DOCSLIB.ORG

Cp Handbook 2017-18

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Cp Handbook 2017-18 CRIMSON PARENTS HANDBOOK A guide for parents at HBS CRIMSON PARENTS HANDBOOK EXCERPT This handbook was compiled for the use of Crimson Parents, a Student Club at Harvard Business School. Its contents are based on the results of a sur- vey completed by some members of Crimson Parents in May 2017 and on content shared by members of Crimson Parents on social medial during the 2016-2017 academic year. Our hope is that this handbook will provide the most recent, up-to-date advice for HBS students and partners for the 2017- 2018 academic year. Crimson Parents does not accept sponsorship nor has Crimson Parents been paid to share any of the enclosed advice or recommendations. Crimson Parents does not assume any responsibility or any liabilities for any negative outcomes or damages that may result from the use of any services, pro- ducts, or anything discussed in this handbook. Written by Crimson Parents Leadership and the Media Committee 2017-2018: Brittany Boren Lorena Reyes Roberto Morfino Sarah Jane Fourness For more information about Crimson Parents, please visit our website: https://crimsonparents.wordpress.com/ Crimson Parents, A Student Club at Harvard Business School, Handbook 3 4 Crimson Parents, A Student Club at Harvard Business School, Handbook CRIMSON PARENTS HANDBOOK TABLE OF CONTENTS Section 1: Getting Involved in Section Life & HBS Events page 7 Section 2: Babysitters, Pre-K Child Care, & Libraries 15 Section 3: Crimson Parents Activities and Events 21 Section 4: Schools 29 Section 5: Doctors and Healthcare 33 Section 6: Fitness & Sports Activities 43 Section 7: Well-being and Personal Care 49 Section 8: Household 55 Section 9: Technology 63 Section 10: Food 67 Section 11: Birthday Parties 73 Section 12: Activities Outside of Crimson Parents 77 For more information about Crimson Parents, please visit our website: https://crimsonparents.wordpress.com/ Crimson Parents, A Student Club at Harvard Business School, Handbook 5 6 Crimson Parents, A Student Club at Harvard Business School, Handbook Section 1: Getting Involved in Section Life & HBS Events Section life As a student with (a) child(ren) how did you ensure that you got the most out of your MBA experience and section life in particular? The MBA experience has so much to offer to not only single students but also families. However, combining family life with the MBA experience requires a bit of effort, some planning ahead and occasional trade-offs on the side of the student-parent, but is definitely worth it. Section-orga- nized events are usually late at night and often involve activities that are not always family-friendly. Crimson Parents found that it helps a lot if the student makes sure that the needs of the family are taken into account when planning to attend events. Moreover, balancing academics, family life, and social activities requires some trade-offs: parents should be rea- listic about the extent they will be able to get involved in social activities with their section and carefully select what events they want to attend. If you are able to go to all the events, great! If not, it’s no big deal either, there will always be something else to do so you can catch up with sec- tion mates. Despite the challenges, fellow section members who do not have children are generally thrilled at the opportunity to interact with the children of their classmates, so don’t be shy about bringing your children to section events or to any informal gatherings of section members, if at all possible. The more you are there, the more likely section members are to remember you in theirs plans for future events! On the other hand, family-friendly networks such as Crimson Parents offer a great opportunity to interact with people who are in a similar situation and participate in activities that will suit students, partners, and kids alike. Ultimately, the overall experience depends a lot on the student’s ability to create her/his own inclusive network of friends and forge a subset of strong relationships with like-minded people. If you find that section events just don’t work for your family, remember this tip: host, host, host! (And do Crimson Parents, A Student Club at Harvard Business School, Handbook 7 it often!) Hosting small groups in your own home is an incredible way to really get to know the student’s section members and also other families or individuals you just want to get to know better. Host dinners or game nights after kids go to bed, organize a picnic with another family on Baker Lawn, or have your neighbors over for dessert. It doesn’t have to be fan- cy. Boxed brownies and pizza are always a hit! Invite someone you really don’t even think you have anything in common with. You really never know who you’ll hit it off with. Further, section members love coming to the homes of “established” families, and other Crimson Parents families are always looking for friends. And really, it is far easier to actually get to know someone in the comfort (and quiet) of your own home rather than a noisy bar or restaurant. Don’t hesitate. Just host! On a scale of 1-10, 10 being the most and 1 the least, rate your section’s willingness to do family-friendly activities. Tips for helping your section do family-friendly activities: become a section leader. Taking over a section leadership role can be a great way to integrate into your section life and make a meaningful contribution. Section leadership includes roles such as the social planning committee but can also be simply making regular contact with section members. Having a parent (student or partner) involved