a
specific concentration, so that you may gain a "specialty". Therefore it's important to have a sense of
what area of hospitality you are interested in, so that you enroll yourself into an appropriate
program, including programs where graduates have been able to secure employment in your
interested field and location. For example, if you have the desire to work as a ski lodge manager,
you may want to make sure you enroll into a school that provides the focus of the hotel industry and
potential internship opportunities within ski country vs. the beaches in Florida.
In effort to continue a higher learning education within the field of Hospitality, which may increase
my career options as I enter the workforce, I have reviewed three colleges within the New York
State area that provides a Bachelor's degree within Hospitality Management. The purpose of this
evaluation and comparison is to provide the most feasible and economic option available for me to
pursue a Bachelor Degree within Hospitality in a timely fashion and at minimal cost. Therefore my
criteria for this comparison includes the following:
Type of Concentration that is offered
Tuition Cost
Acceptance of Transferred Credits
Testing/Entrance Requirement (i.e. GPA, GRE, Math Requirement)
Career Track Opportunities & Accreditations
The three schools that have been reviewed are

Rosetta Stone
UV3930
Rev. Mar. 25, 2011
ROSETTA STONE: PRICING THE 2009 IPO
We are changing the way the world learns languages.
–Tom Adams
It was mid–April 2009. Tom Adams, president and CEO of Rosetta Stone, Inc. (Rosetta
Stone), the language learning software company, reached for his iPhone to contact Phil Clough of
private equity fund ABS Capital. Adams and Clough had been discussing plans to take
Rosetta Stone public for some time. The wait was finally over.
In the wake of the 2008 financial crisis, the market for initial public offerings (IPOs) evaporated. By
early spring the market was showing its first encouraging signs. Just a week prior, Chinese online
videogame developer Changyou.com had listed on the NASDAQ at a price
to ... Show more content on Helpwriting.net ...
With the crisis in full swing, investors had flocked to U.S. Treasuries for security, pushing down
yields on these instruments to historic lows (see Exhibit 4). Heightened investor risk aversion had
expanded the risk premium for all securities. The general market risk premium was currently
estimated at 6.5% or 8.5%, respectively, depending on whether long–term or short–term government
yields were used in estimating the risk–free rate.
In February and March of 2009, there had been some evidence of improvement in financial and
economic conditions. Wholesale inventories were in decline. New–home sales were beginning to
rise. The equity market had experienced a rally of over 20% in recent weeks. Yet many money
managers and analysts worried that such economic green shoots were only a temporary rally in a
longer–running bear market. There was strong concern that the magnitude of government spending
would spur inflation in the U.S. dollar. GDP growth was still negative, corporate bankruptcy rates
and unemployment were at historic highs, and many believed the economic void was just too big for
a quick recovery to be feasible. A Wall Street Journal survey of U.S. economists suggested that the
economy was expected to generate positive growth in the last half of 2009.1 In contrast, a survey of
U.S. corporate executives stated that less than a third of respondents expected to see an economic
upturn in 2009.2 The

The Influence of Lifestyle and Money Attitude on Purchase...
INTERNATIONAL JOURNAL OF ADVANCED SCIENTIFIC RESEARCH AND
TECHNOLOGY ISSUE 2, VOLUME 2 (APRIL 2012) ISSN: 2249–9954
The Influence of Lifestyle and Money Attitude on Purchase Decisions: The Moderating Effect of
Marketing Stimulation and Personal Value
Long–Yi Lin※ Associate Professor, Department of Business Administration Aletheia University,
Taipei, Taiwan ROC Hsing–Yu Shih EMBA, Department of Business Administration Aletheia
University, Taipei, Taiwan ROC Shen–Wei Lin Lecturer, Department of Business Management
National United University, Miaoli, Taiwan ROC
___________________________________________________________________________
Abstract
The purpose of this study is to examine the influence of university students' lifestyle and money ...
Such a construct is not only personalized, but would also extract relevant, individual–specific
requisites from the changing environment to achieve coherence between an individual's personal
values and his/her personality. A review of the previous literature found that most previous studies
focused on investigating the respective influence of lifestyle and money attitudes on purchase
decision making independently, and few explored the influence of the interaction between these two
factors with regard to purchase decision making. Studies examining the interference effect of
marketing stimulation on the influence of the interaction between lifestyle and money attitude with
regard to purchase decision making are even rarer, and this has been the motivation for investigating
this particular topic in the present study. The primary purposes of this study are as follows: (1)
investigate the influence of lifestyle on purchase decisions; (2) study the influence of money attitude
on purchase decisions; (3) investigate the influence of marketing stimulation on purchase decisions;
(4) study the moderating effects of marketing stimulation and the influence of lifestyle on purchase
decisions; (5) investigate the moderating effects of marketing stimulation and the influence of
money attitude on purchase decisions. (6) investigate the influence of personal value on purchase
decisions; (7) study the moderating effects of personal value and the influence of lifestyle on

