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McDonald's seeks to learn from a successful response to Greenpeace's Amazon deforestation campaign in order to make its supply chain more socially and environmentally responsible.

There are two cases. Both concern the six-month battle in 2006 to create the steel group, Arcelor Mittal, by far the largest steel company in the world, combining as it did the two largest companies. The takeover was of interest because it was the focus of three bitter debates: shareholder interests versus stakeholder interests, European champions versus global champions and the merits of either, and financial strategy versus industrial strategy The first case concentrates essentially on the political, financial and environmental issues (all in the wide sense) of the takeover. The second case looks more deeply at the specifically steel (and hence industrial) issues.

There are two cases. Both concern the six-month battle in 2006 to create the steel group, Arcelor Mittal, by far the largest steel company in the world, combining as it did the two largest companies. The takeover was of interest because it was the focus of three bitter debates: shareholder interests versus stakeholder interests, European champions versus global champions and the merits of either, and financial strategy versus industrial strategy The first case concentrates essentially on the political, financial and environmental issues (all in the wide sense) of the takeover. The second case looks more deeply at the specifically steel (and hence industrial) issues.

Beijing Hyundai Motor Corporation and Dongfeng Yueda Kia Motors were both troubled by the problematic sales trend of their locally branded cars. At the same time, a Brand Power Research Study conducted by Hyundai and Kia in China showed that both companies still had significant room for improvement in strengthening the power of their corporate branding to induce consumer purchases. Illustrates the importance of global branding when companies expand overseas and allows students an opportunity to evaluate corporate and car branding at both international and local levels.

Through the co-evolutionary war game, strategists can better understand the forces that influence complex competitions.

Makers of nondurable goods should focus on keeping customers'--not just retailers'--shelves fully stocked.

Managers consistently skimp on B2B brand building. That's an expensive mistake.

Large firms puzzling over whether to pay for developed technology or take a risk on bleeding-edge concepts now have a third choice--a new kind of "innomediary" that identifies and refines innovations, reducing market risk in return for a share in the potential rewards.

People prefer a brand they know over one they don't--even when the familiar one is dangerous. But there are ways for unknown brands to compensate.

CEO Daniel Vasella explains why his company is placing a big bet on China's future as a world scientific power.

A new study identifies exactly how much bang for the buck a firm can get when it makes targeted cuts in back-office costs and takes steps to boost efficiency.

A growing body of research conclusively shows that higher customer satisfaction leads to higher share prices.

When Jim Weddle took over as Managing Partner of Edward Jones in January 2006, the brokerage firm was at a critical juncture. The firm's distinctive strategy had enabled it to grow from its roots in small-town America to become the 4th largest broker in the U.S. Weddle was concerned, however, that the firm's success, and the changing landscape of the financial services industry, were challenging the core aspects of the strategy that had brought the firm so far. He knew that the impending strategic decisions would determine whether Edward Jones could sustain its extraordinary performance and achieve its goal of growing to 20,000 financial advisors by 2017.

In 2007, Wal-Mart faced challenges to its historically high growth rate. Lagging same-store sales and setbacks overseas led the company to consider strategic shifts. Wal-Mart was the world's largest retailer, but competition had become particularly acute as the company expanded from rural markets, which it had long dominated, into urban and suburban areas. Covers developments in Wal-Mart's merchandising strategy and its approach to store formats; its sometimes controversial human resources practices; its efforts to improve its image through a public relations campaign; its aggressive, though occasionally problematic, move into international markets; and its leading competitors, especially Target. Exhibits provide data (current as of February 2007) on Wal-Mart's financial performance, its stock-price performance, its international operations, and its store formats, as well as on Target's financial performance.

Aurolab is the in-house producer of IOLs (required in cataract surgery) for the Aravind Eye Care System, a group of charity hospitals with the largest volume of eye surgery in the world. Aurolab's manufacturing capability and capacity had long exceeded the requirements of Aravind. With its impending move to a new, world-class facility, fundamental questions of strategic direction and mission fulfillment gained renewed attention among the organization's senior leaders.

