In the first two decades of the 21st century, Copenhagen has vaulted to international attention for its enthusiastic bicycle culture and infrastructure. While it's tempting to dismiss this accomplishment as inherently easy because it took place in a city and country known for socially liberal politics, this case-by summarizing the history of cycling politics and policy in Copenhagen since the 1970s-shows that the evolution of Copenhagen as a bike city was neither quick nor easy, and that the city wrestled (and continues to wrestle) with many of the same conflicts that have hampered efforts to promote biking in other cities around the world. In so doing, the case invites a more nuanced analysis and discussion of the actual keys to Copenhagen's success. Case number 2113.0

Dr. K. Anji Reddy founded Dr. Reddy's Laboratories Ltd (DRL) in 1984. Since then, the company had grown to become one of the largest pharmaceutical companies in India. The company professionalized early on, and over the years, the family members defined and refined their roles for the efficient running of the company. Dr. Reddy passed away on March 15, 2013. His son-in-law, G. V. Prasad, had been with DRL for more than 25 years by then. Prasad acknowledged that a lot needed to be done to fulfill Dr. Reddy's dreams. He had been contemplating his own future role in the company and the need for a smooth succession. But who would succeed him? What would be the qualities of the person who would succeed Prasad, a passionate member of the founding family of DRL? Would a non-family CEO be a suitable replacement?

These vignettes highlight several ethical issues for MBA students as they begin to look for a job. They serve as a practical springboard for a discussion of topics, including one's obligation to classmates, the recruiting firm, and the school itself.

The case discusses the issues related to Zee Tele Films Limited's claims that the Board of Cricket Control of India was "state" and could act arbitrarily in the award of telecasting rights. The "state" as defined in Article 12 includes "other authorities", and these are subject to the constitutional limitations. The right to equality requires them to not act arbitrarily. A body which is an instrumentality or agency of the government is "other authority". The term has been subject to judicial interpretation. The Supreme Court, by a majority judgement, in the Zee Tele Films Case ruled that the Board is not "other authorities" within Article 12 of the Constitution.

In January 2017, the leadership team of Bega Cheese-the Australian dairy company-was considering a bid for Mondelēz International's Australia and New Zealand (ANZ) grocery business, which included several leading consumer brands such as Vegemite, the iconic Australian spread. The team must decide whether to bid for the division and, if so, how much to offer and how to finance the all-cash bid. Making these decisions was difficult because this would be Bega's largest acquisition ever and it would extend the firm outside of its core dairy business. In addition to the valuation and financing issues, the leadership team must decide whether shifting from the firm's current B2B business model (manufacturing and processing dairy products) to a more B2C business model (a producer of branded consumer foods) made sense strategically.

Spreadsheet supplement for case 218001.

Financial Model Courseware supplement for case 218001.

In 1997, an investment advisor with a major brokerage firm gave investment suggestions and helped clients manage their portfolios. Some of her clients had Coca Cola stock in their portfolios and she wondered whether to recommend the stock to any of her new clients or clients that did not currently have Coca Cola in their portfolios. The case can be used to introduce the dividend discount model, capital asset pricing model, and price-earnings models.

Students tend to think they know what a business is - after all, they are avid consumers. This case helps them understand what they do know, and more importantly, what they do not know. The setting is 2009 and is not current, so students must consider whether retail from a process point of view has truly changed, or whether using technology-based interfaces in retail makes it seem to have changed. It also allows students to consider what advances in their retail experiences are the result of technology. This introductory case presents Uncle Joe's bicycle shop, Deals on Wheels. Mike and Mary have relocated to Raleigh, North Carolina, and are thinking of opening a bike shop there. On the way to their college reunion, they stop by Uncle Joe's house to visit and learn about his bicycle shop. Over dinner, the couple learns about how Uncle Joe acquired his business, the basic operations, what products were offered, and how customers' needs have changed over time. Some issues that Uncle Joe brings up in regard to expanding the business are possible advertising methods to produce additional sales, Internet-based parts sales that require more inventory on hand, and the need for more highly skilled workers. The story also mentions how Uncle Joe values human relations through his bike donations. The case may be used for class discussion of the following topics: Foundations of entrepreneurship; What is a business? Creating financial statements - transactions for one month are included as an exhibit to the case. Two follow-on cases offer more practice on these skills; Analyzing financial statements - three years of financials are included as an exhibit in the case. Students are asked to do a horizontal analysis and a vertical analysis of the data; Information systems in a business.

Transaction template to case BAB372.

Answer Sheet to case BAB372 Exhibit 5.

Horizontal and vertical analysis assignment hints for case BAB372.

Financial statements to case BAB372.

This case describes a major food fraud scandal that resulted in a much-publicized product recall. The episode was dubbed "Horsegate" by the national and international press. In early 2013, a scandal broke out in Ireland and the UK when horsemeat was found in frozen prepared meals sold as containing 100% beef. Findus Nordic, the company involved in the scandal, sold the same products in France. The press launched an investigation, and there were numerous media reports. A French company, Picard Surgelés, was found to have two products tainted with horsemeat. Both companies had to recall their products. Politicians got involved and carefully followed the crisis. Organizations in the supply chain implicated in the scandal struggled to defend themselves and blamed each other. French consumers reacted, and sales of frozen meat products dropped sharply. Findus Nordic and Picard Surgelés's brands were the most heavily impacted in France. This case focuses on Picard Surgelés, an integrated food processor that sells its store brand (private label) products in a company-owned chain of retail stores. The company needs help, and brand managers and marketing communications specialists must assess the situation and make recommendations to address the aftermath of the food fraud/product recall.