in section leadership increased the number 8 Crimson Parents, A Student Club at Harvard Business School, Handbook of family-friendly events. But also be realistic about your expectations, students with families are a very small percentage of the overall section (generally just a few parents in each section), so not all events are going to be family-friendly. For those who did not get involved with leadership but still felt involved, they made sure that they participated in family-friendly events, including things like helping set-up and take-down. Showing a strong willingness to engage with the section and investing the extra time (which can feel overwhelming sometimes given the extra responsibilities parents already face) to be involved and invest in the relationships proved to be worth it in the long run. Sometimes making small considerations goes a long way: asking the section to make dinners/drinks early helps. Additionally, vo- lunteering to host events at your apartment if you have a larger place will mean that you can organize the event on your own terms. As a parent, do I need to pay the full section dues? Not necessarily. When it comes to section dues, consider requesting a dis- count to pay for the activities but not the partying, especially if you don’t drink alcohol or don’t plan on going to parties that often. What does it mean to be a parent partner? It should also be acknowledged that while some partners have little trouble fitting into the MBA experience, others struggle to feel like they are part of it. Some of the most common issues faced by those who did not feel involved in the MBA experience are: 1. They lived off-campus and worked full time →Crimson Parents will make an effort to schedule more weekend activi- ties to involve partners during the 2017-18 academic year. 2. The student’s section made no effort to have family-friendly events →Parents have the opportunity to be involved in section leadership, the- reby having an impact on how family-friendly section events are. Getting Crimson Parents, A Student Club at Harvard Business School, Handbook 9 involved with section leadership means that as a partner, you help deter- mine the time, location, and whether or not alcohol is served at events. And don’t forget you can take things into your own hands by hosting more intimate events with section-mates events in your own home. 3. The high cost of hiring a babysitter →Crimson Parents has implemented a babysitting-swap which helps put parents in touch with other parents in their area so they may proactively organize baby-sitting sessions based off of a point-system. Crimson Parents helps families have a more fulfilling MBA experience At around 70 families, Crimson Parents forms a strong, unique community within the Harvard Business School. For many parent-partners, Crimson Parents provides the opportunity to create deep bonds with others in their situation, and there are ways to really own your HBS experience. Each year CP strives to become stronger by providing for the unique needs of student-families and especially partners. One survey respondent even stated that it was becoming a mother that really made her feel part of the HBS experience. Experiencing HBS as a parent is a truly unique, incredible opportunity, and Crimson Parents wants to help all parents and their child- ren get the most out of the brief two years here. Making big HBS events work for parents Holidazzle Did you go to Holidazzle, the RC Christmas party in Boston? If yes, how did you organize it? The vast majority of parents went to Holidazzle (80%) hired a baby sitter. Those who did not either had family living locally who were able to watch their child(ren) or they flew in their family members from other cities to watch the child(ren). A few parents living in student housing asked friends living in a nearby apartment who did not attend the party.
Load more

Recommended publications
  • Global Delivery and Takeaway Food Market
    +44 20 8123 2220 [email protected] Global Delivery and Takeaway Food Market Report 2021 https://marketpublishers.com/r/GD9E8CD81AE5EN.html Date: March 2021 Pages: 122 Price: US$ 2,350.00 (Single User License) ID: GD9E8CD81AE5EN Abstracts At the beginning of 2020, COVID-19 disease began to spread around the world, millions of people worldwide were infected with COVID-19 disease, and major countries around the world have implemented foot prohibitions and work stoppage orders. Except for the medical supplies and life support products industries, most industries have been greatly impacted, and Delivery and Takeaway Food industries have also been greatly affected. In the past few years, the Delivery and Takeaway Food market experienced a growth of XXX, the global market size of Delivery and Takeaway Food reached XXX million $ in 2020, of what is about XXX million $ in 2015. From 2015 to 2019, the growth rate of global Delivery and Takeaway Food market size was in the range of xxx%. At the end of 2019, COVID-19 began to erupt in China, Due to the huge decrease of global economy; we forecast the growth rate of global economy will show a decrease of about 4%, due to this reason, Delivery and Takeaway Food market size in 2020 will be XXX with a growth rate of xxx%. This is xxx percentage points lower than in previous years. As of the date of the report, there have been more than 20 million confirmed cases of CVOID-19 worldwide, and the epidemic has not been effectively controlled. Therefore, we predict that the global epidemic will be basically controlled by the end of 2020 and the global Delivery and Takeaway Food market size will reach XXX million $ in 2025, with a CAGR of xxx% between 2020-2025.
