In 2012, Carvana Co., an e-commerce platform for buying used cars, hosted a competition called "Don't Get Kicked!" wherein 570 teams competed to predict if a car purchased at auction was a "kick" (i.e., a bad buy)—a vehicle with a major defect. At the time of the competition, data science was a burgeoning field, and industry watchers wondered if machine learning could help a company such as Carva
Carla is at a crossroads. She's in dire financial straits and seriously considering leaving her husband of 20 years. A group of her friends has invited her to vacation with them at the annual revival of a megachurch south of where she lives, and Carla desperately wants to go with them to have a chance to think and pray, but she needs at least $400 for the trip, and her options are once again askin
From a single boutique in Damascus, Syria, in 1955, the Chalhoub Group had grown by 2019 to operate more than 650 luxury retail stores in 14 countries throughout the Middle East and North Africa. By blending its knowledge of luxury and its unique Middle East expertise, the Group had built a powerhouse of brands, enjoyed a reputation for excellent service with all its partners, and offered a differ
Karen Miner is a partner at a management consulting firm, and she is becoming increasingly resentful of another partner who consistently prioritizes their family life, while letting others pick up their slack at their busy office. When Miner vents about it to trusted colleagues, she finds that they agree that it is a big problem, and pervasive throughout the office. With this case, students can ro
Peloton had redefined many things about the boutique exercise experience, bringing it into members' homes and eliminating per-class fees of roughly $34, instead charging $40 per month. Rather than chatting with a pal beside the gym locker for a few moments before class, customers had Peloton's online community of hundreds of thousands of people who interacted with one another digitally throughout
Following an A case that presents the dominant narrative around the causes and remedies for the Great Depression, this B case provides correspondence between outgoing president Herbert Hoover and president-elect Franklin D. Roosevelt. In 1933, economic conditions turned suddenly worse, and opinion was divided on the question of whether demand shocks or supply shocks had caused the Great Depression
In February 1933, President Herbert Hoover reviewed the past four years of his administration. He had met a stock market crash and a recession that worsened into the Depression with actions out of the playbook of Republican "orthodoxy": balanced budgets, tax reduction, protectionism, and community relief based on volunteerism. Yet as the Depression deepened, Hoover pivoted toward policies that pus
In the A case, F-1890, the leaders of the Federal Reserve Board (FRB) and the US Treasury confronted questions that seemed likely to shape the Federal Reserve (Fed) for years to come. What should be the Fed's role in the American economy? How should the Fed help resolve World War I's debt burden and the resulting inflation? What reforms, if any, should the monetary authorities seek? Perhaps most i
In March 1921, the Federal Reserve Board (FRB) wrestled with setting monetary policy during a severe economic contraction, called by many a depression. FRB members disagreed over whether to respond to the depression, and if so, how. The depression had sparked a crisis of purpose and policy within the FRB. For the past six years, FRB leaders had been trying to get the Treasury to allow the Federal
In May 1932, US president Herbert Hoover and British prime minister Ramsay MacDonald called for leaders from 65 nations to attend the World Economic Conference, scheduled to occur in the winter of 1933 after the American presidential election. Hoover turned his attention to the instructions he would have to give to the American delegation about the forthcoming conference. Arguments by pundits, cri
In this B case, the actual events of the 1933 World Economic Conference are summarized, along with the actions and intentions of newly elected President Franklin D. Roosevelt, and reactions by the domestic press and the international community. It also includes the text of his remarks to the conference.
While organizations have been collecting data for years, not all businesses have the talent, culture, and systems in place in order to take advantage of their data. This case uses Walker Advertising, a company that partnered with law firms to advertise their services, to discuss broader themes around the role of data science in a traditional business. Predictive modeling is a crucial function of b
