Pratham is a non-governmental organization, focusing on high-quality, low-cost and replicable interventions to address gaps in the Indian education system. Co-founder Madhav Chavan is interested in using technology for education but differed in the way it is used in schools in India. He believes that technology allowed flexibility and non-linearity in exploring knowledge while the school classroom is based on a rigid and linear path of learning textbook lessons for the sake of examinations. Keeping this in mind, Chavan designs a digital initiative, PraDigi Open Learning, to improve basic numeracy and literacy skills among children in rural India. Electronic tablets pre-loaded with content are distributed in a few villages to help increase children's engagement with learning. Self-directed peer group learning is encouraged. The tablets trigger the children's curiosity. Post-COVID 19, when children are not able to attend class because of the lockdown, Chavan wonders how PraDigi Open Learning can be scaled and aligned with school education to ensure uninterrupted learning.

Could these dots be connected? Dozens of Israeli startups and Multinational Corporations (MNCs) thought that they could, and were employing 700 Palestinian engineers, in part through outsourcing companies, and in part directly by opening local R&D centers. In conjunction, the Palestinian tech ecosystem was benefiting and developing a promising entrepreneurship sector. Both the joint work and the independent Palestinian ecosystem had important geopolitical implications, first by supporting the Palestinian economy, and second in the potential implications it could have on the relationship between Israelis and Palestinians, two peoples who have been in conflict for decades. While the opportunities were clear, various challenges facing an emergent tech sector, coupled with sensitivities surrounding cooperation between long-time 'enemies', created complications. Paradoxically, Palestinians realized that working with Israeli tech companies was highly promising, but the reality was that any relationship with Israel was politically sensitive for them and created a dilemma. The same applied for Israelis motivated but concerned about working with Palestinian engineers. Given the tremendous benefits, MNCs, governments, non-profits, and international organizations decided to promote co-operation between Israeli and Palestinian tech companies and to support the creation of a sustainable Palestinian tech sector; by mitigating the challenges both sides faced. Still, it remained to be determined whether these efforts would bear fruits, or whether tech cooperation between Israelis and Palestinians would remain anecdotal. Moreover, it was as yet unclear what big-picture implications such initiatives could have on the Palestinian economy and on the relationship between the two peoples. Recent developments, including the global pandemic and the peace agreement signed between Israel and the UAE provided their own sets of challenges and opportunities.

Kanopy LLC (Kanopy) was a video streaming platform that hosted independent and documentary films for educative purposes. Founded in 2008, Kanopy had rapidly expanded to several countries. By 2017, it had more than 3,000 college libraries and several public libraries as subscribers. Although Kanopy's services were received with much enthusiasm, under Kanopy's pay-per-view pricing model, libraries soon incurred subscription fees that exceeded their budgets. Kanopy's popularity became an impediment to growth as libraries cancelled subscriptions or switched to more restrictive models. By December 2019, even though Kanopy's revenues were increasing, the company's founder needed to consider how to ensure the company's continued growth. Given libraries' constrained budgets, what changes did Kanopy need to make to sell its streaming services to libraries?

External pressures from an increasingly saturated industry were forcing the president of Crème Couture Bridal Inc. to contemplate the future of her business. Crème Couture operated as a retail outlet for memorable lifestyle events, selling wedding dresses, bridalwear, formalwear, and various accessories to women of all ages. The president wanted to develop an expansion strategy that would best position Crème Couture for long-term success. Specifically, she wanted to assess the profitability of each revenue segment to determine which segments should be further enhanced or eliminated. She wanted her expansion strategy to align with her long-term goals of attracting more clientele, providing exceptional customer service and increasing net profit.

The case describes how Pret a Manger-a London casual-dining institution-was significantly adversely impacted by the COVID-19 pandemic, and how they tried to pivot by launching several business experiments in fast succession. The long-term outcome of these experiments was far from certain, but the case provides a solid basis for evaluating their potential merits and pitfalls.

