Harrington

Case Solution for Marriott Corporation

Complete Case details are given below :

Case Name :      Marriott Corporation
Authors :           Diana Harrington
Source :             Darden School of Business
Case ID :           UV2070
Discipline :        Finance
Case Length :    25 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case describes management’s sequential reevaluation of Marriott’s debt capacity and the decision about how to invest this unused debt.
 
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Case Solution for Star Appliance Company (A)

Complete Case details are given below :

Case Name :      Star Appliance Company (A)
Authors :           Diana Harrington
Source :             Darden School of Business
Case ID :           UV2065
Discipline :        Finance
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
An introduction to estimating the cost of capital, this case provides sufficient data for using a variety of methods for estimating the cost of equity, including the capital-asset-pricing model, and allows students to use their cost of capital in analyzing several investment projects
 
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Case Solution for Watson Children’s Shelter

Complete Case details are given below :

Case Name :      Watson Children’s Shelter
Authors :           Bambi Douma, Jeffrey P. Shay, Michael Harrington
Source :             North American Case Research Association (NACRA)
Case ID :            NA0349
Discipline :        Strategy
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Watson Children’s Shelter (Watson) was a private, independent, charitable non-profit organization located in Missoula, MT, that provided emergency shelter to children. Watson was a licensed emergency care provider, offering a safe, nurturing environment for children who were victims of physical, sexual, and/or emotional abuse, neglect, abandonment, or family crisis. Many of the children arriving at the shelter were severely emotionally disturbed or learning disabled. Other children arrived as victims of secondary abuse, coming from situations in which they observed domestic violence, substance or sexual abuse. Watson was founded in 1977 and had been under the leadership of Fran Albrecht since 1997. Albrecht had an excellent reputation as a leader and manager of this non-profit. It was June 2011 when Albrecht was deciding which of three alternatives to recommend to her Board of Directors, as Watson faced a tough operational situation. Watson and its Board had gone through a time-consuming due diligence process that led them to the decision to expand and build an additional facility. Within a year after the second facility was finished, placements of children had decreased dramatically; where Watson had been turning away approximately two children per week, it now had excess capacity in each facility and even had closed one facility part of the time. Albrecht’s research into the decreased placements led her to a policy change by the main referring agency-it was now taking a “family preservation” approach rather than referring directly to an emergency provider such as Watson.It was a case of Albrecht and her Board having done lots of due diligence and then being blindsided by a decision made by an external constituent. She was concerned about the public perception and the impact on her organization and the Board members, as well as other stakeholders, including the children. She knew Watson had to adapt and act quickly, but she was not certain which alternative to take.
 
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