A Stakeholder Approach to Strategic Management
Darden Graduate School of Business Administration
Working Paper No. 01–02
A Stakeholder Approach to Strategic Management
R. Edward Freeman
John McVea
This paper can be downloaded without charge from the
Social Science Research Network Electronic Paper Collection at: http://papers.ssrn.com/paper.taf?
abstract_id=263511 A Stakeholder Approach to Strategic Management
R. Edward Freeman
And
John McVea
The Darden School
Forthcoming in M. Hitt, E. Freeman, and J. Harrison (eds.)
Handbook of Strategic Management, Oxford: Blackwell
Publishing.
INTRODUCTION
The purpose of this chapter is to outline the development of the idea of
"stakeholder management" as it has come to be applied in ... Show more content on Helpwriting.net
...
This support was necessary for long term success. Therefore, management should actively explore
its relationships with all stakeholders in order to develop business strategies.
For the most part these developments had a relatively small impact on the management theories of
the time. However, fragments of the stakeholder concept survived and developed within four
distinct management research streams over the next twenty years. Indeed, it was by pulling together
these related stakeholder concepts from the corporate planning, systems theory, corporate social
responsibility and organizational theory that the stakeholder approach crystallized as a framework
for strategic management in the 1980 's. What follows is a brief summary of these building blocks of
stakeholder theory.
The Corporate Planning Literature
The corporate planning literature incorporated a limited role for stakeholders in the development of
corporate strategy. Ansoff 's classic book Corporate Strategy (1965) illustrated the importance of
identifying critical stakeholders. However, stakeholders difference is that the early use of the
stakeholder idea was not particularly oriented towards the survival of the firm. Slinger 's argument

can be found in his doctoral dissertation, Stakeholding and Takeovers: Three Essays, University of
Cambridge, forthcoming in 2001. An abridged version is in "Spanning the Gap: The Theoretical
Principles Connecting Stakeholder Policies to Business Performance",

Investure, Llc, and Smith College
UVA–F–1537 INVESTURE, LLC, AND SMITH COLLEGE In January 2004, Alice Handy's new
investment advisory firm, Investure, LLC, was attempting to land its first client, Smith College, an
elite liberal arts college located in Northampton, Massachusetts with a $913 million endowment.
Handy, fresh from her previous position as chief executive officer of the University of Virginia
Investment Management Company (UVIMCO), had 25 years of experience managing money and a
track record of success. Over her career, Handy had directed increasing amounts of funds to a class
of investments known as "alternative assets," which included a range of investments other than
publicly traded stocks and bonds. She had also developed a philosophy about ... Show more content
on Helpwriting.net ...
She also found herself involved in fundraising efforts when donations to UVa's capital campaign
involved life trusts. During the 1990s, as state support of higher education dwindled, endowment
funds took on increasing importance for UVa and other public universities. Handy's position was
restructured to enable her to dedicate more time to the investment side. The previously "lowkey"
staff and endowment both grew rapidly as Handy's team began conducting proprietary research.
Soon nearly a dozen investment professionals and five accounting and administrative staff members
were managing the endowment. In 2003, after 29 years with the university, Handy determined it was
time for a change. In July of that year, she announced her retirement as chief executive officer of
UVIMCO, leaving behind a healthy endowment and a strong record of performance. UVIMCO's
asset allocation had changed considerably during Handy's tenure, and the endowment had enjoyed
strong performance (Exhibits 1 and 2). UVa's endowment had generated an average annual return of
more than 13% since Handy's arrival and it had grown to almost $2 billion in market value (Exhibit
3). Through her years of service, Handy had developed an extensive list of contacts including
business leaders, asset managers, venture capitalists, and philanthropists.

