Goldberg, Lena G., Michael S. Kaufman, and Joseph A. Paul. "Dexai Prepares to Put 'Alfred' to the Test." Harvard Business School Case 320-099, March 2020. (Revised April 2020.)
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Goldberg, Lena G., and Michael S. Kaufman. "Portillo's: How to Deliver?" Harvard Business School Case 320-090, March 2020. (Revised April 2020.)
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Goldberg, Lena G., and Michael S. Kaufman. "Chipotle Mexican Grill: A Bull versus Bear Debate." Harvard Business School Case 320-086, January 2020.
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Goldberg, Lena G., and Michael S. Kaufman. "Lettuce Entertain You Enterprises (B): Doing Right by Do-Rite Donuts." Harvard Business School Supplement 320-084, December 2019.
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Goldberg, Lena G., and Michael S. Kaufman. "From 80 Thoreau to Mooncusser Fish House & Moon Bar (B)." Harvard Business School Supplement 320-061, January 2020.
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The founders of a successful upscale restaurant operating with a "no-tipping" policy are faced with employee defections to tipped establishments as well as difficulty in recruiting. They must decide whether to retain or jettison their policy and determine how to deal with the potential fallout of either retention or abandonment of that policy.
Lena G. Goldberg, Michael S. Kaufman, Sam Li, Ruben Ortega, Sonia Smyth and Mary Zhang
Citation:
Goldberg, Lena G., Michael S. Kaufman, Sam Li, Ruben Ortega, Sonia Smyth, and Mary Zhang. "Cushman Concepts at a Crossroads." Harvard Business School Case 319-075, December 2018.
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Lena G. Goldberg, Michael S. Kaufman, Greta Gerazimaite, Wilson Kyi, Robert McWatters and Tuyee Yeboah
Citation:
Goldberg, Lena G., Michael S. Kaufman, Greta Gerazimaite, Wilson Kyi, Robert McWatters, and Tuyee Yeboah. "Cameron Mitchell: The Conundrum of Charisma." Harvard Business School Case 319-079, December 2018. (Revised February 2020.)
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Andy Pforzheimer and Sasa Mahr-Batuz, co-founders of a highly successful seven-location restaurant brand, had just opened the first location of a new brand. They had mapped out future expansion for both brands but wondered if, rather than lining up an assortment of investors for each expansion location as they had in the past, this was the time to bring in an institutional investor. There were pros and cons. They could benefit by associating with an investment group with deep experience in scaling emerging restaurant chains. And it would be a relief not to have to undertake tedious fundraising for each new location. But, would they lose control of their intensely managed operations? Would the company's valuation be higher if they waited to prove the success of their brands in multiple geographies? How should they evaluate possible transactions and investors?