    [Show full text]
  • Economic Perspectives
    The Journal of The Journal of Economic Perspectives Economic Perspectives The Journal of Spring 2015, Volume 29, Number 2 Economic Perspectives Symposia The Bailouts of 2007–2009 Austan D. Goolsbee and Alan B. Krueger, “A Retrospective Look at Rescuing and Restructuring General Motors and Chrysler” W. Scott Frame, Andreas Fuster, Joseph Tracy, and James Vickery, “The Rescue of Fannie Mae and Freddie Mac” Charles W. Calomiris and Urooj Khan, “An Assessment of TARP Assistance to Financial Institutions” Robert McDonald and Anna Paulson, “AIG in Hindsight” Phillip Swagel, “Legal, Political, and Institutional Constraints on A journal of the the Financial Crisis Policy Response” American Economic Association Disability Insurance Jeffrey B. Liebman, “Understanding the Increase in Disability Insurance Benet 29, Number 2 Spring 2015 Volume Receipt in the United States” Pierre Koning and Maarten Lindeboom, “The Rise and Fall of Disability Insurance Enrollment in the Netherlands” James Banks, Richard Blundell, and Carl Emmerson, “Disability Benet Receipt and Reform: Reconciling Trends in the United Kingdom” Articles Darrell Dufe and Jeremy C. Stein, “Reforming LIBOR and Other Financial Market Benchmarks” Rainer Böhme, Nicolas Christin, Benjamin Edelman, and Tyler Moore, “Bitcoin: Economics, Technology, and Governance” Konstantin Kashin, Gary King, and Samir Soneji, “Systematic Bias and Nontransparency in US Social Security Administration Forecasts” Recommendations for Further Reading Spring 2015 The Journal of Economic Perspectives A journal of
    [Show full text]
  • Grubhub Must Fend Off Hard-Charging Ubereats to Stay on Top
    Reverdy Johnson, [email protected] REPORT GrubHub Must Fend Off Hard-Charging UberEATS to Stay on Top Companies: AMZN, GRUB, YELP November 16, 2016 Report Type: ☐ Initial Coverage Previously Covered Full Report ☐ Report Update Research Question: Will GrubHub win the online food ordering battle? Summary of Findings Silo Summaries . GrubHub Inc. (GRUB) has a tall task ahead of it in fending off Uber 1) Restaurants Using GrubHub and Competitors Technologies Inc.’s UberEATS and in maintaining its supremacy in UberEATS is making a strong first impression and the online food ordering and delivery world. challenging GrubHub for supremacy. Of the five sources who use the new service, four said it is superior to . UberEATS is gaining steam as it rolls out its service nationwide. It is GrubHub and all others, very popular among readily accepted by restaurants based on its speedy delivery, consumers, and making gains on GrubHub. UberEATS Uber’s existing network of drivers, and the easy transition into was credited with providing a simple, seamless and fast user experience. Its large network of drivers, familiarity many consumers’ established Uber ride-sharing accounts. among consumers, brand recognition, flat delivery rate, . Six of the seven restaurant sources using UberEATS said it is better and photos of menu items create a platform that is than its competitors and is gaining ground on them, including growing quickly in cities where it has a presence while GrubHub. It boasts a simple, clean and fast user experience, offers providing immediate results for restaurant owners and operators. Still, GrubHub remains the category’s leader photos of the food items (unlike GrubHub), and charges consumers based on its reach, experience, ordering accuracy, and a flat delivery rate that is often less expensive than others’ fees.