Business and Management
UVA–OM–1497 Authorized for use only in the course EMBA 816 Production and Operations
Management at University of Regina taught by James Mason from Jan 03, 2015 to Apr 30, 2015.
Use outside these parameters is a copyright violation. Rev. Apr. 7, 2014 DARDEN BUSINESS
PUBLISHING GETS LEAN (A) Darden Business Publishing (DBP) prepared business case studies
for use in the Darden classroom and, simultaneously, for publication and sales worldwide through
both its own website and those of partner distributors. The case collection was a key manifestation
of Darden's intellectual capital and value proposition; new cases kept the MBA curriculum relevant
and imparted thought leadership by Darden faculty and researchers. But Steve Momper, DBP's ...
Personal feelings certainly affect CPI. I know we don't live in an ideal world, but if we did,
everyone would engage in CPI with the attitude of, "If it smells like muda, it's muda.1 We can work
together to eliminate it." We could plan a series of half–day workshops–perhaps five, over the
course of a week–during which we could walk through a set of group analysis exercises. These
would help the group understand more about the work process, what your products are, who your
customers are, and which actions might help you build a more consistent flow. Throughout the
workshops, I will encourage participants to discuss common problems and even to get things that
are irking them off their chests. The group will collect their comments on sticky notes on the board.
Then, we'll spend some time grouping the sticky notes into categories. These categories will be
instrumental in helping us determine which of these groupings of problems pinpoints the larger
issues that your value stream faces. I'm not here to tell you how to do your job, or, at this point, to
delve too deeply into the intricacies of your work. I see your current challenges as being more
fundamentally about process and about your relationships with your upstream and downstream
stakeholders.2 Momper readily agreed, and they planned for a week of half–day

Laptops : The Way Of The Future?
Laptops In The Classroom: The Way Of The Future? Introduction:
In the twenty–first century, when almost everyone has a laptop or smartphone, many different
perspectives have arisen regarding the use of technology, specifically laptops, in college classrooms.
Some people are completely in favor of allowing the use of laptops in the classroom. These people
are part of Generation Y, meaning they are young, often in their teenage years or twenties. Others
think laptops are too distracting and want them banned. These people tend to be older, and are
members of the baby–boomer generation. However, members of Generation X support a solution
that lies in the middle: allow laptops in the classroom, but have specific rules on their use put in
place. Some schools tend to have stricter rules than others. For example, Bentley College in
Massachusetts has a system that lets professors turn off internet access in their classrooms. In
contrast, Columbia's business school and Loyola Marymount University's law school take a more
relaxed approach. They think that since college students are adults, they should be able to control
themselves and use laptops responsibly. Surfing the web during lectures will not lead to a passing
grade, and professors at Columbia and Loyola Marymount think students are old enough to realize
that.
Summary of "The Laptop Ate My Attention Span":
Abby Ellin, the author of the article, "The Laptop Ate My Attention Span" believes that business
school students are

COMM292 Case Studies
1. University of British Columbia Principles of Organizational Behaviour Girish Ananthanarayana
COMM 329 – Section 202 – Winter Term 2 2014–15 Principles of Organizational Behaviour
Girish Ananthanarayana COMM 329 – Section 202 – Winter Term 2 2014–15 University of British
Columbia Table of Contents Teamwork
Turmoil............................................................................................................................5 Campbell
and Bailyn's Boston Office: Managing the Reorganization.............................................13 The Rise
of President Barack Hussein Obama..............................................................................23 2.
TEAMWORK TURMOIL Tony Marshall, a second–year learning ... Show more content on
Helpwriting.net ...
UVA–OB–0897 UVA–OB–0897 received a dual undergraduate degree in finance and information
systems. Prior to business school, she worked as an analyst for a private foundation. Martin planned
to focus her career on private wealth. Despite the great amount of networking that her chosen career
path required, Martin was very involved in the school community. She spent a lot of time working
on projects for the Black Business Student Forum and the National Association of Women MBAs.
Daren Onyealisi was originally from Nigeria and had been living in the United States for more than
10 years. He graduated from the University of Maryland with a degree in government. Following
his undergraduate degree, Onyealisi worked as a policy research analyst for the District of
Columbia, then changed career paths and worked as a real estate analyst for three years before
attending business school. Onyealisi was a first–generation college graduate and awarded the Robert
Toigo Foundation Fellowship upon entering the MBA program.1 While Onyealisi was not very
involved in the graduate school community, through the Big Brothers Big Sisters of America
organization he was a Big Brother for local youths. Onyealisi planned to target the consulting
industry for his summer internship. Rob Delery was the only scientist in the group and earned a BS
in chemical engineering from Penn State. During his undergraduate years, Delery was a member of
the Penn