The sport of soccer (more commonly known as "football" outside North America) has long been a predominantly men's game: men's clubs on every continent generate huge revenues and the FIFA World Cup is the most popular and profitable sporting event on the planet. Slowly but surely, however, women's soccer is starting to emerge from the long shadow cast by its male counterpart. In 2016, for example, 70,454 spectators gathered at Rio's Maracana stadium to watch a women's soccer semi-final between Sweden and Brazil. The previous year, 53,341 spectators attended the final of the 7th FIFA Women's World Cup at BC Place in Vancouver, Canada. And now, the National Women's Soccer League (NWSL), founded in the United States in 2013, is attempting to prove that a national women's professional league can be profitable. In short, all the stars seem to be aligned for the professionalization of women's soccer, i.e., the organizational transformation familiar to the federations, clubs, national teams, and other organizations that make up the core of this truly global sport. The case examines the history, issues, and challenges faced by attempts on American soil to carve out a place for women at the highest levels of the world's most practised sport.

The case describes the emergence and business model of VivaColombia, a low-cost Colombian airline. The airline was established in 2008, although it did not begin operations until May 2012. Since its inception, VivaColombia has grown within both the domestic and international markets. It provides passenger transportation services to major and intermediate cities in Colombia and to major cities in international destinations. In 2015, VivaColombia had nine Airbus A320 aircraft serving 21 routes in Colombia and six international routes in North, Central, and South America. It had over 500 employees. In 2015, it carried over 2.9 million passengers on domestic and international flights, with sales of $US119.2 million and profits of more than $US971,000. Although VivaColombia's board of directors was satisfied with the results achieved to date, they disagreed about how to proceed. Some board members believed that VivaColombia should consolidate its domestic operations. They were concerned about the large number of customer service complaints that had accompanied its rapid growth. In addition, two low-cost international carriers were planning to enter the Colombian market, which the board feared would jeopardize VivaColombia's position in the domestic market. Other board members thought VivaColombia should take advantage of the opportunity to expand into Brazil, a major Latin American market, presented by Aerocivil, Colombia's civil aviation authority, which had authorized VivaColombia to operate the Bogotá, Colombia-Sao Paulo, Brazil route. Students must decide whether the company should expand into Brazil or consolidate operations in the domestic market.

This case is set in June 2016. Ted Lewis is the owner of Holson Forest Products Ltd. (Holson), one of the largest suppliers of lumber on the Northern Peninsula. In 2008, due to increased shipping costs, Holson's largest customer, Corner Brook Pulp and Paper Ltd. (CBPPL), decided to stop buying logs from the Northern Peninsula. Following CBPPL's decision, Lewis was forced to diversify his business. In 2011, after a feasibility study confirmed the potential of opening a wood pellet plant to produce finished products for local, national, and/or international markets, a pellet plant was completed in a remote area of the Northern Peninsula. Unfortunately, the lack of nearby port facilities to ship the product to international markets prevented the company from launching full production. In addition, because forested lands on the Northern Peninsula were not certified as sustainable forests, Holson's premium products could not be sold to residential markets in Europe. Lewis was faced with many challenges in an uncertain global market. Lewis needed a strategy that would allow him to confidently launch production of wood pellets. His strategic analysis had to take into account both external markets and internal issues related to resources, operations, marketing, human resources, and the management challenges of sustaining a business in rural Newfoundland. It also had to consider Lewis's values and commitment to the people of the Northern Peninsula.

From 2008 to 2015, Valeant Pharmaceuticals International Inc. (Valeant) was a Wall Street darling under the leadership of CEO Michael Pearson. The company's stock price soared as Pearson went on an acquisition spree. Critics questioned Valeant's capacity for organic growth and its lack of commitment to research and development (R&D). In October 2015, investors began losing confidence when Valeant was subpoenaed to testify before the U.S. Senate Committee about its price-gouging practice. On-going investigations by the U.S. House Committee and Attorney's Offices regarding Valeant's patient assistance program and business relationships with Philidor Rx Services also contributed to the company's downfall. In May 2016, Valeant hired Joseph Papa to replace Pearson as CEO. One of Papa's top priorities was to pay down the $30 billion debt amassed to finance the company's acquisitions. In Case (A), students learn about the company's executive incentive compensation philosophy, acquisitions, and governance practices and are asked to assess the financial impact of Valeant's acquisitions. In Case (B), students are asked to identify the factors driving Valeant's stock price down and to assess the company's ability to pay down its $30 billion debt.

Supplement to case HEC199. From 2008 to 2015, Valeant Pharmaceuticals International Inc. (Valeant) was a Wall Street darling under the leadership of CEO Michael Pearson. The company's stock price soared as Pearson went on an acquisition spree. Critics questioned Valeant's capacity for organic growth and its lack of commitment to research and development (R&D). In October 2015, investors began losing confidence when Valeant was subpoenaed to testify before the U.S. Senate Committee about its price-gouging practice. On-going investigations by the U.S. House Committee and Attorney's Offices regarding Valeant's patient assistance program and business relationships with Philidor Rx Services also contributed to the company's downfall. In May 2016, Valeant hired Joseph Papa to replace Pearson as CEO. One of Papa's top priorities was to pay down the $30 billion debt amassed to finance the company's acquisitions. In Case (A), students learn about the company's executive incentive compensation philosophy, acquisitions, and governance practices and are asked to assess the financial impact of Valeant's acquisitions. In Case (B), students are asked to identify the factors driving Valeant's stock price down and to assess the company's ability to pay down its $30 billion debt.

Describes TelePizza, is Spain's leading chain of pizza restaurants and delivery services. TelePizza has experienced rapid growth to 500 stores since its creation in 1987. The company went public on the Spanish stock market in late 1996. Franchising has played an important role in the firm's expansion to date. For further growth, the founder and CEO is contemplating three strategies: further expansion in Spain, international expansion, or the creation of new restaurant concepts. Abridged version of case 899080.