Eric Faust founded the Duluth Coffee Company (DCC) in 2012 with a $10,000 loan and a lot of passion for coffee. The company was a classic garage startup, where Faust had a 3-kilogram roaster cranking up limited batches of coffee and selling them to local coffee shops and restaurants. Then Faust rented a store in downtown Duluth, Minnesota. He turned it into a coffee shop with an upgraded 12-kilogram roaster that occupied a central spot at the café. As Faust was developing direct relationships with coffee growers, he realized that DCC could play a bigger role in improving farmers' livelihoods by buying more of their coffee. Faust decided to upgrade to a 70-kilogram roaster to be custom built and installed in the café. With the increase in the volume of the coffee he roasted and sold, the company would need to have a new distribution strategy. Sam Levar, the newly hired marketing manager, developed plans for a new distribution strategy to be run by his boss. Levar felt that the status quo inhibited the growth of the business and limited profitability in the long run. Faust and his three employees were tied up running the café while sourcing the coffee beans, roasting, prospecting, packaging, warehousing, fulfilling orders, invoicing, and managing accounts receivables and cash flows. Levar suggested outsourcing the distribution function to an experienced distributor(s). Such a decision would help the company have higher sales volumes and better long-term profitability. However, Faust was wary they might lose control over the brand he built from the ground up. Their conversation left Levar considering the pros and cons of preserving the status quo versus recruiting experienced distributors or a wholesaler. Is it time for a new distribution strategy? What should Levar recommend for Faust?

Lawrence Kellner, recently named Board Chair for the Boeing Company, is faced with assessing Boeing's strategic and financial condition in January 2020 as recent events potentially threatened the aerospace firm's survival. The most visible issue was the global grounding of the Boeing 737 MAX airliner fleet. Boeing also faced safety issues, production delays, and cost overruns that affected the remainder of its commercial airliner business, resulting in negative 2019 earnings, total debt almost doubling in one year to more than $27 billion, and negative 2019 stockholder equity. Boeing also was suffering competitively as its main commercial airliner competitor, Airbus, sold more commercial airliners than Boeing in 2019. The case seeks causes for the current crises by examining Boeing's history since it 1916 founding, its engineering leadership up to its 1997 merger with rival McDonnell Douglas, and the board's decisions since the merger. The board's decisions are examined regarding repeatedly forgoing expensive new product development while increasing dividends and stock buybacks to appeal to investors, and the effects of these decisions on Boeing's product line, culture, and ability to compete with Airbus. Data is provided to support assessing the financial, cultural, and competitive dimensions of the current situation, determining the board's role in Boeing's current competitive challenges with Airbus, and assessing how the board decisions contributed to Boeing's cultural changes and current strategic position. Information is also included to support an assessment of Boeing's current financial position and a determination of the board's role in creating the current situation. Critical decisions for discussion and response include what potential actions Kellner may recommend the board take to address Boeing's short-term and long-term issues as the company and he prepare for the upcoming 2020 Boeing Annual Stockholder Meeting.

Struggling to maintain a work-life balance after the birth of her second son in 2011, Dalia Barsoum left her executive position in Wealth Management at the Bank of Montreal to start her own business. She founded Streetwise Mortgages, an independent mortgage brokerage that targeted customers interested in purchasing investment properties. Customers were offered hours of free consultations on building wealth through real estate and had access to Barsoum's network of support. The value of these consultations to customers caused many clients to book meetings, consuming time and resources without generating a penny in revenue for Streetwise. By August 2020, Barsoum felt overwhelmed by the number of requests; she had only so many hours for consultations and needed to come up with a solution. She was considering charging a refundable fee for consultation meetings to discourage less-serious customers from booking one. Alternatively, she liked the idea of a screening tool, such as a questionnaire that determined customers' needs, resources, and goals to tailor the advice and services better.

The case focuses on the ASEAN Basketball League (ABL), one of Asia's major regional professional basketball competitions. Launched in 2009, the league struggled to become financially viable in its first decade, and quickly encountered many challenges including multiple leadership changes, a high team turnover rate, weak fan engagement, and poor take up of its broadcasting rights. When COVID-19 derailed its 2019-2020 season, the ABL abruptly suspended all games and never resumed competition. There was even a launch of a rival league called the East Asian Super League (EASL) during the pandemic that had detrimental ramifications for the league's fan base. Further, as a regional league, international air travel COVID-19 restrictions and quarantine requirements made it impossible to have the existing ABL competition format resume. These moves had a major impact on the future sustainability of the ABL. As the case concludes, students are put in the shoes of the ABL founder, Fernandes, who must decide from three strategic options: to re-start the league now, keep the league suspended, or make the difficult move to discontinue the league.