Financial Ratios Case Study
UVA–C–2332
Rev. Oct. 17, 2012
RATIOS TELL A STORY–2011
Financial results and conditions vary among companies for a number of reasons. One reason for the
variation can be traced to the characteristics of the industries in which companies operate. For
example, some industries require large investments in property, plant, and equipment (PP&E), while
others require very little. In some industries, the competitive productpricing structure permits
companies to earn significant profits per sales dollar, while in other industries the product–pricing
structure imposes a much lower profit margin. In most low–margin industries, however, companies
often experience a relatively high rate of product throughput. A second reason for some of the ...
Furthermore, they can be highlighted through the use of financial ratios. Exhibit 1 presents balance
sheets, in percentage form, and
This case was prepared by Professor Mark E. Haskins, Darden Graduate School of Business
Administration, and has benefited from collaborations with various colleagues over the years on
earlier versions. It was written as a basis for discussion rather than to illustrate effective or
ineffective handling of an administrative situation. Copyright  2012 by the University of Virginia
Darden School Foundation, Charlottesville, VA. All rights reserved. To order copies, send an e–mail
to sales@dardenbusinesspublishing.com. No part of this publication may be reproduced, stored in a
retrieval system, used in a spreadsheet, or transmitted in any form or by any means–electronic,
mechanical, photocopying, recording, or otherwise–without the permission of the Darden School
Foundation. ◊
–2–
UVA–C–2332
selected financial ratios computed from fiscal year 2011 balance sheets and income statements for
13 companies from the following industries:              airline railroad
pharmaceuticals commercial banking photographic equipment, printing, and sales discount general–
merchandise retail electric utility fast–food restaurant chain wholesale food distribution supermarket
(grocery)

What’s Wrong with Executive Compensation?
Journal of Business Ethics (2009) 85:147–156 DOI 10.1007/s10551–008–9934–6
Ó Springer 2008
What's Wrong with Executive Compensation?
Jared D. Harris
ABSTRACT. I broadly explore the question by examining several common criticisms of CEO pay
through both philosophical and empirical lenses. While some criticisms appear to be unfounded, the
analysis shows not only that current compensation practices are problematic both from the
standpoint of distributive justice and fairness, but also that incentive pay ultimately exacerbates the
very agency problem it is purported to solve. KEY WORDS: executive compensation, distributive
justice, pay disparity, incentive alignment
Introduction Few academic theories have been adopted as widely ... Show more content on
Helpwriting.net ...
If a highly paid CEO is considered greedy simply based on the absolute magnitude of his or her total
pay, at what magnitude does such pay become unobjectionable? What is the standard level of
compensation that is morally acceptable? What absolute yardstick is to be used? These are
intractable questions without systematic, rigorous answers. Is $30 million too much? How about
$500,000? The answer depends largely on one's personal sentiments that derive mainly from one's
own frame of reference, and so the challenge in answering such questions is that ultimately an
objection to the absolute magnitude of CEO pay either reveals itself to be self–referential (in which
case objecting to the CEO's greedy pay package is indistinguishable from one's envy of it) or it
collapses altogether into a slightly more sophisticated objection.
Subramaniam, 2001), what, exactly, is the problem with executive pay? Are CEO pay packages
simply too grossly large on some absolute scale, driven by unfettered greed beyond the bounds of
what is ethically reasonable? Or is the real problem the growing disparity between executive pay
and the wages of entry–level workers? Alternatively, is there a problem with CEO pay from the
standpoint of distributive justice, or fairness? Or is the problem simply that executive compensation
does not work properly – that it does not provide the proper incentive alignment suggested by the
underlying theory? I broadly explore these questions by examining

