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In January 2010, Andrew Witty realized that the Pharmaceutical Patent Pool in and of itself was insufficient to generate action on neglected tropical diseases. He announced, therefore the "Open Labs, Open Minds" strategy. Was this enough to encourage action for neglected diseases affecting the world's poorest? How would GSK's shareholders react?

In February 2009, Andrew Witty reflected on his vision for big pharma as a catalyst for change which focused on two key issues: 1) promoting innovation for the products that treat or prevent neglected tropical diseases and 2) improving access to medicines in the world's poorest countries. He had announced the creation of the "Pharmaceutical Patent Pool" and wondered if it was the right strategy to deliver on the two key issues.

In this supplement to Maple Leaf Foods (A): The Listeriosis Crisis, product #9B11C001, describes what the company and its chief executive officer did to cope with this crisis in the days and months following.

A hedge-fund strategist had two decisions to make. First, what was the path of core euro zone long-term interest rates likely to be over the next year? Was the dramatic decline in German long rates over the past two years an aberration that would soon be reversed, or was it part of the "new normal" that would persist for some time? Second, how would periphery long rates evolve relative to core rates? That is-the spread between long rates in the likes of Greece, Spain, and Ireland and those in Germany-how would they evolve over the next year? Was the dramatic divergence in euro zone long rates likely to persist, or would the coming year see a reconvergence? He knew many factors influenced long-term interest rates; he would have to use his entire toolkit to address this issue. The evidence was in no way clear-cut. Some factors pointed toward lower German rates, some toward higher, some toward a widening of euro zone spreads (even a dissolution of the euro zone as we know it?), and some toward reconvergence. To form an opinion on the likely paths of euro zone long rates, he would have to sort through mounds of information.

This note can be used to develop a business plan pitch for a new venture.

Customer loyalty schemes (or programs) are explicit efforts by retailers to gain long-term patronage from customers. Loyalty schemes are developed for a variety of reasons: to reward loyal customers, to generate more robust information about customer behavior, to influence consumer behavior, and as a defensive measure to combat a competing scheme. The purpose of this note is to describe the objectives of these schemes, including their origin and evolution; to highlight key aspects of their implementation; and to suggest approaches to maximize their impact. While this note focuses on the U.S. and U.K. retail sectors, most of its content is applicable to other economies.

The case, set within the European organization of a giant multinational breakfast foods company, describes a launch decision for a new cereal product. As the case evolves, the decision has major strategic and organizational implications for Lora Brill, European VP. The case focuses especially on two important decisions facing Brill: Should Healthy Berry Crunch become the company's first Eurobrand and be introduced in a coordinated manner Europewide? And, from an organizational perspective, should she create Eurobrand Teams to implement her proposed Eurobrand concept?

The note on Social Media in Health Care describes different educational and collaborative social media firms that affect 1) consumers, 2) physicians, 3) medical centers, 4) life science firms, and 5) employers and their employees.

In 2007, the Red Hen Baking Company was deciding whether to move from its cramped and inefficient facility to a new facility. It had been in business about 8 years, and 2006 was the first year RHB realized a profit that was over $50,000. The added annual cost of the new location was about $58,000 and would require a $300,000 build-out. While the owner of Red Hen was excited about the possibility of a new, efficient bakery, he wondered if it was worth the added expense and risk.

Charles Beigbeder, the president and founder of Poweo, an alternative electricity and gas operator in France, needs to decide on the company's strategy in light of electricity deregulation and the dominant position of Électricité de France (EDF) in the French market. Can Poweo successfully compete against EDF, with its giant installed nuclear base, and will competition bring benefits to French consumers?

How did a Chinese state-owned construction company strike one deal after another in South Carolina despite political backlash and in New York where well-established competitors dominate? The case examines the U.S. market entry strategy of the CSCEC, China's leading state-owned construction company. It does so by way of the CEO of its U.S. subsidiary and his challenge to sustain the company's exceptional growth in the face of an unprecedented slowdown in the U.S. construction industry. The case also offers a window into the processes and related issues associated with the accelerated overseas expansion of Chinese state-owned businesses.

Why is a Chinese state-owned construction company building the largest mega-resort and casino in the Caribbean? This case examines the intricate deal-making by which CSCEC, China's leading global engineering and construction contractor, emerged as a key market player. Having beat out Harrah's and other contenders for a stake in the Baha Mar Project, CSCEC now also has an equity stake in the Bahamas' gaming and resort industry. The case explores the growing role of project financing by way of China's Export-Import Bank and its implications for business deal-making and the competitiveness of China's increasingly globalizing businesses.

Taiwan-based memory manufacturer Power Quotient International Co. Ltd. (PQI) had an established system for selecting, assessing, and managing suppliers. A scoring system that assessed suppliers in areas ranging from technical expertise to service quality and responsiveness made it easy for management to spot suppliers' strengths and weaknesses and to decide whether to keep a supplier at arm's length or to cultivate a strong relationship with the supplier. PQI had just completed its biannual evaluation of suppliers, of which several required further investigation. These suppliers had received only average scores despite strong performance both technically and commercially. Meanwhile, the management wondered whether sharing its assessment results openly with suppliers might help improve its relationships with them.

Through 2007, Crocs grew rapidly, and its stock soared. In early 2008, the stock plunged, as analysts cited excess inventory. During 2008, revenues decreased, and the company restructured. The B case summarizes these developments, and asks what the company should do now.

The protagonist was sifting through the evidence on the predictive content of the yield curve. Did the current steepness of the yield curve mean that a double-dip recession was highly unlikely? And when the yield inverted in the future, as it surely would at some point, would that be a precursor to a recession? From time to time, the market focused on the slope of the yield curve. What can it tell us?

In 2002, a successful community development corporation in Boston, Massachusetts was approached by two other organizations about potential mergers. Each organization had distinctive geographical and ethnic roots but there were clear financial and management advantages to be had from combining assets. In one case, merger discussions proceeded with the benefit of lawyers and common board connections. In the other case, despite good progress at the beginning, the merger talks became increasingly contentious with opposition from community groups who rallied political leadership to step in. HKS Case Number 1921.1

Supplements case 709-413.

Calveta Dining Services contracts with senior living facilities (SLFs) for the management of food service to residents. Created by Antonio Calveta and built on his passion for food and traditional family values, the firm had enjoyed three decades of strong growth when Antonio retired and named his eldest son, Frank, CEO. Frank Calveta now struggles to carry out his father's directive: double revenues within five years while maintaining the humanistic and emphatically pro-employee company culture. Should he expand beyond the SLF market? Can he continue to maintain the quality level for which Calveta is renowned? Can he contend successfully with organizational and communications challenges?

The case describes the challenges that UBS faced as a result of the U.S. Department of Justice (DOJ) investigation for tax fraud, that claimed that UBS had helped some 52,000 U.S. residents hide billions of dollars in untaxed assets in secret Swiss accounts between 2000 and 2007, depriving the U.S. Treasury of hundreds of millions of dollars in taxes.

The case describes the resolution of the U.S. Department of Justice (DOJ) investigation for tax fraud and the increasing pressure on the wealth management business.