This case has stimulated some of the most engaged discussions in my 25 years of case teaching. Students will embrace opposing sides in debating how much packaging versus other factors cause smoking behaviours: initiation, frequency, cessation, and relapse. Some students will argue passionately that removing any advertising and branding, especially that protected by international intellectual property laws (e.g., logos and trade dress), will have no effect and is largely punitive. The discussion can include whether consumers (in particular children and adolescents) have free will, more generally. The case is dense and packed with references given its legally sensitive nature, but this should not pose a barrier.

The Chartered Institute of Marketing in the UK defines marketing as: "The management process responsible for identifying, anticipating and satisfying customer requirements profitably" 1 This note describes the marketing process as characterized by four iterative stages: market analysis, design of the marketing strategy, synergistic alignment of the marketing mix, and marketing planning to guide tactical implementation and control.

Brand valuation is the process of estimating the financial value of a brand. The valuation of brands as intangible assets emerged in the 1980s, when brands were first capitalized on post-M&A balance sheets. Brands are also valued for non-reporting purposes.

Pep Guardiola is often hailed as one of the most successful football managers in the world. He frequently appeals to players' individual emotions to motivate them and to generate a feeling of belonging to the team. This case delves into his first season as a coach at FC Barcelona (2008-09), with a particular focus on his team's journey to the UEFA Champions League final and his use of collective emotions to motivate his team to perform. The case zooms in on events in the dressing room that preceded the final game. Instead of his usual speech before kick-off, Pep showed an inspirational video to all players. The moving video illustrated the team's accomplishments, hard work, and dedication. It leveraged heroic images with emotive music, touching the hearts of the players. The case intends to explore the complex relationship between the use of collective emotions and team performance and allows to explore and apply frameworks to participants' own leadership.

The Rowell & Mackenzie case follows husband-and-wife executives Sarah Rowell and Scott Mackenzie as they weigh the decision whether or not to embark on a search fund. The case addresses the potential benefits and drawbacks of the search fund experience including financial outcomes, lifestyle impact, alternatives, and career trajectory.

Comviva, a mobile solutions provider active in India and 94 other countries, has had a rich history and been successful across many emerging and complex markets: Latin America, South-East Asia, Africa. What are the lessons learnt from expansion, cultural fits, and technological business model changes? With a global decline in telecommunication revenue per user, operators are looking for new revenue sources. Now, in 2019, how and where should Comviva India grow?

After articulating its ambitious growth plans, mobile services provider Mahindra Comviva, active in over 90 countries, is thinking about how to titrate and re-plan its growth strategy given the coronavirus pandemic. Its India headquarters considers its people costs, financial investments in acquisitions, and its uncertain future as India continues to remain under lockdown and more people are working from home at Comviva than ever previously in its history.

This technical note outlines what an employer brand is, how it relates to a consumer brand, and why it matters. It allows students to be able to put their knowledge to the test by evaluating the attribute ratings among seven different top employer brands. Finally, they will have a better understanding of how to assess, build, and enhance a company's employer brand.

By early 2019, Magic Circle law firm Allen & Overy (A&O) had replaced its longstanding, traditional annual review system with Compass, a state-of-the-art performance management process based on real-time feedback and planful career development discussions. As Managing Partner Andrew Ballheimer put it, Compass was part of a firm-wide cultural shift "to focus on future development and enable people to perform and progress through more regular open and effective conversations." The case describes the impetus for the change, how the change process unfolded, key features of new the system, and the points of debate and controversy around the implementation.

Created in 2015, BEWOOD was a sustainable fashion brand start-up in Lille, France that sold a range of products with wood as their primary component. The company's best-selling product was a wooden bow tie named "Mr. Divergent." In March 2018, Laury Bonjean, founder and owner of BEWOOD, had four options for growth available to her and had to decide which of these to act on and, most importantly, how to price them. She was considering offering two new products (a Father's Day box set and a subscription box) and had two new channel opportunities (a trendy shop wanted to sell her products and a pop-up store had invited her to participate). While these began as product and distribution decisions, Bonjean felt that pricing formed a huge part of the strategizing. Using qualitative and quantitative information she needed to decide how to proceed and needed to do so very soon.

