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This case allows for a discussion on loyalty programs. How should irewards, a consumer loyalty program, take advantage of the new capabilities promised by Indigo's new customer relationship management (CRM) system. Would adjustments to the pricing structure or the membership discounts be appropriate? Ultimately, how could Indigo ensure that its irewards program was both meaningful to customers and contributed to sales growth? The basis of the irewards program was an annual membership that afforded the member discounts on books. Members were assigned a membership card with a specific number that referred to their account; an annual membership fee was the cost of the program to the customer.

Investigates managing large supply chain outsourcing relationships over time, while focusing on the challenges service providers and their customers face as they seek to continually find new sources of value as the relationships change. Emphasis is placed on issues related to coordinated capabilities across functional boundaries, information sharing, and developing information technology readiness.

Enables the study of early business formation and venture capital funding within an international setting. Relates to the company's first round of funding in December 15, 1999. Sanjeev Aggarwal co-founded Daksh as one of the first independent, India-based BPO (Business Process Outsourcing) companies that targeted U.S.-based customers from the outset. Introduces the industry, Daksh's founders, the company's initial formation, and its first business plan--as presented to a small number of angel investors in India. Students are asked to evaluate Daksh's investment opportunity from the perspective of India- and U.S.-based investors, while focusing on its financial projections, term sheet, and expected returns.

Enables the study of business formation and venture capital funding within an international setting. Relates to the company's third round of funding in September, 2002, and introduces India's rapidly evolving Business Process Outsourcing (BPO) industry, Daksh's growth, its acquisition of marquee customer Amazon.com, and Daksh's third business plan--as presented to potential investor General Atlantic. Students are asked to evaluate Daksh's investment opportunity from the perspective of a U.S.-based investor, while considering its financial projections, strategic investors (Amazon.com), human resource policies, term sheet, and expected returns.

This case details cement, ready-mix, and concrete giant CEMEX's consideration of a set of strategies designed to grow the Mexican market from the bottom of the economic pyramid: the low-income do-it-yourself homebuilders that characterized an untapped market there. Alfredo de Armas, VP of business development at CEMEX, must consider the needs and limitations of customers with no access to credit and a budget that might allow a purchase of just one bag of cement per week. What would it take to reach that market? Would doing so be profitable?

Amid efforts to engineer a turnaround at South African Airways (SAA), the CEO confronts an impending strike at the struggling company. How should the company address questions of distributive and procedural justice in post-Apartheid South Africa, and how should the CEO recover from a crucial misstep at the start of the strike? Chronicles the challenges and missteps of previous CEOs and the turnaround plan put in place by Ngqula to help curtail waste and abuse and capitalize on the growing international market.

An abstract is not available for this product.

A leading sporting goods company in China competes aggressively against global brands Nike and Adidas, with marketing strategies adapted to geographic segments. In the main cities, where competition takes place at a very conceptual level, Li Ning has chosen to adopt a very controversial "oriental theme" for its brand, while becoming at the same time a major sponsor of international athletes of the highest caliber.

The founder/owner of Sunripe Marketplace (Sunripe) is thinking about the stores' product offerings. He has two fresh produce-focused stores and a unique set of distribution and store-level systems that differentiate Sunripe from other supermarkets. Being a small retailer allows the owner to only choose the best and freshest products for his two stores. His stores have several private labels that customers like. Sunripe's owner must now consider how to improve the marketing of these private labels.

The note on material requirements planning (MRP) explains MRP at an introductory level, indicates some of the essential ingredients for success, and suggests the implications for MRP adopters who are unable to provide them.

Since 1990, 21 countries have shifted to a monetary policy of inflation targeting. This technical note defines inflation targeting; discusses how it came about; and analyzes implementation issues and the pros and cons of inflation targeting.

A CIO decides whether to adopt the "Capability Maturity Model" (CMM) within her IT department. The decision is proving surprisingly controversial; some of her best developers prefer adopting an "agile" methodological approach instead. Compares and contrasts the CMM and agile methodologies, such as Kent Beck's eXtreme Programming.

Urban Video Game Academy was founded to enhance the academic and career prospects of urban youth. How will its founder grow it into a sustainable business? Provides an opportunity to discuss the challenges of social entrepreneurship and how to create a sustainable business model for a social venture.

In 2005, the vice president of sales and marketing for the Canadian division of Spectrum Brands Inc. must determine his next steps regarding the structure of his sales force. Spectrum Brands (Spectrum), a global consumer products company formerly known as Rayovac Corporation, had made a number of acquisitions to diversify and expand its product and brand portfolio. With these changes, Spectrum had become a leading supplier of consumer batteries, lawn and garden care products, specialty pet supplies, and shaving and grooming products. The vice president of sales and marketing was charged with the task of creating a national sales force from the teams of the newly merged companies. Knowing the importance of the sales function to each of these companies, he wanted to ensure, despite the differences among the diverse groups, that he still maintained a team which would effectively and efficiently continue to increase the sales of each business unit.

Spreadsheet supplement for case 307077.

Fernando del Sol, president of F. S. Inversiones in Chile, had just bought himself a headache as a New Year's present. On December 31, 2001, he purchased a Chilean electricity generation and transmission company called Edelnor that was in danger of becoming insolvent within months. del Sol had six months to restructure the company before it would become completely insolvent, and his headache was compounded by the fact that the process for company reorganization in Chile typically dragged on in the courts, often for two or more years. Any debtor, no matter how small, could hold up the process at any point by issuing written complaints to the court. del Sol needed to figure out whether the company was worth saving, whether it had a business strategy that could succeed if the company's debt was restructured, and whether he could find some means of saving the company in time.

Describes the opportunities and strategy facing one of the most innovative global supply-chain companies, and the strategy it has chosen to deal with the expanding demand for its services. Li & Fung links thousands of factories in India, China, and elsewhere to nearly a thousand large retailers, primarily in the U.S. and Europe. It basically does the supply-chain job faster and more accurately with the aid of a sophisticated information system than anyone else.

Supplements the (A) case.

A summary of the major themes discussed in the tenth class of The Moral Leader (EC curriculum).