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Delivering the Goods at Shippo
by Jeffrey J. Bussgang Olivia Hull Jeffrey RayportLaura Behrens Wu, CEO of software start-up Shippo, prepares her pitch for a Series A funding round following a successful seed round. Customer adoption of Shippo's e-commerce dashboard application, which allows small and medium retailers to compare delivery rates between shipping providers and print package labels, has been steady in the nine months since it went live. But traction with the firm's developer-friendly product, an API that allows large enterprise customers to automate their shipping needs, had initially been slow until one customer single-handedly tripled the API label volume in late August. Now in November 2014, with nine months of runway remaining, Behrens Wu must decide where to direct the company's limited resources. Should Shippo stay focused on the app while raising the next round of funding, pivot to an API-focused strategy, or pursue both products?
Delivering the Goods at Shippo
by Jeffrey F. Rayport Jeffrey J. Bussgang Olivia HullLaura Behrens Wu, CEO of software start-up Shippo, prepares her pitch for a Series A funding round following a successful seed round. Customer adoption of Shippo's e-commerce dashboard application, which allows small and medium retailers to compare delivery rates between shipping providers and print package labels, has been steady in the nine months since it went live. But traction with the firm's developer-friendly product, an API that allows large enterprise customers to automate their shipping needs, had initially been slow until one customer single-handedly tripled the API label volume in late August. Now in November 2014, with nine months of runway remaining, Behrens Wu must decide where to direct the company's limited resources. Should Shippo stay focused on the app while raising the next round of funding, pivot to an API-focused strategy, or pursue both products?
Delivering Time Management for IT Professionals: A Trainer's Manual
by Dr Jan YagerIf you want to create an efficient and high performing team, use this book to help your employees develop strong time management skills that will bring personal and team success.
Delivery of Goods under Bills of Lading
by Anders MøllmannProbably the core characteristic of a bill of lading is that the original bill of lading must be presented at the port of destination for a consignee to be entitled to delivery of the goods and for the carrier to get a good discharge of its delivery obligation by delivering the goods to said consignee. This notion is accepted virtually worldwide, but the more precise content of the "presentation rule" differs from jurisdiction to jurisdiction. Furthermore, and of importance, the legal basis establishing the "presentation rule" differs. With the technological advances in maritime transport as well as in communications technology and the emergence of more complicated trading patterns, a system where a specific tangible piece of paper issued at the port of loading has to be presented at the port of discharge to obtain delivery of the goods seems almost archaic and can obviously create problems. Thus, in practice very often – especially in some trades such as the oil trade – the bill of lading is not available at the port of discharge when the ship is ready to deliver the cargo. The book will first analyse the "presentation rule", its finer contents and its legal basis. It will then go on with (legal) analyses of three developments and responses to the problems that the bill of lading system gives rise to in practice, viz. the commercial, the international legislature’s, and the technological response. The commercial response analysed here consists of contractual exemption or limitation clauses in the bill of lading set up as a defence against claims for misdelivery. The international legislature’s response denotes the adoption of the Rotterdam Rules which as the first international convention on carriage of goods by sea includes elaborate rules on delivery of the goods. Finally, the technological response denotes the possibility of using electronic (equivalents of) bills of lading. The analyses will include a comparative approach examining both English and Scandinavian law to elucidate the issues with greater clarity.
Delivery Problems at Arrow Electronics, Inc. (A)
by Frances X. Frei Andrew Mcafee Kerry HermanDescribes a dramatic decrease in service levels (on-time shipments) from the warehouse network of a large electronics distributor. Students need to analyze the root cause of the problem and propose actions. A rewritten version of an earlier case.
Delivery Problems at Arrow Electronics, Inc. (A)
by Andrew McAfee Frances X. Frei Kerry HermanDescribes a dramatic decrease in service levels (on-time shipments) from the warehouse network of a large electronics distributor. Students need to analyze the root cause of the problem and propose actions. A rewritten version of an earlier case.
Dell Computer Corp.
by Das Narayandas V. Kasturi RanganTraces the evolution of the personal computer industry over the last 20 years and uses this as a backdrop to look at how Dell Computer Corp. grew from a small start-up to a multi-billion-dollar company in a decade. Dell is now faced with a set of decisions on the product markets it needs to serve in order to sustain its growth profitably into the future.
Dell Computer Corp.
by Peter Tufano Jonathan S. HeadleyTina Chen, chief investment officer of a large insurance company, hears accusations by a Kidder Peabody equity research analyst that Dell Computer Corp. might be improperly accounting for what he suspects are large foreign exchange losses resulting from speculation. She must recommend what position to take in Dell's stock and attempts to understand the various financial instruments and strategies Dell could have used in its foreign exchange operations. She must also understand how Dell accounted for its foreign exchange transactions and make some sense of the conflicting views of outside experts on the controversy.