The case discusses the ESG strategy of Dollar Tree Inc., a U.S. Fortune 500 company in the deep discount retail industry and the shareholder pressure faced by the company. In 2022, the company faced a shareholder resolution from renowned shareholder advocacy group As You Sow for the company to better mitigate and report on the climate risks faced by the business. The resolution challenged the company to intensify its climate transition plans and adopt a "net-zero" emission goal. A 2020 shareholder resolution at the company by a different shareholder received record-breaking support that had already caused the company to revamp its sustainability initiatives. This case provides an overview of Dollar Tree's business, the recent landscape of sustainability reporting and shareholder ESG resolutions in the U.S., and the narrative of management opposition to the resolutions. Overall, the case captures the interactions between environmental shareholder activism, corporate management and those charged with governance, especially the board of directors. This case is useful for students to discuss recent trends of ESG-related shareholder activism, sustainability reporting especially related to environmental issues, climate governance and how companies are reacting to them.

In 2015, the top management of French tire-maker Michelin, was evaluating Michelin's approach to divesting its rubber plantations ten years after incorporating a novel strategy. In 2004, Michelin had a Brazilian rubber challenge. Its Bahía plantation had been hit with the South American Leaf Blight fungus, the same fungus that destroyed Henry Ford's dreams of industrializing rubber production, and the plantation's productivity had dropped. Bahía had to go. That much was clear. But how to do it? From the Michelin headquarters in Clermont-Ferrand, the rubber plantations of Bahía Brazil seemed half a world away. Still, Michelin, then led by Édouard Michelin, great-grandson of Michelin's founder, was founded with a deep belief in the importance of treating its employees and the environment fairly. Michelin embarked on an ambitious plan to divest the plantation while practicing corporate social accountability. However, in doing so, it had to understand the needs of its plantation workers, its environmental impact, while also considering its own needs as a business. Now, Michelin had to evaluate how well the company had done with its Bahía program, if there was anything that could be improved in its divestment process, and whether or not the plan, or elements of it, was something Michelin should consider using again in the future.

Spreadsheet supplement for case 222018.

It's time to address the disconnect between green job growth and the employment expectations of the green generation

The financial world needs to recognize that making a proactive difference requires more than simply appropriating impact assessment terminology

When and how much risk to take? In October 2020, Ken Sweder, CEO of Individual FoodService ("IFS"), contemplated this question as he evaluated a proposal to acquire Brady Industries, a distributor of janitorial and sanitation products. Sweder and his private equity partners at Kelso & Company had been working hard to grow IFS, and now they had a unique opportunity to make a transformative acquisition. The deal had great potential and risks; it was unclear if this was the right time to make such a large, complex acquisition amid disruptions from the COVID-19 pandemic. Sweder needed to decide if he should recommend the transaction and, if so, how to set the right value creation plan for the combined company.

Founded in May 2020, FirstConnect Solutions is a micro, small, and medium enterprise (MSME) focused on providing recruitment and staffing solutions. When the pandemic hit recruitment activities across industries, FirstConnect Solutions demonstrated its mettle through robust growth within the first year, meeting clients' expectations by successfully filling the few but challenging recruitment mandates. The pandemic environment also allowed the firm to hire inexperienced recruiters and train them on the job. The company motivated recruiters with monetary incentives linked to successful placement and a powerful reward and recognition program. While all employees appreciated the organization's culture, FirstConnect continued to lose recruiters after they were painstakingly trained and had just started to become productive. To ensure client service did not suffer, FirstConnect hired gig recruiters, who were paid only for sourcing relevant candidate profiles through a milestone-based incentive system. The variability in quality and availability meant that this route of ensuring client satisfaction was not entirely reliable owing to an uncertain talent pool. The dilemma for FirstConnect was to identify the target demographic segments for its permanent workforce and how to build its employer brand and employee value proposition to prevent attrition. Further, it needed to determine the percentage of work to be managed by gig workers without risking their client servicing capability.