In mid-December 2016, John Cortes, owner, founder, and general manager of JC Premium Cars in Colombia, reached the final stage of the recruitment process for a new sales manager. A prestigious international headhunting firm had spent nearly two months seeking suitable candidates who could also potentially succeed Cortes as general manager. He had recently sold a significant stake in the firm to SLB, a multinational bank that was rapidly expanding into the country. At the assessment center, the performances of the three shortlisted candidates left Cortes dissatisfied. He was negatively surprised by the performance of his favorite candidate, while the other two finalists did not exactly fit the desired profile, contrary to the impressions he had formed of them earlier in the process. The recruitment process had begun with a fundamental instruction from Cortes to the headhunter: "I want the best and the most experienced individuals in the market." He thereby set very specific criteria in terms of experience and knowledge within JCPC's market niche. The headhunting firm found only a few candidates meeting Cortes's requirements, and eventually concluded that "These are all the qualified candidates available in the market." Cortes, who had hoped to retire in order to rest and dedicate himself to other businesses, now believed this would not be possible in the near future. As SLB needed to approve the sales budget for the following year, Cortes was pressed to appoint the new sales manager before the end of the month.

Two young, Minnesota based, entrepreneurs set a goal to grow their blood clotting innovation into a robust medical products business. They had, somewhat serendipitously, discovered an idea with real market potential and as a result had made surprisingly good progress in developing a patented product. They had successfully launched a small test in the veterinary market and had been informed that they were only a few months away from gaining FDA approval for use in human markets. To launch their long-term strategy, they needed to answer two key questions. First, how big were the human and animal markets relative to each other? And second, should they continue to build a position in the veterinary market, or should they focus on launching into the human wound treatment market? If so, which segment of the market was the most strategically attractive considering the resources at their disposal? Because of the likelihood of full FDA approval, they were under pressure to bring a clears and defensible strategy to their board within the next 2-3 months. Furthermore, as nascent entrepreneurs, they realized that they would have to come off the fence and propose a strategy in advance of having complete data, while their understanding of the market and entrepreneurial strategy was still emerging.

The learning objective for this article is to present the reader with some basic and intermediate strategies for teaching case studies in an online classroom environment. The authors draw upon their considerable experience to describe a number of classroom situations and provide tips, tools and techniques that the reader will immediately be able to bring back to their online classroom. The COVID-19 pandemic has increased the urgency to quickly develop skills for the online higher education classroom. The general outline of this paper is as follows: The authors begin with some preliminary considerations regarding how to set the stage for online case instruction. The authors then discuss some practical and pedagogical issues to consider as an instructor designs their online course. Next, the authors present a brief overview of some synchronous, asynchronous and hybrid online case teaching approaches. Academic integrity issues are discussed, as well as a brief debate regarding the future of online higher education.

Rob Taylor, Founding Chairman, and Tracy Hackland, CEO of Columba Leadership, an award-winning South African non-profit organization, pondered a strategic question in March 2018. Columba Leadership was a non-profit values-based youth program that had facilitated individual change since 2009. By February 2018, Columba Leadership had organized 449 residential academy programs and graduated 5,211 high schoolers and 1,260 educators from 169 schools in some of the more disadvantaged areas. Columba Leadership had also pioneered the use of the Social Return on Investment methodology in South Africa. Columba Leadership's value proposition consisted of a six-day residential academy where high schoolers received training in 21st-Century leadership skills (critical thinking, leadership, problem-solving, communication, etc.) based on a framework of six values, including awareness, focus, creativity, integrity, perseverance, and service. Since its inception in 2009, Columba Leadership's focus had been on facilitating positive individual change. However, in 2017 Columba Leadership's executives observed how some schools, that they called "catalytic", had produced higher performance rates and the institutionalization of youth leadership after some of their students had attended Columbia Leadership academies. The systematic impact of these high schools prompted an internal reflection at the Board level, while the organization was also experiencing substantial pressure to change externally from funders. Should Columba Leadership keep its existing approach to youth development and focus on running more residential academies in a broader geographical area? Alternatively, was it time to re-evaluate the residential program and develop a more systemic approach that involved working more with schools in order to scale their impact? What were the key arguments in favor of the different approaches to scaling? What potential objections could the Board raise?