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Pacific National Industries, Inc.
West, June A.; Haskins, Mark E.Case DARDEN-G-0646-EKnowledge and CommunicationEric Walsh, newly promoted director of aviation for Pacific National Industries, Inc. (PNI), is one week away from having to make his very first presentation to the company’s COO and CFO. PNI is one of the country’s largest chemical companies, and maintained four aircraft and a team of flight and maintenance crewmembers to facilitate executive travel to and from the company’s many plants and operating complexes. Walsh enters his new position and ...Starting at €8.20
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Intel Corp. - Bring Your Own Device
V. Joseph Compeau; Nicole R.D. Haggerty; Ramasastry ChandrasekharCase IVEY-9B13E002-EInformation Technologies, StrategySince early 2009, the information technology (IT) division of a leading manufacturer of semiconductor chips had noticed a growing trend among the company’s 80,000 employees worldwide to bring their own smartphones and storage devices to their individual workstations. Recognizing that Bring Your Own Device (BYOD) was not a passing fad but a growing phenomenon, the company decided in January 2010 to formally implement this initiative. As the compan...Starting at €8.20
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ConocoPhillips Confronts a Crisis: What's the Message? (B)
West, June A.; Maiden, Stephen E.; Connery, Bruce; Soltis, SteveCase DARDEN-S-0348-EStrategyThis case, a follow-up to "ConocoPhillips Confronts a Crisis: What's the Message? (A)" (UVA-S-0347), explores ConocoPhillips' ongoing struggle with the fallout from the COVID-19 pandemic. The company decided to act and talk to the market via a call where the executives would speak to the company's position, but as the situation continues to worsen and COVID-19 shows no signs of going away, ConocoPhillips and its senior vice president of corporate...Starting at €5.74
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ConocoPhillips Confronts a Crisis: What's the Message? (A)
West, June A.; Maiden, Stephen E.; Connery, Bruce; Soltis, SteveCase DARDEN-S-0347-EStrategyThis field-based case explores what happened when the COVID-19 pandemic hit the world's oil market. ConocoPhillips, a global leader in energy exploration and production, had withstood many oil price cycles in its time, but COVID-19 caused a crash that sent prices plummeting and investors scattering. Ellen DeSanctis, the senior vice president of corporate relations for ConocoPhillips, needed to collaborate with her executive colleagues to develop...Starting at €8.20
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Harry Rosen: Digitizing Customer Relationships
Vania Sakelaris; Nicole R.D. HaggertyCase IVEY-W27514-EInformation Technologies, StrategyIan Rosen, the recently appointed executive vice-president of Digital and Strategy at Harry Rosen Inc. (Harry Rosen), a successful men’s retail chain founded by Ian’s grandfather in 1954, must decide on a technology solution to support the advancement of his proposed digital strategy for Harry Rosen. The decision-making challenges he is encountering in early 2020 are compounded by the onset of the global pandemic and resulting impacts on the luxu...Starting at €8.20
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Corteva Agriscience: Seeding a New Company (B)
West, June A.; Simko, Paul J.; Maiden, Stephen E.; Soltis, SteveCase DARDEN-BC-0296This case, a follow-up to “Corteva Agriscience: Seeding a New Company (A)” (UVA-BC-0295), provides an epilogue to the story of Jim Collins, CEO of Corteva Agriscience (Corteva), and a look at the ongoing strengths of the company he had helped to build.Starting at €5.74
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Corteva Agriscience: Seeding a New Company (A)
West, June A.; Simko, Paul J.; Maiden, Stephen E.; Soltis, SteveCase DARDEN-BC-0295This case introduces Corteva Agriscience (Corteva) and its CEO, Jim Collins. Corteva was the corporate offspring of a 2015 merger between Dow and DuPont, two of the world’s largest chemical companies. It was created to be the agriculture business that tieStarting at €8.20
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Privacy Issues and Monetizing Twitter
Deborah Compeau; Nicole R.D. Haggerty; Shady FraihaCase IVEY-9B11E002-EEntrepreneurship, Information Technologies, StrategyIt was early 2010, and the Twitter Trio, the founders of Twitter, were faced with a changing market situation and pressures to make money. Twitter was a free service that had been operating without a viable business plan since 2006. In early 2010, Twitter was still not making enough money and it was time that Twitter showed a real return on investment. The Trio had to decide on a business model that was competitive. There was a data-mining projec...Starting at €8.20
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Fingerhut's Price Strategy (B): Epilogue
West, June A.Case DARDEN-E-0289-EBusiness Ethics and Corporate Social ResponsibilityThis epilogue tells the story of Fingerhut when it was acquired by Federated Department Stores for $1.7 billion, at the height of the internet bubble. Federated was interested in Fingerhut’s order fulfillment systems as a possible prototype for its own on-line store. That on-line venture never materialized, and Federated began to sell Fingerhut in pieces. It was purchased by the original owner and a Minnesota entrepreneur who are in the process o...Starting at €5.74
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Ushahidi - Teaching Note
Nicole R.D. Haggerty; Alex JepsonTeaching Note IVEY-8B14E010-EEntrepreneurshipTeaching note for product 9B14E010.Starting at €0.00