    [Show full text]
  • Annual Report
    2017 ANNUAL REPORT COR_2018_AnnualReport_FINAL.indd 1 3/12/18 1:36 PM April 2018 Fellow Grubhub shareholders, 2017 was a great year for us. Restaurants across the country are making delivery a top priority as more people than ever choose to order takeout online. We added more than 6 million diners to the Grubhub platform, increasing the demand pool available to our restaurant partners by more than 75 percent. We sent more than 330,000 orders to restaurants each day through Grubhub, driving $3.8 billion in revenue for our restaurant partners last year. As well-known restaurant brands continue to embrace delivery as a channel to drive growth, we are scaling our delivery operations to reach all corners of the country. We ended the year with our delivery services operating in more than 80 markets, and we plan on expanding to 100 additional markets in 2018. While growing our delivery coverage from essentially zero to more than $1 billion in annualized gross food sales in a little more than two years, we also achieved our goal of exiting the year with similar economics on orders that restaurants deliver for themselves and orders that Grubhub delivers on their behalf. This allows us to offer the best restaurant to a diner every time while maximizing profitability. From this expanded delivery coverage, we are well-positioned to work with more restaurant chains, closing out the year with over 100 enterprise relationships that complement our established network of independent restaurants. We signed new partnerships in 2017 with brands like The Cheesecake Factory, Maggiano's and Wawa, and expanded relationships with existing partners like Buffalo Wild Wings, Qdoba Mexican Eats and Boston Market.
    [Show full text]
  • AGC-Restaurant-Tech-Nov-2019
    Type & Color November, 2019 INSIGHTS The Future of Restaurant Technology How Technology is Transforming the Restaurant Industry Greg Roth, Partner Ben Howe, CEO Jon Guido, Partner & COO Sean Tucker, PartnerAGC Partners ExecutiveType & Color Summary Massive $900B market experiencing rapid digital adoption and software growth . An extended economic recovery, low unemployment rate, and continued rise of millennials as the largest demographic in the workplace are factors driving strong restaurant spending . Third party delivery market is exploding; eating in is the new dining out US Digital Restaurant Sales . Cloud based POS systems are replacing incumbent providers at an accelerating pace and ($ Billions) achieving higher ACV with additional features and functionality $328 . Front of house applications including Online Ordering, CRM and Loyalty programs are other areas of accelerating spend in order to capture more valuable repeat diners 27% CAGR . Razor thin profit margins and unique challenges restaurants face require purpose built solutions to cut costs, gain efficiencies, and increase visibility . Hiring, training and retaining workers in a complex and changing regulatory environment is one $117 of the largest challenges restaurants face $48 . Unlocking of data silos enabling business analytics across the value chain . Automation and AI beginning to impact restaurant operations and economics, freeing up scarce employee resources to focus on customers 2017 2020 2025 . Ghost Kitchens and Online Catering are two emerging growth areas taking advantage of online Note: based on estimated percentage of sales derived from digital channels and total industry sales forecasts delivery trends and attractive unit economics . Restaurant Management Software spend tilted towards front of house (~60%) technologies vs.
    [Show full text]
  • How to Deliver on the New Definition of Convenience. P. 36
    THE BUSINESS OF CONVENIENCE RETAIL OCTOBER 2017 | CSPDAILYNEWS.COM THE DIRECT SELL How to deliver on the new defnition of convenience. P. 36 As on-demand delivery upends retail, here’s how c-stores can take part in THE the revolution BY SAMANTHA DIRECT OLLER AND JACKSON LEWIS SELL ILLUSTRATIONS BY GUY SHIELD Retailers shouldn’t let the consumer-direct movement pass them by. 36 CSP OCTOBER 2017 ervice by service, category by cate- equity. The consumer is more familiar with “Not only are we convenience space right now is to fgure out: onsider a pint of ice gory, the convenience store is being Shell than Filld, more experienced buying What are these new defnitions that we don’t replicated—and, some would ar- apples from Aldi than Amazon. But this layer taking market share understand that are enabled by technolo- cream. For most gue, improved—on smartphones and online of insulation will last only so long as online from the c-store, gy?” says Thoresen. “Laziness—for lack of a through on-demand, direct-to-consumer retailers add physical touch points—with no we’re creating a better word—suddenly becomes a new part c-stores, it’s a decent ofers. better examples than Amazon’s test of Am- of convenience.” Need something to drink or snack on? azonGo and its 2017 acquisition of Whole whole new market.” This doesn’t mean c-stores can’t deliver Place an order with goPuf, InstaCart, Pea- Foods Market [CSP—Feb. ’17, p. 28]. on this new defnition of convenience. But it category, solidly in pod or Drizly.