Best Practices in Estimating the Cost of Capital: An Update
BROTHERSON ET AL. – "BEST PRACTICES" IN ESTIMATING THE COST OF CAPITAL: AN
UPDATE
15
"Best Practices" in Estimating the Cost of Capital: An Update
W. Todd Brotherson, Kenneth M. Eades, Robert S. Harris, and Robert C. Higgins
"Cost of capital is so critical to things we do, and CAPM has so many holes in it–and the books
don't tell you which numbers to use... so at the end of the day, you wonder a bit if you've got a solid
number. Am I fooling myself with this
Theories on cost of capital have been around for decades.
Unfortunately for practice, the academic discussions typically stop at a high level of generality,
leaving important questions
This paper updates our earlier work on the state of the art in cost of capital ... Show more content on
Helpwriting.net ...
For instance, Jacobs and
Shivdasani (2012) provide useful insights based on the
Association for Finance Professionals (AFP) cost of capital survey. While the survey had 309
respondents, AFP (2011, page 18) reports this was a response rate of about 7% based on its
membership companies. In contrast, we report the result of personal telephone interviews with
practitioners from a carefully chosen group of leading corporations and
theory is silent or ambiguous and practitioners are left to their own devices.
The following section gives a brief overview of the weighted–average cost of capital. The research
approach and sample selection are discussed in Section II. Section III reports the general survey
results. Key points of disparity are reviewed in Section IV. Section V discusses further survey
results on risk adjustment to a baseline cost of capital, and
Section VI highlights some institutional and market forces affecting cost of capital estimation.
Section VII offers
(1)

where:
K = component cost of capital.
W = weight of each component as percent of total capital. t = marginal corporate tax rate.
For simplicity, this formula includes only two sources of capital; it can be easily expanded to
include other sources as well.
Finance theory offers

I Love Reading Essay
Government of India b i n n o v a i c u l t u r w u s i n e s f E N T R E P R E N E UR S H I P m n a d
c a t i o n u o n P l o y m e n t l t h e v i r o n m e n t n a n c e A Study by National Knowledge
Commission Entrepreneurship in India National Knowledge Commission 2008 ©National
Knowledge Commission, 2008 This report has been prepared by Amlanjyoti Goswami, Namita
Dalmia and Megha Pradhan with support and guidance from Dr. Ashok Kolaskar and Mr. Sunil
Bahri. Table of Contents Acknowledgements Executive Summary Chapter I Chapter II Chapter III
Chapter IV Chapter V Chapter VI Chapter VII Annexure I : : : : : : : : Introduction: Why
Entrepreneurship What Motivates Entrepreneurship Socio–cultural Factors Access ... Show more
content on Helpwriting.net ...
At the heart of the report are the entrepreneurs, who responded with tremendous enthusiasm in
sharing their experiences with the National Knowledge Commission (NKC). The oneon–one
interviews with entrepreneurs in Pune, Kolkata, Chennai, Ahmedabad, Hyderabad

Nike Cost Of Capital
Graduate School of Business Administration
University
Version
2.0 of Virginia
UVA–F–1353
Version 2.0
Nike, Inc.: Cost of Capital
On July 5, 2001, Kimi Ford, a portfolio manager at NorthPoint Group, a mutual fund management
firm, pored over analyst write–ups of Nike, Inc., the athletic shoe manufacturer.
Nike's share price had declined significantly from the start of the year. Kimi was considering buying
some shares for the fund she managed, the NorthPoint Large–Cap Fund, which invested mostly in
Fortune 500 companies with an emphasis on value investing. Its top holdings included
ExxonMobil, General Motors, McDonald's, 3M and other large–cap, generally old–economy stocks.
While the stock market declined over the last 18 months, NorthPoint ... Show more content on
Helpwriting.net ...
Since she was about to go into a meeting, she requested her new assistant, Joanna Cohen, to
estimate Nike's cost of capital.
Joanna immediately gathered all the data she thought she might need (Exhibits 1 through 4) and set
out to work on her analysis. At the end of the day, she submitted her cost of capital estimate and a
memo (Exhibit 5) explaining her assumptions to Ms. Ford.
–3–
UVA–F–1353
Exhibit 1
Nike, Inc.: Cost of Capital
Consolidated Income Statements
Year Ended May 31
(In millions except per share data)
1995