Dell Computers (A): Field Service for Corporate Clients
by Frances X. Frei Corey Hajim Amy C. EdmondsonExplores the highly successful PC and low-end server manufacturer's entry into the large-scale server market in the United States. A key difference of this new market is the intense service element required to support the larger hardware. Specifically, the industry standard is to have a technician onsite with a required part within four hours of problem diagnosis. This type of service presents a problem for Dell, as its potential customers are widely dispersed throughout the United States. Should Dell create an in-house field service team to ensure service quality and maintain control of its customer relationships or outsource the field service to a third-party provider? Complicating the issue is the presence of IBM, the biggest player in the large-scale server market.
Dell--New Horizons
by Marie Bell V. Kasturi RanganFounded in 1984, Dell Corp. has achieved phenomenal growth, and by 2000 had topped $25 billion in sales and over $2 billion in net income. In the 4th quarter of 2000, however, the PC industry's average 30-year growth rate crashed to a negative 10%. Dell must make difficult decisions on how to sustain its profitability in light of its broad product portfolio--PCs, workstations, and servers on storage products for a broad cross section of customers in the United States and worldwide. Should it stay the course or fundamentally change strategy?
Dell Online
by Marie Bell V. Kasturi RanganDell started online commerce for its PCs in 1996, and by 1997 had achieved a sales rate of $3 million a day. The case describes the internal process that led to these dramatic results and poses the question of how the firm should leverage this activity to meet Michael Dell's goal of achieving 50% of the company's anticipated $20 billion in sales by the year 2000 via Internet channels.
Dell Technologies: Bringing the Cloud to the Ground
by V. Kasturi Rangan Navid MojirThe case tells the story of Dell Technologies and its efforts to revitalize its value proposition and escape a commodity trap by acquiring EMC for $67 billion -- the largest tech acquisition in history. It also shows the deeply intertwined connections between a company's business strategy and its go-to-market operations.Michael Dell founded Dell Inc. in 1984 to assemble PCs. The company quickly became the market share leader by the end of the century. By 2008 (before the recession), Dell had expanded into servers, networking and storage, as well as services. Still, the hardware market was beginning to commoditize, with the trend accelerating after the recession. EMC, founded in 1979, had a similar story. It became the dominant player in data storage through early 2000 only to find that new technologies and nimble competitors were putting its business under severe commodity pressure by the turn of the century. Thus in 2015, when Dell made a $67 billion acquisition of EMC, many knowledgeable IT industry observers found it hard to comprehend the logic of two commodity/hardware players coming together. By then, most enterprises, large and small, were eyeing digital transformation. Cloud service providers such as Amazon Web Services, Microsoft Azure, and Google Cloud seemed to be serving their needs. Thus, Michael Dell had to carefully construct a strategic position for the newly constituted Dell company in the rapidly evolving IT market space. In addition, Dell and EMC also had to decide how to merge their Go-to-Market operations to gain the synergies promised by the merger. Dell had over 365,000 customers and EMC nearly 430,000. Dell had 17,000 salespeople and EMC, 7,000. Each had over 10,000 channel partners. Adding a wrinkle to the merger was a third actor, VMware, an independently listed cloud software company, 80% owned by the new Dell Technologies entity. Integrating their software capability would be an exciting opportunity and a challenge.
Dell's Working Capital
by Aldo Sesia Richard S. RubackDell Computer Corp. manufactures, sells, and services personal computers. The company markets its computers directly to its customers and builds computers after receiving a customer order. This build-to-order model enables Dell to have much smaller investment in working capital than its competitors. It also enables Dell to more fully enjoy the benefits of reduction in component prices and to introduce new products more quickly. Dell has grown quickly and has been able to finance that growth internally by its efficient use of working capital and its profitability. This case highlights the importance of working capital management in a rapidly growing firm.
Deloitte & Touche (A): A Hole in the Pipeline
by Jane Roessner Rosabeth Moss KanterDeloitte & Touche was losing talented women, and CEO Mike Cook wanted to stop the loss, especially as the accounting and consulting fields became more competitive. The firm commissioned an analysis of the situation; now it had to consider the results and develop a plan change.
Deloitte & Touche (B): Changing the Workplace
by Jane Roessner Rosabeth Moss KanterDeloitte & Touche women's initiative changed the workplace culture at the firm, solved retention problems, and brought external benefits. Now a new CEO must decide how to take this a step further as competition for talent was even stronger, young people had different needs and aspirations, and the firm's global offices had not yet embraced this U.S. initiative.
