ParkMyCloud (PMC) was founded in 2015 and is an SaaS platform operating in the cloud services space. Cloud providers such as Amazon Web Services, Microsoft Azure, and Google Cloud Platform charge per usage hour, much like a utility. ParkMyCloud saves users money on that utility by monitoring usage and turning it off and on when appropriate. While this service itself is fairly standard, cloud providers continue to develop new features and offerings to differentiate themselves. ParkMyCloud must respond to these changes while maintaining its competitive advantage for mutual growth. How should PMC approach growth to capitalize on changes in the space?
ParkMyCloud (PMC) is a young company with finite resources. When it comes to scaling, Founder and CEO Jay Chapel sees a lot of potential in establishing strategic partnerships. At this stage, the right partnership could dramatically expand PMC’s penetration into new regions, verticals, or markets. As a company based in the D.C. metropolitan area, targeting the federal cloud space is an obvious approach, but it comes with additional costs; Chapel needs to have greater confidence in the potential yield if PMC is to proceed down that route. Chapel wants to know: What is the size of the opportunity the federal market presents for cloud cost control and optimization and at what cost?
As ParkMyCloud (PMC) is still in early stages, customer feedback has played a significant role in product development. The cloud providers PMC services are also quickly evolving to meet a wider market. As CTO, Bill Supernor must take a hard look at what is on the horizon for these providers to determine where to expand feature sets.
Should PMC continue dedicating most of their resources to expanding feature sets around a single cloud provider—the industry leader—or build out features across the board?
Occupy SLU: The Case of the Clock Tower Accords is a narrative of the events related to the October 2014 occupation of the Saint Louis University (SLU) campus by protestors associated with the Black Lives Matter movement. The narrative begins with the August 2014 killing of Michael Brown in Ferguson, MO, and proceeds with a description of the confluence of events and circumstances that led to the campus occupation. It then focuses on the heart of the case: the dramatic, week-long occupation and the agreement that ended the occupation, known as the Clock Tower Accords.
The story of Occupy SLU is complex, multi-faceted, and fi lled with many characters. We have found this case helpful in teaching to accomplish the learning objectives listed below; because the case is so rich, it may be useful for many other purposes.
The case offers numerous instances of dilemma-laden decision-nodes. A key feature of the case is that it provides an opportunity for readers to ask fundamental moral and social questions: Who are we? What kind of institution is this? What traits do we want to embody, as individuals and as a community? A second key feature of the case is that it provides an opportunity for readers to compare and contrast command-and-control versus cooperative approaches to leadership as well as technological versus entrepreneurial approaches to problem-solving.
As CAVA grows, so do its staffing needs. However, as a restaurant company, CAVA does not see much in the way of potential new hires seeking long-term career opportunities. This needs to change if Dave McKlveen, VP of People + Culture, is to combat turnover and create stability within the organization. How should CAVA approach hiring to reduce turnover?
As CAVA launches new CAVA Grill locations across the United States, the team will need to ensure brand consistency while appealing to broader and more diverse markets. Meg Schiffman, Director of Marketing, has established and disseminated brand standards internally, learning from experience via testing different marketing approaches. To get ahead of stresses brought about by CAVA’s aggressive growth, they will need a broader understanding of the brand’s core appeal so they can articulate it to customer prospects in new regions. How can CAVA make good on its brand promise with every consumer interaction?
As a restaurant company, CAVA’s ability to grow effectively and efficiently is dependent on their team members’ ability to make the best decisions every day on the job. Team members are key to CAVA’s continued success, and as such, they require continuous training—from initial employee onboarding to rollouts of new initiatives and improvements to existing operations.
Maintaining and improving training operations is one of Lori Goldstrohm’s jobs as VP of Operations Services. How should Goldstrohm approach improving training operations to ensure that CAVA has well-equipped, quality employees at every level?