    [Show full text]
  • Themiddlemarket.Comt M PUBLISHED in PARTNERSHIP WITH
    NOVEMBER/DECEMBER 2017 Amazon’s acquisition of Whole Foods has catalyzed dealmaker interest and activity in online meal delivery Made to Order TheMiddleMarket.comT m PUBLISHED IN PARTNERSHIP WITH 001_MAJ120117 1 10/24/2017 11:27:35 AM CONSISTENT EXECUTION TAKES YOU HIGHER. Side-by-side. That’s where we start and where we remain throughout the lifecycle of a transaction. For more than two decades, our innovative financing solutions, reliable deal execution and sophisticated perspective on the middle market have made all the difference. View our completed transactions at Antares.com Consistency by design. 002_MAJ1117 2 10/23/2017 3:52:35 PM Contents November / December 2017 | Volume 52 | Number 10 Cover Story Made to Order Amazon’s acquisition of Whole Foods has catalyzed dealmaker interest and activity in online meal delivery 42 Watercooler 24 News Analysis: 6 Conagra is hungry for Transatlantic dealmaking more snacks continues to thrive 7 Lexington bets on secondary growth 12 IOP continues deal spree 54 Q&A: 14 Scientific Games gambles on Equifax and mid-market card holders M&A 16 Riverside Co. eats up confectionery ingredients Guest Articles: 50 Resolving post-closing disputes Columns 56 The deal is in the data 39 Private Equity Perspective: The China Syndrome 60 People Moves 40 The Buyside: Brewing Coffee 41 Finance Finesse: Assessing the Credit Bubble November / December 2017 MERGERS & ACQUISITIONS 1 001_MAJ120117 1 10/24/2017 11:40:59 AM Inside Word November / December 2017 Volume 52, Number 10 Contributing Editor Elliot Kass [email protected]
    [Show full text]
  • Grubhub Seamless Have Successfully Leveraged the Growing Use of Smartphones While Instacart Has Gained Popularity for Applying Crowd Sourcing to Grocery Deliveries
    The Bits and Bytes of Food: Study of Emerging Internet-based Food Businesses By Vishrut Mulay Bachelor of Engineering Pune University, 2005 0 F TE C HN X9LOG-Y1Mf SUBMITTED TO THE MIT SLOAN SCHOOL OF JUN 18 E2014 MANAGEMENT IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF L IBRA RIES MASTER OF SCIENCE IN MANAGEMENT STUDIES AT THE MASSACHUSETTS INSTITUTE OF TECHNOLOGY JUNE 2014 © 2014 Vishrut Mulay. All Rights Reserved. The author hereby grants to MIT permission to reproduce and to distribute publicly paper and electronic copies of this thesis document in whole or in part in any medium now known or hereafter created. Signature redacted Signature of Author: MIT Sloan School of Management May 09, 2014 Signature redacted., Certified By: Michael A. Cusumano U SMR Distinguished Professor of Management MIT Sloan School of Management Thesis Supervisor Accepted By: Signature redacted--- Michael A. Cusumano SMR Distinguished Professor of Management Program Director, M.S. in Management Studies Program MIT Sloan School of Management 1 [Page intentionally left blank] 2 The Bits and Bytes of Food: Study of Emerging Internet-based Food Businesses By Vishrut Mulay Submitted to the MIT Sloan School of Management on May 09, 2014 in partial fulfillment of the requirements for the degree of Master of Science in Management Studies ABSTRACT As is the trend with a lot of industries, businesses in the food industry are also experiencing a shift towards the online world. This shift is driven by increasing convenience and popularity of doing business over the Internet and supported by rapid technological proliferation.
    [Show full text]
  • Cleaning up at Diningin.Com
    Cleaning Up at DiningIn.com Suzyn Ornstein Suffolk University Colette Dumas Suffolk University This case presents the numerous challenges that are faced by an entrepreneurial founder who has remained with the business long enough to experience both tremendous success (years 1-15) and stalled growth (years 11-25). The slowing growth combined with the economic downturn of 2008-2011, rapid changes to technology platforms (smartphones, tablets), the appearance of significant and very well financed competition in the marketplace, and the need for the founder to revamp his leadership style contributed to the founder’s dilemma—How could he lead his company to much greater growth in the next 5 years. INTRODUCTION In May, 2012, a business school professor serving as a faculty intern at the corporate offices of DiningIn.com asked CEO Michael Hackel a challenging question: “Ten years ago you said that you planned to grow the business from $25M to $100M in the next 3 years, yet today, the business is bringing in only $30M in revenue. What happened?” Hackel, the company’s founder and sole owner, looked at the professor, removed his glasses, rubbed his eyes and sighed. “I guess that is an obvious question” he replied. “I don’t know exactly why my business has stayed the same size for the past 10 years. I think it is because I took my eyes off the prize so to speak. I got married, started a family, became philanthropically involved in my community, suffered some health setbacks…” his voice trailed off. “Also,” he stated, “the industry became vastly more competitive in the last 10 years—especially with the introduction of GrubHub and Seamless Web, which are nationally operating restaurant delivery services that are backed by significant private equity capital.