1996
1997
1998
1999
2000
2001
Revenues
Cost of goods sold
Gross profit
Selling and administrative
Operating income
Interest expense
Other expense, net
Restructuring charge, net
Income before income taxes
Income taxes
Net income
4,760.8
2,865.3
1,895.6
1,209.8
685.8
24.2
11.7
649.9
250.2
399.7
6,470.6
3,906.7
2,563.9
1,588.6
975.3
39.5
36.7
899.1
345.9
553.2

9,186.5
5,503.0
3,683.5
2,303.7
1,379.8
52.3
32.3
1,295.2
499.4
795.8
9,553.1
6,065.5
3,487.6
2,623.8
863.8
60.0
20.9
129.9
653.0
253.4
399.6
8,776.9
5,493.5
3,283.4
2,426.6
856.8
44.1
21.5
45.1
746.1
294.7
451.4
8,995.1
5,403.8
3,591.3
2,606.4
984.9
45.0
23.2
(2.5)
919.2
340.1
579.1

9,488.8
5,784.9
3,703.9
2,689.7
1,014.2
58.7
34.1
921.4
331.7
589.7
1.36
294.0
1.88
293.6
2.68
297.0
1.35
296.0
1.57
287.5
Growth (%)
Revenue
Operating income
Net income
35.9
42.2
38.4
42.0
41.5

International Management
This page intentionally left blank
International Management
Culture, Strategy, and Behavior
Eighth Edition
Fred Luthans University of Nebraska–Lincoln Jonathan P. Doh Villanova University
INTERNATIONAL MANAGEMENT: CULTURE, STRATEGY, AND BEHAVIOR, EIGHTH
EDITION Published by McGraw–Hill, a business unit of The McGraw–Hill Companies, Inc., 1221
Avenue of the Americas, New York, NY 10020. Copyright © 2012 by The McGraw–Hill
Companies, Inc. All rights reserved. Previous editions © 2009, 2006, and 2003. No part of this
publication may be reproduced or distributed in any form or by any means, or stored in a database
or retrieval system, without the prior written consent of The McGraw–Hill Companies, Inc.,
including, but not limited ... Show more content on Helpwriting.net ...
The advent of social networking and other media has transformed the way citizens interact and how
businesses market, promote, and distribute their products globally. The same can be said for mass
collaboration efforts occurring through digital, online technology for the development of new and
innovative systems, products, and ideas. Both social networking and mass collaboration bring new
power and influence to individuals across borders and transform the nature of their relationships
with global organizations. As in the past, these developments underscore and reinforce the
importance of understanding different cultures, national systems, and corporate management
practices around the world. Students and managers now recognize that all business is global and that
the world is now interconnected not only geographically but also electronically and psychologically;
it is hard to imagine any business or nonbusiness organization that is not directly affected by
globalization. Yet, as cultural, political, and economic differences persist, savvy international
managers must be able to develop a global mindset in order to effectively adjust, adapt, and navigate
the changing landscape they face on a day–to–day basis. In this new eighth edition of International
Management, we have taken care to retain the

“Glaxo Italia S.p.A.: The Zinnat Marketing Decision”
GLAXO ITALIA CASE
1. What are the relative advantages and disadvantages of co–marketing arrangements versus
direct sales? Why is Glaxo considering co–marketing for its new Zinnat antibiotic?
2. Evaluate Glaxo Italia's criteria for evaluating decisions about sales strategies (i.e., payback
and internal rate of return). What are the strengths and weaknesses of these criteria as
opposed to net resent value? On which criteria would you base your recommendation?
3. Evaluate the forecast. Are all relevant cash flows present? Are the assumptions reasonable?
Should the cost of new sales recruits be included in the forecast?
4. If, in response to the question above, you believe the analysis should be modified, do so and
prepare to discuss ... Show more content on Helpwriting.net ...
We then extrapolated Gross Margin and marketing expenses as percentages of
revenues just as Mr. Rottoli had in his forecast and were able to determine the
compensation cost for sales force #1 by assuming that the cost per salesperson would grow
by 4%, the inflation rate of the lira(as noted in Glaxo Case Study, Footnote 12). We then
included our costs for other expenses that we calculated in our first step above to come up
with our projected profits (or losses) for each year, which would prove to be our best proxy
for Glaxo Italia's free cash flows (FCF's) outside year 1996.
Once we finished calculating the FCF's, we calculated the necessary numbers to find the