The executives of Motilal Oswal Financial Services, Ltd., one of the largest brokerages in India, are considering an IPO on the Indian markets. The company recently received a small private equity investment from two global private equity firms, which it has not yet fully invested. Historically, the Indian markets have favored higher-revenue companies. Should Motilal Oswal go public now, to take advantage of the hot Indian market, or hold off and build its revenue for a higher valuation?

Explores how families in business can apply five principles of negotiation that are used effectively by non-family members. The distinctive characteristics of family relationships and of family business systems--which affect the use of these principles--are described.

Brooke Correll, a former executive at MTV, Ziff-Davis Media, and WineShopper.com, joined the privately-owned Clos Du Val Wine Company, Ltd., in Napa, California, as a director of marketing. Co-founded by an expert winemaker with ties to the famous Château Lafite-Rothschild, Clos Du Val had seen its glory days, with high ratings accompanied by robust sales. During the 1990s, however, sales had begun to lag. As the winery's first marketing professional, Correll has to chart a new course for the winery to revive the once-hot brand and to escape flagging sales.

Christian Harbinson, a young associate at the venture capital firm Scharfstein Weekes, has a difficult decision to make before the next investment committee meeting. He's been watching over SW's investment in Seven Peaks Technologies, and sales of its single product have been disappointing. Now the company's head, Jack Brandon, wants another $400,000 to pursue a new product. Harbinson believes in Brandon and in his proprietary technology--a titanium alloy that prevents surgical instruments from sticking to tissue. Three years ago, Brandon quit his job and put $65,000 of his savings into developing a nonstick cauterizing device. Two distributors offered to carry it after they saw his demonstration at a trade show, and a couple of surgeons, quickly becoming enthusiastic, promised testimonials. But if Brandon's cauterizer is to take off, surgeons will have to abandon the forceps they've traditionally used and switch to the Seven Peaks device--a change in behavior that will come slowly if at all. So, Brandon thinks, why not adapt his alloy to a line of forceps? Now Harbinson wonders if he himself has become emotionally overinvested in Seven Peaks and if this decision is as much a test of his VC potential as of the actual deal. Should Scharfstein Weekes back Brandon's company with a second round of funding, or would it be a case of throwing good money after bad? Commenting on this fictional case study in R0703A and R0703Z are Ivan Farneti, a partner with Doughty Hanson Technology Ventures; Fred Hassan, the chairman and CEO of Schering-Plough; Robert M. Johnson, a venture partner with Delta Partners and a visiting professor at the University of Navarro's IESE Business School; and Christoph Zott, an associate professor of entrepreneurship at Insead.

Business leadership has become synonymous in the public eye with unethical behavior. Widespread scandals, massive layoffs, and inflated executive pay packages have led many to believe that corporate wrongdoing is the status quo. That's why it's more important than ever that those at the top mend relationships with customers, employees, and other stakeholders. Professor Gardner has spent many years studying the relationship between psychology and ethics at Harvard's Graduate School of Education. In this interview with HBR senior editor Bronwyn Fryer, Gardner talks about what he calls the ethical mind, which helps individuals aspire to do good work that matters to their colleagues, companies, and society in general. In an era when workers are overwhelmed by too much information and feel pressured to win at all costs, Gardner believes, it's easy to lose one's way. What's more, employees look to leaders for cues as to what's appropriate and what's not. So if you're a leader, what's the best way to stand up to ethical pressures and set a good example? First and foremost, says Gardner, you must believe that retaining an ethical compass is essential to the health of your organization. Then you must state your ethical beliefs and stick to them. You should also test yourself rigorously to make sure you're adhering to your values, take time to reflect on your beliefs, find multiple mentors who aren't afraid to speak truth to your power, and confront others' egregious behavior as soon as it arises. In the end, Gardner believes, the world hangs in the balance between right and wrong, good and bad, success and disaster. "You need to decide which side you're on," he concludes, "and do the right thing."