Spreadsheet Supplement for Case IMB927

Many social media platforms exist today, but the thing all of them have in common is that they are used by real people. Algorithms and analytics are typically what marketers focus on when utilizing social media; however, they should instead be striving to meaningfully connect the company to the people who will help them grow. Taking a people-first approach, this book discusses how to better use social media for marketing purposes and communicate with others using social media platforms. Reaching a certain audience is not the only goal; listening to them is also vital for marketers to take full advantage of social media. This approach will never change even though the various social networks always are. By making sure that people are the focus of all social media strategies, marketers can offer more value to companies and the people they serve. Chapter 1 explores the idea of a people-first approach to social media and how this might apply to various social networks. Companies need to reframe their understanding of social media. To start this process, consider your personal network: your advocates, cheerleaders, problem-solvers, casual observers, and those working against you. People on social media inhabit all these roles in relation to companies, but businesses focus on algorithms, "engagements," and inhuman communication rather than actual conversations, questions, and experiences. Everything posted on social media should be an opportunity for a new conversation. Facebook, LinkedIn, Twitter, Instagram, Pinterest, YouTube, and TikTok are all discussed, including their individual purposes and roles within a company and their potential benefits. Questions are offered to encourage marketers to consider how they can use these channels more effectively.

Many social media platforms exist today, but the thing all of them have in common is that they are used by real people. Algorithms and analytics are typically what marketers focus on when utilizing social media; however, they should instead be striving to meaningfully connect the company to the people who will help them grow. Taking a people-first approach, this book discusses how to better use social media for marketing purposes and communicate with others using social media platforms. Reaching a certain audience is not the only goal; listening to them is also vital for marketers to take full advantage of social media. This approach will never change even though the various social networks always are. By making sure that people are the focus of all social media strategies, marketers can offer more value to companies and the people they serve. Chapter 2 begins by looking at demographics and psychographics. Demographics-such as gender, race, location, and marital status-are typically what people are defined by in marketing. Psychographics looks at a person's subjective qualities, including values, fears, stresses, and joys. A company's best customers will usually be similar in psychological characteristics. Customers and clients are often the sole focus of marketing; however, there are five other audiences companies should consider: employees, centers of influence, investors and donors, partners and suppliers, and competitors. Each of these audiences is explored, and tools for how to cater to them are offered. Prioritizing audiences is essential for effective marketing, and specific audiences will change over time.

Many social media platforms exist today, but the thing all of them have in common is that they are used by real people. Algorithms and analytics are typically what marketers focus on when utilizing social media; however, they should instead be striving to meaningfully connect the company to the people who will help them grow. Taking a people-first approach, this book discusses how to better use social media for marketing purposes and communicate with others using social media platforms. Reaching a certain audience is not the only goal; listening to them is also vital for marketers to take full advantage of social media. This approach will never change even though the various social networks always are. By making sure that people are the focus of all social media strategies, marketers can offer more value to companies and the people they serve. Chapter 3 discusses how to find people from different audiences through social media. Employees should be a company's biggest fans; engage them when they are still applicants. Offering social media trainings to employees can be beneficial if a company has a clear social media policy. Customers often look at company websites first, so social media channels should be prominently shown there. When a customer is engaged with a company's social media channels, the company should promote the customer and their relationship. Typically, getting investors engaged on social media is easy, but they should be more involved with a company's social media strategy and practices. Leverage current business connections by creating social media content together. Guidelines are provided on finding new people outside of the already existing audiences: incorporate social media channels into marketing, sales, and customer service processes; take advantage of paid and promoted opportunities; and ensure ads are communicating in meaningful ways.

Many social media platforms exist today, but the thing all of them have in common is that they are used by real people. Algorithms and analytics are typically what marketers focus on when utilizing social media; however, they should instead be striving to meaningfully connect the company to the people who will help them grow. Taking a people-first approach, this book discusses how to better use social media for marketing purposes and communicate with others using social media platforms. Reaching a certain audience is not the only goal; listening to them is also vital for marketers to take full advantage of social media. This approach will never change even though the various social networks always are. By making sure that people are the focus of all social media strategies, marketers can offer more value to companies and the people they serve. Chapter 4 explores the importance of listening on social media. Companies can practice active listening by participating in ongoing, meaningful conversations and responding to those who reach out to them. Timely customer service is important whether the conversation opener is positive or negative. Listening for interceptions involves setting up keyword monitoring to know whenever people are talking about a company online or to know what's being said about the competition. Surveys can also be useful, and social media can be used for focus group recruitment. Passive listening is a broader approach to observing behavior, and companies use it to determine sentiment and inform future content, strategies, and events. Data analysis can be used not only to target and deliver ads but also to truly understand people. Data analysts can help with combing through the overwhelming amount of data. Listening to influencers should be included in social media strategies. Listening to competitors is vital if a company is going to differentiate itself.