weighted average cost of capital (WACC) (shown in Tables 1 and 3 for direct sales and comarketing
respectively) so we could discount our FCF's and find the net present value
(NPV) (shown in Tables 2 and 4 for direct sales and co–marketing respectively) of the
firm in either case. We wanted the NPV of the direct sales and Co–Marketing methods to
determine which method of business proved to be the highest value–adding activity for
Glaxo to undertake. From this, we would be able to make our recommendation as to how
sales of the new Zinnat should be made by Glaxo Italia S.p.A. Already given in Case

Fight Club Case Summary
Darden Graduate Business School administration was concerned with the school's reputation due to
the poor quality of work produced by the club. Therefore, the club was endangered of being
disbanded unless there was an improvement in client satisfaction. To improve client satisfaction and
OCI reputation, the leaders of OCI analyzed issues within the club and proposed initiatives to turn
the club in the right direction of productivity. During the process of analyzing issues within the club
it was observed that the rate of predicting the sizeable case load varied due to available resources of
the club along with clients expectations which resulted in the disconnect between the two.
Therefore, several applications of cases were rejected or discarded because of the feasibility of the
case along with clients viewing OCI as being a cheap source of labor. Although, the quality of
productivity by the club was in question, membership required cases to be continually assigned
which forced members to accept such projects poorly fit and unappealing. Leadership felt to
improve OCI reputation, advertising personal referrals was necessary to connect with the
community by using the faulty connections as leads. However, the faculty was hesitant with OCI
using their reputation to refer business knowing the club's performance level was poor. Another
approach to improve the club's reputation along with obtaining higher quality projects, the club
leaders considered soliciting businesses within Charlottesville thereby ... Show more content on
Helpwriting.net ...
Consequently, recruiting members within the club was difficult due to former member along with
second year students would converse with prospective first year students which resulted either in
negative or positive experiences about being a part of the club. Club leaders felt that if they would
offer credit for this particular course that would encourage recruits to join the

Case Study
UVA–OB–0167 Rev. Aug.16, 2011 JOHN WOLFORD (A) John Wolford, a vice president and
general manager for Eurotech–USA, awoke with a start and looked at his iPhone. "Damn it!" he
exclaimed angrily. He had carefully set its alarm for 5:00 a.m., and it was now well past 6:00 a.m. It
was Wednesday morning, and Wolford's mind raced as he thought about all the details he had to
attend to that day: a meeting with his boss, a funeral, a briefing from the CFO, and preparation for a
three–day trip to London, which required packing bags, confirming plane reservations, and paying
personal bills. To complicate matters, he would be attending a six–week residential management–
development program almost immediately after his return. He was ... Show more content on
Helpwriting.net ...
Copyright  1981 by the University of Virginia Darden School Foundation, Charlottesville, VA. All
rights reserved. To order copies, send an e–mail to sales@dardenbusinesspublishing.com. No part of
this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or
transmitted in any form or by any means–electronic, mechanical, photocopying, recording, or
otherwise–without the permission of the Darden School Foundation. ◊ –2– UVA–OB–0167 of a
business analyst, Jack Short, a recent MBA graduate from a prestigious Eastern business school.
Wolford formally reported to Lutz Boehm, president of Eurotech–USA, located in nearby San
Francisco, but he felt a stronger sense of responsibility to the managing director of the parent
company in London with whom he negotiated the annual objectives for his division. Beyond an
annual estimate meeting every December and a periodic profit review at corporate headquarters,
however, Wolford was able to function quite autonomously. Outside of work, Wolford had
numerous interests, although his 12–hour days and full email inbox every evening left him little
time to pursue any of them. He frequently described himself as an engineer at heart and loved to
tinker with mechanical devices, especially vintage cars. What

