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This case presents the Economic Transformation Program (ETP) designed by the Malaysian government meant to revamp productivity growth after a decade of slow down. It also presents the procedures and outcome of the ETP. Follow up to Malaysia: People First? Very transparent view of policy making in Malaysia.

Spreadsheet supplement for case W92C52. GoodBelly is trying to boost its sales at grocery stores like Whole Foods Market. As a small start-up, GoodBelly must optimize the allocation of its limited marketing budget. It currently promotes through in-person demonstrations in stores, but management is concerned that these demonstrations are not effective enough to justify the cost. It is up to GoodBelly's student intern, Caroline Dickerson, to evaluate its promotional programs using statistical evidence. Dickerson will need to apply regression analysis to a GoodBelly- Excel Spreadsheet (WDI Publishing 1-429-273) to determine whether or not the company should continue its promotional programs.

Recent droughts and the increase in food prices they trigger underscore that freshwater scarcity is bound to be a major challenge of the 21st century. Increased water demand due to population growth and rising living standards (with changing diets and lifestyles) strains available water resources. In spite of reports about an imminent water crisis, the world is not running out of water. Water is a renewable global resource of which there is more than enough. The major concern is that water is very unevenly distributed across and within countries. Water scarcity is thus primarily a local phenomenon, and fears mount that climate change might worsen an already bad situation in water-scarce areas.

This case is used in Darden's first-year course "Global Economies and Markets" and taught at the University of Virginia's School of Architecture, though it is also appropriate for courses in environmental sustainability. A technical note titled "Water Markets from an Economic Point of View" (UV6903) was developed to accompany this case or other cases addressing the topic of global water supply. In 2010, Australian funds were looking for foreign investors in the country's water market. Funds advertised water as "blue gold." Australian Causeway Asset Management, for example, expected high future returns because of the "chronic supply/demand imbalance for Australian water, which will result in higher water prices. Owning Australian Water Entitlements provides investors with direct exposure to water prices." There was quite a story to be told about water on this continent of notably variable weather, especially since the "Big Dry," also known as the Millennium Drought. More than anything, the drought had supported water markets as a central tool in Australian water management. As the drought receded, the floods of 2009, 2010, and 2011 took its place, so water prices were low and potentially attractive for buyers abroad.

Rose Carpenter is a successful entrepreneur who is considering the personal implications of leaving the business she created to pursue her own interests.

This note provides an opportunity to understand how private equity investors need to adapt to emerging markets.

This case focuses on POSCO, the world's most profitable steelmaker and third largest steelmaker by volume for crude steel production. When Jung Jun-Yang became POSCO chief executive in 2009, he envisioned trust to be the foundation of POSCO's success in achieving sustainable co-prosperity with its stakeholders. Believing that "trust is POSCO's identity" and "trust is based on communication," he launched the 'trust communication' initiative in 2010. This initiative coincided with the start of POSCO's third phase of growth for 2010-2020 decade. For this phase, the company aims to become a truly sustainable corporation. The case describes the trust-related challenges that Jung faces as he launches the initiative. In addition, it shows some preliminary results from the company's nascent initiative and the problems that continue to confront POSCO's management as the company strives to achieve long-term sustainability through a system focused on 'Great Harmony', which is based on trust and communication.

Viki is a web portal that provides video content with crowdsourced multi-lingual subtitles. It relies on an active community of fans to add captions and subtitles in numerous languages to premium videos (movies, television shows) from around the world - thus opening up new markets and enabling new viewers to enjoy the content. Leveraging crowd-sourced subtitling enables Viki to distribute non- English, non-US television content to foreign markets quickly and cheaply. The case begins as Nadine Yap, vice president at Viki, prepares for a major redesign of the website to meet the requirements of the growing company. She laments that when the company fixes bugs or makes improvements, community members often complain and even leave. The community of fans and 'subbers' is at the heart of what Viki does, so staying authentic is crucial to the company's sustainability. How should Yap and Viki go about maintaining the delicate balance between being an authentic site that is supported by an informal community and a slick, commercial operation?

In the spring of 2008, the marketing manager of Wheaties was getting ready for a meeting to discuss ideas about how to reinvigorate one of the most iconic and well-known cereal brands in America, which over the preceding few years had experienced a steady decline in market share. The only limitation the manager would impose was that any new product could not replace the original Wheaties. Otherwise, she was open to any opportunity to differentiate Wheaties from the orange box and yet fully embody the brand equity.

The marketing manager and the Wheaties brand team launched a line extension they believed would bolster the legendary brand. Wheaties Fuel, a ready-to-eat cereal targeted specifically toward men and designed to help users "Prepare to Win" was introduced to consumers in September 2009, with a 360º campaign utilizing television, print, online, and in-store promotions to build awareness. By gaining buy-in early on from Peyton Manning, Kevin Garnett, and Dr. John Ivy, a world-renowned expert on the role of nutrition and exercise performance, the Wheaties team was able to not only create a cereal that was made by champions for champions but also to create prelaunch buzz with a unique method of creating the cereal.

The results were not promising following the initial campaign and launch of Wheaties Fuel as sales dipped five months after it had been put on store shelves. Still there was a 96% incremental gain in sales of the original Wheaties, and many of its new consumers were younger than usual. Based on the initial feedback, the team began using a lighter tone in its messaging, and continued to monitor, learn, and optimize the product and the campaign.