    [Show full text]
  • GRUBHUB INC. (Exact Name of Registrant As Specified in Its Charter)
    UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 FORM 10-Q ☒ QUARTERLY REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the quarterly period ended March 31, 2018 OR ☐ TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 Commission File Number 1-36389 GRUBHUB INC. (Exact name of registrant as specified in its charter) Delaware 46-2908664 (State or other jurisdiction of (I.R.S. Employer incorporation or organization) Identification No.) 111 W. Washington Street, Suite 2100 Chicago, Illinois 60602 (Address of principal executive offices) (Zip code) (877) 585-7878 (Registrant’s telephone number, including area code) indicate by check mark whether the registrant: (1) has filed all reports required to be filed by Sections 13 or 15(d) of the Securities exchange act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. yes ☒ no ☐ indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any, every interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-t (§232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files). yes ☒ no ☐ indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer or smaller reporting company.
    [Show full text]
  • The Emergence of the On-Demand Economy and Its Significance for Workers
    The Emergence of the On-Demand Economy and Its Significance for Workers The Harvard community has made this article openly available. Please share how this access benefits you. Your story matters Citable link http://nrs.harvard.edu/urn-3:HUL.InstRepos:39987909 Terms of Use This article was downloaded from Harvard University’s DASH repository, and is made available under the terms and conditions applicable to Other Posted Material, as set forth at http:// nrs.harvard.edu/urn-3:HUL.InstRepos:dash.current.terms-of- use#LAA The Emergence of the On-Demand Economy and Its Significance for Workers A dissertation presented by Mazen Elfakhani to The Department of Sociology in partial fulfillment of the requirements for the degree of Doctor of Philosophy in the subject of Sociology Harvard University Cambridge, Massachusetts July 2017 © 2017 Mazen Elfakhani All rights reserved. Dissertation Advisor: Professor Christopher Winship Mazen Elfakhani The Emergence of the On-Demand Economy and Its Significance for Workers Abstract This dissertation examines the emergence of the on-demand economy and its significance for workers, taking Uber Technologies as the primary empirical case. I ask three questions involving the social processes underlying the (1) emergence of Uber, (2) how Uber drivers evaluate their work experiences, and (3) how committed drivers re-organize their lives around on-demand work. I integrate concepts from literatures on emergence, organizations, and culture within a “pragmatist” framework, and collect and analyze data from mainly news accounts of Uber’s interactions (2009-2017) as well as interviews (2015-2017) I conducted with 62 drivers in the Greater Boston area (Massachusetts).
    [Show full text]
  • Digital Intermediaries & Impact on the Retail Value Chain
    RetailNet Group [email protected] www.retailnetgroup.com September 2016 Digital Intermediaries & Impact on the Retail Value Chain Know Tomorrow Today Confidential & © 2016 RetailNet Group, LLC – Prepared for and Licensed to International Dairy Deli Bakery Association – IDDBA.org COPYRIGHT AND DISCLAIMER The analyses and conclusions presented in this work represent the opinions of RetailNet Group. The views expressed do not necessarily reflect the views of the management of the retailers, suppliers or other companies under discussion. This work is not endorsed or otherwise supported by the management of the companies covered. ©2016 RetailNet Group, All Rights Reserved. No part of this publication may be reproduced, stored in any retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, or otherwise, without the prior written permission of the publisher. www.retailnetgroup.com For any additional questions or concerns regarding this report, please contact Hannah Donoghue at [email protected]. TABLE OF CONTENTS © 2014 RETAILNET GROUP – DO NOT COPY OR DISTRIBUTE 2 Confidential & © 2016 RetailNet Group, LLC – Prepared for and Licensed to International Dairy Deli Bakery Association – IDDBA.org Future Retail Value Chain & Role of Intermediaries ..................................................................................................4 Introduction to the Future Retail Value Chain .......................................................................................................4
    [Show full text]