Case Analysis and Report Essay
Unit 6 Assignment 1
Case Analysis and Report
MBA 6018; Data Analysis for Business Decisions
Dr. Hannon
Lynette
Capella University
December 26th, 2012
Table of contents
introduction: Destination marketing ....................................................... Pg. 3
Honeymoon Destinations Market ............................................................. Pg 3
Data Analysis ................................................................................. PGS 3–4
First case scenario .......................................................................... pgs 4–7
recommendation......................................................................... pgs 7–9 second case
scenario........................................................................ pgs 9–12 third case scenario
........................................................................ pgs 12–15 recommendations for 2nd and
3rd................................................ pgs 15–17 references
.......................................................................................... pg 18
1. Introduction: destination marketing ... Show more content on Helpwriting.net ...
Now, although the data above provides a broad gauge as to the most successful channels, the report
further investigates if these two channels continues to be the best options on the basis of two income
group levels–by dividing the data set into a low–income and a high–income group. (See table
below) | Low Income Group ($24,000–$69,000) | | Bridal Shops (V45) | Bridal Magazines (V46) |
Travel Magazines (V47) | Department Stores (V48) | Travel Agent (V49) | Video Rental Stores
(V50) | Jewelry Stores (V50) | Bookstores (V52) | Mode: | 0 | 1 | 1 | 0 | 0 | 0 | 0 | 0 | Count: | 55 | 55 |
55 | 55 | 55 | 55 | 55 | 55 | Sum | 19 | 45 | 43 | 12 | 13 | 10 | 9 | 24 |
| High Income Group ($70,000–$92,000) | | Bridal Shops (V45) | Bridal Magazines (V46) | Travel
Magazines (V47) | Department

Jamie Turner at Mli, Inc. Harvard Business Brief Case
THOMAS MORE COLLEGE ACCELERATED DEGREE PROGRAM MASTERS OF BUSINESS
ADMINISTRATION
MGT–MBA 611: MANAGEMENT, ORGANIZATIONAL BEHAVIOR AND DESIGN
Participant Module
MBA Cohort 72
Rob Harris Eddie Ostriecher August 2012 Thomas More College
MGT 611 Course structure and grading policies
Course Description
The goal of this course is to introduce students to the MBA program through the study of various
instrumental techniques and management concepts. Students will learn writing and research
requirements that build critical thinking skills in the evaluation on and reflection on managerial
decision making, teaming, communication protocols, motivation of employees and firm
performance.
Course Topics:
MGT 611 is organized around the following ... Show more content on Helpwriting.net ...
Chapter 2 Harvard Press Book (2006). Performance management: Measure and improve the
effectiveness of your employees. (Chapter 2) Motivation: The Not–So–Secret Ingredient of High
Performance. Harvard Business School Publishing. Cambridge, MA. Lynn, I., Hodge, Y. & Yemen
G. (2007). Teamwork turmoil. University of Virginia Darden School Foundation. Beamish, P. &
Jiang, R. & (2011). The Chinese fireworks industry. Richard Ivey School of Business Foundation.
Kaplan, R.S. (2010). Leading change with strategy execution system. Harvard Business School
Publishing. Cambridge, MA. Karkhardt, D. & Hanson, J. (1993). Informal networks: The company
behind the charts. Harvard Business School Publishing. Cambridge, MA. Katzenbach, J. & Smith,
D. (1993). The discipline of team. Harvard Business Review. President and Fellows of Harvard
College. Kerr, S. (1995). On the folly of rewarding A, while hoping for B. Academy of Management
Executive. 9 (1), 7–14 Download on class site Kramer, R.M. (2003). The harder they fall. Harvard
Business School Publishing. Cambridge, MA. Montgomery, C.A. (2005). Newell Company:
Corporate Strategy. Harvard Business School Press.
2

Cohort 72
MGT 611 Course structure and grading policies
Pfeffer, J. & Sutton, R.I. (2007). Do Financial Incentives drive company performance? Harvard
Business School

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