On January 6, 2010, Stanko Grmovsek was sentenced to three years and three months in prison for making profits of an estimated US$9 million over 14 years based on insider tips from his best friend from law school, Gil Cornblum. Grmovsek and Cornblum had operated an illegal insider trading scheme from 1994 until 2008. Using his role as a corporate lawyer at various law firms, Cornblum had passed material non-public information related to 46 takeovers to Grmovsek, who then traded illegally using brokerage accounts located in the Bahamas and Ontario. On October 27, 2009, Grmovsek pleaded guilty to all charges against him in both Canada and the United States following a joint investigation by the U.S. Securities and Exchange Commission (SEC) and the Ontario Securities Commission (OSC).

This case explores how to manage the political risks of using a controversial energy extraction technology in the European Union. San Leon Energy, an Irish energy firm, was committed to developing large unconventional shale gas reserves in Poland. To reach these reserves, San Leon needed to use a technique called hydraulic fracturing ("fracking"). Pioneered in the United States during the early 2000s, fracking involved pumping a mixture of water, sand, and chemicals into a reservoir at high pressure to crack shale formations, releasing gas to flow up the well. The natural gas produced by this process provided a substantially cleaner energy alternative to coal. Additionally, since large, previously inaccessible shale gas reserves were located in the United States, Canada, China, and parts of Europe, fracking had the potential to revolutionize the geopolitics of the energy industry. However, American and European environmental groups grew concerned that fracking could contaminate local drinking water, generate air pollution, cause minor earthquakes, and crowd out investment in renewable energy alternatives. The Polish government supported fracking as a way to dramatically bolster the country's domestic gas production and reduce its energy dependence on Russia. Yet in 2011 and 2012, environmental protests worldwide grew, causing several countries, including Bulgaria, France, Ireland, Romania, and parts of Germany, Switzerland, and the United Kingdom to issue temporary fracking bans. Since San Leon Energy's management called Poland "the heartbeat of our company," the company faced the challenging tasks of mitigating environmentalists' concerns and preventing a Polish or EU-wide fracking ban.

This note introduces convertible notes in angel financing. It begins by delineating the differences between a priced and non-priced round. It then describes a specific example of a convertible note, with attention paid to technical details regarding valuation caps.

Kyruus is used in a course at HBS on Entrepreneurship in Healthcare IT and Services (EHITS). It describes a young company that has built a very large database on physicians. The company has had some early successful pilots with prominent customers, but it is now faced with choices on which markets to pursue. These markets each offer opportunity, but the company must make some decisions. As is often the case in early stage companies, these choices will affect a number of things, including organizational needs and capital requirements.

Overview of the strategic re-orientation and diversification of Ringier a Swiss based media company as they confront the challenges of staying competitive and profitable in the new and increasingly digital media landscape.

In 2005, USAID and the U.S. President´s Emergency Plan for AIDS Relief (PEPFAR), created the Supply Chain Management System (SCMS) to procure and distribute essential medicines and supplies; provide technical assistance to transform existing supply chains; and collaborated with in-country and global partners to coordinate efforts. The new US Global Health Initiative (GHI) initialized in 2010 sought to build on these efforts through strengthened platforms and systems. PEPFAR's five-year strategy, as contribution to the GHI, focused on transitioning the program from an emergency response to a sustainable, country-owned effort. The case describes the general approach designed by SCMS, the intricacies of its successful implementation in Ethiopia, and the challenges moving forward in that country.

Following a successful career as a Senior Vice President, Vice President, and Chief Communications Officer at two large corporate companies, Shelly London set out to promote opportunities for young people to practice the ethical decision making that she had found integral for success in the corporate world. She developed a portfolio of initiatives that would expand opportunities for young people to be exposed to ethical dilemmas through familial interaction, computer games, and additional media outlets. London reflected on her recent efforts, she was pleased to see various facets of her programs and projects having an impact on the development of ethical thinking among young people.

A senior product manager for a telecommunications company has been asked to propose ideas for generating new revenue from video gamers who use his company's Internet services. The manager has commissioned the development of "experience maps" for three subsegments within the gamer segment. The experience maps, which are reproduced in the case, provide students with an opportunity to generate customer insights based on real qualitative data.

On January 15, 2009, shortly after takeoff from LaGuardia Airport, US Airways Flight 1549 struck a flock of Canada geese. The geese were then sucked into the plane's twin engines, causing total engine failure and the loss of power. Case A of this three-part series recounts how over the following four minutes, Flight 1549's Captain Chesley "Sully" Sullenberger and First Officer Jeffrey Skiles grappled with a variety of extreme challenges. Not only did they have to keep the plane under control, but they also had to quickly decide whether they could make an emergency landing at a nearby airport - or find another alternative to get the plane down safely in one of the most crowded regions in the country. Cases B and C then describe how, after the plane landed in the cold waters of the Hudson River, emergency responders from many agencies and private organizations - converging on the scene without a prior action plan for this type of emergency - scrambled to both rescue passengers and crew and stabilize the aircraft as it began to move downstream. Case Number 1966