Deloitte & Touche Consulting Group
by David M. Upton Christine SteinmanExamines two dilemmas often faced by an operations consultant. First, the dual responsibility to both client and consulting firm. Second, the management of the often competing pressure to deliver immediate results, at the same time laying the foundation for long-term performance improvement.
Deloitte's Pixel (A): Consulting with Open Talent
by John Winsor Kerry Herman Michael L. TushmanDeloitte Consulting's General Manager Balaji Bondili, head of Pixel, considers how best to grow Deloitte Consulting's use of open (on-demand) talent, as consulting companies and their clients face transformative change in the way client engagements and projects get done. Pixel, started in 2014, helps facilitate open (or on-demand) talent and crowdsourcing for Deloitte Consulting client engagements, to access specific, difficult-to-find expertise, collaborate to develop new products and/or insights, and to design, build, and test new digital assets. Bondili has found some avid users-and evangelists-of Pixel's services among Deloitte Consulting's principals, however uptake across the broader organization has been slow, and in some pockets has met with deep resistance.
Delphi Corp. and the Credit Derivatives Market (A)
by Stuart C. Gilson Victoria Ivashina Sarah L. AbbottIn 2005 Jane Bauer-Martin, a hedge fund manager, is considering what she should do with the fund's large investment in the publicly traded bonds of Delphi Corp., a financially troubled auto parts supplier. Delphi is General Motor's key auto parts supplier, and, like GM, it is burdened with large pension and other retiree liabilities that threaten to push it into bankruptcy. Bauer-Martin is considering using various credit derivatives (credit default swaps, credit-linked notes, credit default swap indices, total return swaps, etc.) to hedge her position in Delphi debt, or to speculate on future Delphi bond prices.
Delta Air Lines (A): The Low-Cost Carrier Threat
by Jan W. Rivkin Laurent TherivelIn the 'Delta Air Lines (A): The Low-Cost Carrier Threat' case, the top management of Delta Air Lines must decide how to respond to the threat posed by low-cost carriers such as Southwest and JetBlue. Among the options considered is the launch of a low-cost subsidiary by Delta itself. Prior efforts to launch a low-cost subsidiary, by Delta and by other full-service airlines, have failed. Can Delta devise a better response?
Delta Blues: U.S.-Vietnam Catfish Trade Dispute (A)
by Regina AbramiExamines the growing tensions between strategies of national development and the rules of international business. At issue is how increasing globalization is changing the rules of national development for both developing and developed countries. The comparative focus on aquaculture, and the catfish industry in particular, also offers a window into a growing international industry and its potential as a source of poverty alleviation around the globe. Also discusses the U.S. antidumping policy and its processes of investigation.
Delta Blues: U.S.-Vietnam Catfish Trade Dispute (B)
by Alan W. Tu Regina AbramiAn abstract is not available for this product.
Delta Empire: Lee Wilson and the Transformation of Agriculture in the New South (Making the Modern South)
by Jeannie WhayneIn Delta Empire: Lee Wilson and the Transformation of Agriculture in the New South Jeannie Whayne employs the fascinating history of a powerful plantation owner in the Arkansas delta to recount the evolution of southern agriculture from the late nineteenth century through World War II. After his father's death in 1870, Robert E. "Lee" Wilson inherited 400 acres of land in Mississippi County, Arkansas. Over his lifetime, he transformed that inheritance into a 50,000-acre lumber operation and cotton plantation. Early on, Wilson saw an opportunity in the swampy local terrain, which sold for as little as fifty cents an acre, to satisfy an expanding national market for Arkansas forest reserves. He also led the fundamental transformation of the landscape, involving the drainage of tens of thousands of acres of land, in order to create the vast agricultural empire he envisioned. A consummate manager, Wilson employed the tenancy and sharecropping system to his advantage while earning a reputation for fair treatment of laborers, a reputation -- Whayne suggests -- not entirely deserved. He cultivated a cadre of relatives and employees from whom he expected absolute devotion. Leveraging every asset during his life and often deeply in debt, Wilson saved his company from bankruptcy several times, leaving it to the next generation to successfully steer the business through the challenges of the 1930s and World War II. Delta Empire traces the transition from the labor-intensive sharecropping and tenancy system to the capital-intensive neo-plantations of the post--World War II era to the portfolio plantation model. Through Wilson's story Whayne provides a compelling case study of strategic innovation and the changing economy of the South in the late nineteenth century.