Many social media platforms exist today, but the thing all of them have in common is that they are used by real people. Algorithms and analytics are typically what marketers focus on when utilizing social media; however, they should instead be striving to meaningfully connect the company to the people who will help them grow. Taking a people-first approach, this book discusses how to better use social media for marketing purposes and communicate with others using social media platforms. Reaching a certain audience is not the only goal; listening to them is also vital for marketers to take full advantage of social media. This approach will never change even though the various social networks always are. By making sure that people are the focus of all social media strategies, marketers can offer more value to companies and the people they serve. Chapter 5 discusses the common mistake of talking at people. Talking with people allows there to be a back-and-forth where both parties get to respond; it means having space for feedback, differing opinions, and questions. Powerful asks show that a company knows their community and what matters to them. Companies need to show interest in people's experiences rather than solely their own products. Examples are provided. To move social media teams from talking at people to talking with people, a culture of talking with people needs to be created within the company as a whole. Social media practitioners should meet with other departments and stakeholders to collaborate on how business success can grow through social media use. Tone is a key indicator of whether a company is talking at or with people; consistent tone builds trust. An exercise is given to identify a company's voice and tone.

Many social media platforms exist today, but the thing all of them have in common is that they are used by real people. Algorithms and analytics are typically what marketers focus on when utilizing social media; however, they should instead be striving to meaningfully connect the company to the people who will help them grow. Taking a people-first approach, this book discusses how to better use social media for marketing purposes and communicate with others using social media platforms. Reaching a certain audience is not the only goal; listening to them is also vital for marketers to take full advantage of social media. This approach will never change even though the various social networks always are. By making sure that people are the focus of all social media strategies, marketers can offer more value to companies and the people they serve. Chapter 6 looks at the role influencers can play in a company's social media strategy. Benefits of influencer marketing include hard sales and increased awareness of a brand, which can be effective in starting conversations with particular audiences. Macroinfluencers are those with over 250,000 followers on one channel. Partnering with them can be expensive, and they don't necessarily produce a higher return on investment than influencers with smaller followings. Microinfluencers are more accessible to brands and their audiences. Partnering with nano-influencers can even be beneficial. Companies should partner with influencers who are already speaking to their audience. Guidelines are offered on how to vet potential influencer partners. When collaborating with an influencer, make sure to set expectations around content rights, voice and tone, workflow, and reporting, but leave room for creative freedom as well. Monitor activity once the campaign begins, and pay attention to quantitative and qualitative data when measuring impact.

Many social media platforms exist today, but the thing all of them have in common is that they are used by real people. Algorithms and analytics are typically what marketers focus on when utilizing social media; however, they should instead be striving to meaningfully connect the company to the people who will help them grow. Taking a people-first approach, this book discusses how to better use social media for marketing purposes and communicate with others using social media platforms. Reaching a certain audience is not the only goal; listening to them is also vital for marketers to take full advantage of social media. This approach will never change even though the various social networks always are. By making sure that people are the focus of all social media strategies, marketers can offer more value to companies and the people they serve. Chapter 7 explores crises and how to deal with unhappy people. Crises can be internal, affiliate, or external. The type of crisis determines how much control a company has over it. When responding to crises, companies must always consider three audiences: employees, partners, and the public. When communicating with employees about a crisis, clarity is vital. Update employees and allow them to ask questions. Partners will want information and answers in order to continue supporting and collaborating with a company. Communicating with the public can be tricky. Sometimes it's best to communicate; sometimes it's best to be silent. Recommendations are offered for when and when not to communicate externally. When a crisis is of the company's own making, validate concerns and show action. There will always be external people who are upset; the key is to know when to walk away.

Many social media platforms exist today, but the thing all of them have in common is that they are used by real people. Algorithms and analytics are typically what marketers focus on when utilizing social media; however, they should instead be striving to meaningfully connect the company to the people who will help them grow. Taking a people-first approach, this book discusses how to better use social media for marketing purposes and communicate with others using social media platforms. Reaching a certain audience is not the only goal; listening to them is also vital for marketers to take full advantage of social media. This approach will never change even though the various social networks always are. By making sure that people are the focus of all social media strategies, marketers can offer more value to companies and the people they serve. Chapter 8 discusses the importance of finding the right people for a social media team. The social media team is responsible for interacting with people on the company's behalf more than anyone else, so they need to truly understand who the company is. Communicators may be better to hire for a social media team than marketers. Training should support career trajectories; four typical career paths people take are strategy, management, operations, and business development. Training of each social media practitioner should be tailored to their desired career path. Examples are provided. Resiliency is an essential characteristic for any social media practitioner; social media is a high-pressure job, and burnout is frequent. Recommendations for how to build resiliency in social media practitioners are offered.